Understanding Human Factors in Systems Selection and Implementation

Abstract

This study examines the role of power and politics in systems implementation. Current literature misses the complexities involved in systems implementation through human factors and the political nature of systems implementation and is simplistic in nature. The concept of power relations, as proposed by Foucault (1977, 1978), has been utilised by the authors to identify the dynamic nature of power and politics. A case study of the implementation of an enterprise-wide learning management system at Newlands University is presented and analysed using social dramas to distinguish between the front stage issues of power and hidden discourses. Challenges for power are acted out in the front stage, or public forums between various actors. The social dramas, as they have been described here, are superfluous to the discourse underpinning the front stage. Furthermore, the enactment of policy legitimises power and establishes the discourse, limiting resistance.