The strategic implications of non-technical stakeholder acceptance in high technology system design and implementation

Abstract

The introduction of change is frequently met with resistance, especially if that change involves a re-engineering of basic work processes and the introduction of high technologies. This study examines the introduction of a complex software system to standard work processes within an organization staffed by a largely non-technical, professional workforce. A case study approach will be used to highlight high technology-driven change management and decision-making at the planning and early implementation stages.