Role conflict and ambiguity

One way to make progress in improving the probability of successful Management Information Systems (MIS) and Management Science and Operation Research (MS/OR)1 projects is to take the view that the design process is a politically-based, planned change process. The political dimension emphasizes that MIS design is inevitable imbedded in an organization with a political order which acts to shape and constrain the design and use of an MIS. The planned change dimension emphasizes the interaction process and relationships among the participants in the design process. Recent articles in the MIS/MS literature have suggested that the politically-based change approach is the most viable for understanding and managing the design process and enhancing the chances for a successful system (for example, see: Bostrom and Heinen, 1977; Keen and Gerson, 1977; and Ginzberg, 1978). But to date little research, other than case studies, has been conducted with this focus.