Why do management information systems (MIS) face resistance during implementation? This paper explores theories of resistance to MIS, which guide implementation strategies and tactics. It examines three core theories: resistance stemming from internal factors, poor system design, and interactions between system design and organizational context. The goal is to better understand the dynamics that impact MIS adoption and effectiveness. These theories diverge in their underlying assumptions about systems, organizations, and resistance, leading to different predictions and implementation implications. The study uses data from a case study to illustrate these theories and demonstrate the superiority of the interaction theory. This approach highlights the importance of considering the broader organizational dynamics in addition to technical aspects. This research advances our understanding of the complexities involved in MIS implementation, advocating for implementors to consider the nuanced interplay between system design and organizational context. By providing empirical support for the interaction theory, the paper offers valuable insights for enhancing the success of future MIS projects and minimizing resistance.
This article is a relevant contribution to Communications of the ACM, which focuses on topics related to computer science, information systems, and their impact on society. The research aligns with the journal’s scope by addressing the organizational and social challenges of implementing MIS, providing valuable insights for computer scientists and IT professionals involved in system design and deployment.