Authors: Dorothy G. Dologite, Robert J. Mockler, Chang-nan Chao, Peter F. Viszhanyo
Addresses: Baruch College, Zicklin School of Business, City University of New York, One Bernard Baruch Way, New York, NY 10010, USA. ' Tobin School of Business, St. John's University, Grand Central and Utopia Parkways, Jamaica, NY 11439, USA. ' Tobin School of Business, St. John's University, Grand Central and Utopia Parkways, Jamaica, NY 11439, USA. ' Baruch College, Zicklin School of Business, City University of New York, One Bernard Baruch Way, New York, NY 10010, USA
Abstract: This case study explores the change agent roles a manager can play to support an IS specialist when implementing a packaged software. The case concerns a small US-Chinese joint venture, located in China. In part, because of the support roles played by the manager, the IS implementation eventually succeeded. The IS change agent models hypothesised by Markus and Benjamin (l996) serve as a lens to interpret the case. A framework is offered for perceiving how managers can provide change agent support in an IS implementation in general, and in particular in a packaged software implementation in a US-Chinese joint venture. Implications for practitioners and researchers are addressed.
Keywords: change agents; packaged software; information systems; IS implementation; computing; developing countries; case study; managerial support; joint venture; China; supporting role; IS specialists.
International Journal of Internet and Enterprise Management, 2006 Vol.4 No.1, pp.20 - 36
Published online: 31 Jan 2006 *Full-text access for editors Access for subscribers Purchase this article Comment on this article