IS Change Agents in Practice in a US-Chinese Joint Venture

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Author(s): Dorothy G. Dologite (City University of New York, USA), Robert J. Mockler (St. John’s University, USA), Quinghua Bai (Tonji University, China)and Peter F. Viszhanyo (City University of New York, USA)
Copyright: 2006
Pages: 22
Source title: Advanced Topics in Global Information Management, Volume 5
Source Author(s)/Editor(s): M. Gordon Hunter (University of Lethbridge, Canada)and Felix B. Tan (Auckland University of Technology, New Zealand)
DOI: 10.4018/978-1-59140-923-6.ch015

Keywords: Computer Science & IT / Global Information Technology / Information Science Reference

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Abstract

This chapter presents a case study that documents how information systems (IS) principals in China strategically shifted to different change agent roles to accommodate various IS implementation contingencies in the organization. The case concerns a US-Chinese joint venture, located in China. The change agent models hypothesized by Markus and Benjamin (l996) serve as a lens to interpret the case. Based on observations of how these roles emerged in different phases of implementing packaged software, a meta-category called “adaptor” is offered to visualize what the data revealed and to contribute to this emerging research area. Implications for practitioners and researchers are addressed.

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IS Change Agents in Practice in a US-Chinese Joint Venture

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