System implementation: managing project and post project stage - case study in an Indonesian company

The research reported in this paper aims to get a better\ud understanding of how the implementation process of\ud enterprise systems (ES) can be managed, by studying the\ud process from an organisational perspective. A review of\ud the literature on previous research in ES implementation\ud has been carried out and the state of the art of ES\ud implementation research is defined. Using several body of\ud literature, an organisational view on ES implementation is\ud described, explaining that ES implementation involves\ud challenges from triple domain, namely technological\ud challenge, business process related challenge, and\ud organisational challenge. Based on the defined state of the\ud art and the organisational view on ES implementation\ud developed in this research, a research framework is\ud presented, addressing the project as well as the postproject\ud stage, and a number of essential issues within the\ud stages. System alignment, knowledge acquisition, change\ud mobilisation are the essntial issues to be studied in the\ud project stage while institutionalisation effort and\ud continuous improvement facilitation are to be studied in\ud the post-project stage. Case studies in Indonesian\ud companies are used to explain the framework

The complexities of electronic services implementation and institutionalisation in the public sector

This is the post-print version of the final paper published in Information & Management. The published article is available from the link below. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. Copyright @ 2013 Elsevier B.V.Electronic service implementation (ESI) in the public sector attempts to improve efficiency, effectiveness, and transparency of governmental departments. Despite having provided the necessary infrastructure and investment, many governments have struggled to realise such aims due to the various forces that challenge implementation and institutionalisation. Using institutional theory as a lens, we explored the forces influencing the implementation and institutionalisation of ESI in the public sector. While our results reinforced previous research in IT implementation and organisational transformation, they showed that the dynamic nature of technology poses unanticipated pressures, and that these can impede the implementation and institutionalisation process

Control and change studying the process of institutionalisation

This paper studies the process by which a change in the institutional logic of an organisational field diffuses through the management control system of a firm.change; institutionalisation; management control systems; decoupling; salespeople

Implementing CSR through partnerships: Understanding the selection, design and institutionalisation of nonprofit-business partnerships

Partnerships between businesses and nonprofit organisations are an increasingly prominent element of corporate social responsibility implementation. The paper is based on two in depth partnership case studies (Earthwatch-Rio Tinto and Prince’s Trust-Royal Bank of Scotland) that move beyond a simple stage model to reveal the deeper level micro-processes in the selection, design and institutionalisation of business-NGO partnerships. The suggested practice-tested model is followed by a discussion that highlights management issues within partnership implementation and a practical Partnership Test to assist managers in testing both the accountability and level of institutionalisation of the relationship in order to address any possible skill gaps. Understanding how CSR partnerships are implemented in practice contributes to the broader CSR and partnership literatures a context specific level of detail in a systematic way that allows for transferable learning in both theory and practice

Control and Change. Analysing the Process of Institutionalisation

This paper studies the process by which a change in the institutional logic of an organisational field is institutionalised in management control systems of a firm. In particular, three elements of organisational control, inspired by the control mix defined by Abernethy and Chua (1996), are studied: management culture, division of powers between functions, and accountability principles. The theoretical framework proposed by Hasselbladh and Kallinikos (2000) enables us to describe the institutionalisation process of management control systems in more detail by observing how ideals are translated into discourse and in turn control techniques. The paper also investigates the internalisation and “decoupling” occurring between the implementation of control systems, and their actual use when applied for monitoring operational managers. Indeed, the empirical findings, based on a field study conducted in the French subsidiary of a pharmaceutical laboratory, enable us to identify a persistent decoupling. Our results show it stems from ambiguous managerial choices and the resistance of the actors to the new norm. However, it appears that, when discourse can not be heard, it can be partially bypassed using techniques. In fact, these techniques enable an insidious institutionalisation of the new institutional logics when “what can be done can not be saidcontrol, change, process of institutionalisation

Strengthening Managing for Impact in Eastern and Southern Africa : Grant Completion Report

The Strengthening Managing for Impact Programme (SMIP) was a pilot initiative established to test the extent to which the use of the Managing for Impact (M4I) approach could enhance the impact of pro-poor interventions for greater development effectiveness. This programme was implemented in the Eastern and Southern Africa region (including French speaking countries) from 2006 till the end of 2009 and was largely funded by IFAD. A partnership was developed between Wageningen UR Centre for Development Innovation (formerly part of Wageningen International), Khanya6aicdd, IFPRI6IKCD (formerly IFPRI/ISNAR) and Haramaya University (in a joint partnership ‘Carmpolea’); and the Impact Alliance

Organic Agriculture Movement at a Crossroad - a Comparative Study of Denmark and Japan

Along with apparent institutionalisation of organic agriculture that took place in the last couple of decades, the role of organic agriculture organisations as a social movement actor has increasingly being put into question. Under this circumstance, there can be observed an evidence of “division” among these organisations at being foe or ally to this trend of institutionalisation. Why have such competing trajectories existed in this social movement field? And how have different trajectories evolved throughout the time? Through a comparative study of two organisations related to organic agriculture in Denmark and Japan, it argues that a cause of the discrepancy can be found in fundamentally different formulations of the concepts of organic agriculture and the related movement, and thus different organisational fields in which the organisations have been embedded. It further attests that the process of external institutionalisation, punctuated typically by the establishment of the national organic law, has affected the internal institutionalisation of both organisations, regardless of its self-determined orientation toward pro- or anti- institutionalisation. Yet, how far or how fast the internal institutionalisation process will develop may still depend on the orientation of an organisation, when it potentially can preserve substantial autonomy from such process by refraining itself from creating business-client relationship with its own constituency and from compromising direct participation of its constituency to collective actions

Party system institutionalisation in east-central Europe: empirical dimensions and tentative conclusions

The nationalisation of party systems is a topic closely related to processes of party system institutionalisation, an area that has developed its own literature and dimensions of analysis. Institutionalisation is understood to comprise four main dimensions: the growth of stability in the rules and nature of inter-party competition, the development of stable roots in society that help ensure a measure of regularity in how people vote, the acquisition of legitimacy by parties and the electoral process, and the establishment of party organisation that have an independent status and some value in their own right. The idea of party system institutionalisation was first presented by S. Mainwaring and T. Scully in 1995 and has been developed in a range of other publications, mostly by Mainwaring with a number of different contributors. It was first developed in a Latin American context but has an obvious relevance to developments in other newly democratising countries. In terms of outcomes, party system institutionalisation is understood to have a strong impact on the quality of democracy and to reduce tendencies to clientelism, political populism and the growth of anti-politics sentiments, and to foster mechanisms of democratic accountability and effective policy formulation. Over the years, a substantial literature on the process of party system institutionalisation has been produced and, in recent years, a growing proportion of this has concerned systems in Central and Eastern Europe. This paper will, firstly, survey and evaluate some of the most recent literature with a view to establishing what light it sheds on the process in East-Central Europe and, secondly, identify and assess the key data that enable any judgement to be made on the course of this process in the region and to identify the contributions in this area of various data-bases relating to party politics

Gender and democratic politics: a comparative analysis of consolidation in Argentina and Chile

This article highlights a number of themes useful in the gendered analysis of democratic consolidation in Latin America by means of a comparative analysis of Argentina and Chile. It starts from the assumption that much of the work on democratisation in Latin America – both orthodox and the literature concentrating on women and transitions – produced up until now, has been too voluntaristic in its approach. It argues that what is needed, particularly in the study of democratic consolidation, is an analysis not only of the impact of women and women's organisations on institutions and structures but also of how these institutions and structures can shape and change gender relations and different women's activities. Any gendered analysis of democratic consolidation must begin by examining the terms of transition which, while they can be subject to some renegotiation later, affect the nature of the subsequent system and the space available to different actors. It is argued that a number of characteristics of the post-transition system are significant: first the impact of more arbitrary populist or presidential systems, second the importance of women's organising both inside and outside the state and party systems and third the existence of an institutionalised party system