Three domains for implementing integrated information systems: redressing the balance between technology, strategic and organisational analysis

Information systems (IS) Integration is a commonly used term that can mean all things to all people. In a broad sense, the meaning of integration has become synonymous with a utilitarian goal of greater efficiency, effectiveness and competitiveness in organisations. Earlier research indicates that the term integration is a complex construct that may be classified into technical, systems, organisational and strategic aspects; each considered important when adopting any major integrated IS application. Most systems fail, however, due to the lack of emphasis in dealing with complex organisational factors; most of the analytical planning and resource emphasis being directed towards the technical and strategic aspects of the IS. This paper argues that the balance between technical, strategic and organisational analysis must be redressed. Greater emphasis must be placed on developing the domain of organisational analysis to better understand implementation issues concerned with structure, social and historical context, power, politics and culture. A strategic model incorporating three analytical domains (technology, strategy and organisation) for managing the implementation of integrated IS is proposed. The organisational analysis domain is then expanded in order to develop a more balanced framework for identifying structural, social/historical, power/political and cultural issues which may impact the outcome of any integrated IS adoption. The paper concludes by calling for more effort to be focused on developing more pro-active approaches to analyse, model and facilitate organisational change associated with the implementation of integrated IS. (C) 2004 Elsevier Ltd. All rights reserved.