The bright side and the dark side of top management support in Digital Transformaion –A hermeneutical reading. / Elbanna, Amany; Newman, Mike.

In: Technological Forecasting and Social Change, Vol. 175, 121411, 02.2022.

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The bright side and the dark side of top management support in Digital Transformaion –A hermeneutical reading. / Elbanna, Amany; Newman, Mike.

In: Technological Forecasting and Social Change, Vol. 175, 121411, 02.2022.

Research output: Contribution to journalArticlepeer-review

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Elbanna, Amany ; Newman, Mike. / The bright side and the dark side of top management support in Digital Transformaion –A hermeneutical reading. In: Technological Forecasting and Social Change. 2022 ; Vol. 175.

BibTeX

@article{e2d9d3606d524ca98999d8f019ba3cb4,
title = "The bright side and the dark side of top management support in Digital Transformaion –A hermeneutical reading",
abstract = "In information systems (IS) research, top management support is typically seen as an exclusively positive phenomenon that is key to any successful implementation of information and communications technology. Surprisingly, this view contrasts with the findings of organisation studies research, which reveal a “dark side” of top management support. We propose that this chasm in the research findings may result from: (1) IS research taking a single-sided view of a dialectic phenomenon; or (2) IS implementation being a phenomenon within which top management support can only ever play a positive role. This study examines these propositions by employing a hermeneutical analysis of a published case study on the implementation of an enterprise resource planning (ERP) system. The findings support the first proposition, revealing that senior management “hyperopia” and overconfidence could lead to significant operational confusion and a costly implementation. The study contributes to IS research by revealing that the style and approach of top management support are key to determining the impact of that support and whether it is positive and/or negative. It also extends management research on the dark side of top management to the domain of IS implementation and organisational change, in addition to providing a thorough application of hermeneutical analysis.",
keywords = "Top management support, hermeneutics, hermeneutic circle, digital transformation, information systems implementation, ERP systems, information systems management",
author = "Amany Elbanna and Mike Newman",
year = "2022",
month = feb,
doi = "10.1016/j.techfore.2021.121411",
language = "English",
volume = "175",
journal = "Technological Forecasting and Social Change",
issn = "0040-1625",
publisher = "Elsevier Inc.",

}

RIS

TY - JOUR

T1 - The bright side and the dark side of top management support in Digital Transformaion –A hermeneutical reading

AU - Elbanna, Amany

AU - Newman, Mike

PY - 2022/2

Y1 - 2022/2

N2 - In information systems (IS) research, top management support is typically seen as an exclusively positive phenomenon that is key to any successful implementation of information and communications technology. Surprisingly, this view contrasts with the findings of organisation studies research, which reveal a “dark side” of top management support. We propose that this chasm in the research findings may result from: (1) IS research taking a single-sided view of a dialectic phenomenon; or (2) IS implementation being a phenomenon within which top management support can only ever play a positive role. This study examines these propositions by employing a hermeneutical analysis of a published case study on the implementation of an enterprise resource planning (ERP) system. The findings support the first proposition, revealing that senior management “hyperopia” and overconfidence could lead to significant operational confusion and a costly implementation. The study contributes to IS research by revealing that the style and approach of top management support are key to determining the impact of that support and whether it is positive and/or negative. It also extends management research on the dark side of top management to the domain of IS implementation and organisational change, in addition to providing a thorough application of hermeneutical analysis.

AB - In information systems (IS) research, top management support is typically seen as an exclusively positive phenomenon that is key to any successful implementation of information and communications technology. Surprisingly, this view contrasts with the findings of organisation studies research, which reveal a “dark side” of top management support. We propose that this chasm in the research findings may result from: (1) IS research taking a single-sided view of a dialectic phenomenon; or (2) IS implementation being a phenomenon within which top management support can only ever play a positive role. This study examines these propositions by employing a hermeneutical analysis of a published case study on the implementation of an enterprise resource planning (ERP) system. The findings support the first proposition, revealing that senior management “hyperopia” and overconfidence could lead to significant operational confusion and a costly implementation. The study contributes to IS research by revealing that the style and approach of top management support are key to determining the impact of that support and whether it is positive and/or negative. It also extends management research on the dark side of top management to the domain of IS implementation and organisational change, in addition to providing a thorough application of hermeneutical analysis.

KW - Top management support

KW - hermeneutics

KW - hermeneutic circle

KW - digital transformation

KW - information systems implementation

KW - ERP systems

KW - information systems management

U2 - 10.1016/j.techfore.2021.121411

DO - 10.1016/j.techfore.2021.121411

M3 - Article

VL - 175

JO - Technological Forecasting and Social Change

JF - Technological Forecasting and Social Change

SN - 0040-1625

M1 - 121411

ER -