Most empirical research on users' resistance toward Information Technology (IT) has been conducted after implementation of IT in organisations. Little research has been done on the way individual and group resistance emerges and evolves during prior stages of projects. This focus on pre-implementation phases is important since Information Systems (IS) managers need to anticipate potential conflicts and users' resistance that can involve project failure. While IS literature has separately developed theories on resistance and conflicts, we conceptualise a whole theoretic-system we call 'IT Conflict-Resistance Theory' (IT-CRT). This theory is used as driver for a 2-year action research project conducted at Netia Corporation (a worldwide leader in video and audio broadcasting) during preliminary phases of its Enterprise Resource Planning (ERP) implementation project. According to our findings, while conflicts toward IT implementation are often considered to have negative effects and require being actively managed by top managers, the case study delivers an alternative observation: a passivelike attitude of managers during the IT pre-implantation phase does not prevent the resolution of a socio-political oriented conflict between two groups of employees. Our observations illustrate how the avoidance management style invites team members to cope with conflict situations and to express tacit causes of resistance. While most Management Information System methods tend naturally to maximise users' satisfaction and to reduce potential resistance, the IT-CRT theory developed in this article supports an alternative approach: enhancing resistance in order to anticipate and resolve latent conflicts that are directly or indirectly related to the project. The underlying message of this article for researchers and practitioners is to consider users' resistance toward IT as a key process embedded into IT choices and IS design.

No abstract

Today, enterprise systems (ERP) are considered as ones of most impacting IT on business and decision processes because of their cross-functional perspective and readiness to change. As a consequence, a lack of "organisational fit" is observed as the main failure cause of ERP implementation. A lot of acts of resistance are observed as being task oriented and related to the non-appropriateness of IT that users have to cope with. Existing literature provides practical knowledge about conflict types and conflict management styles related to process and task misalignment between ERP and corporation needs. However, few researches were made about cultural misfits. Indeed, when an organisation is composed of several sub-cultures, the use of ERP can be problematic because mandating one epistemological position through the software design is based on "best practices". Subsidiaries of multinational corporations have their own subculture varying in their national cultural content. Value conflicts may arise from inconsistency between cultural principles of users or groups of users and the perceived underlying strategic objectives assigned to IT implementation. Expending the classical Schein triadic model with the concept of "cultural friction", this paper provides a critical analysis of cultural dimension misalignment between ERP standard processes and Thai managerial culture. Key theoretic discussed dimensions are Ego orientation ("Kreng Jai") and, Social orientation ("Bunkhun"). The article concludes that failing projects are more about the way ERP ought to be implemented than about the system itself.

No abstract

Artificial intelligence (AI) as a technology has the potential to interpret and evaluate alternatives where multidimensional data is involved in dynamic situations such as supply chain disruption. This study aims to explore the role of resilient information systems (RIS) in minimizing the risk magnitude in disruption situations in supply chain operations. The study is conducted in the qualitative mode through semi-structured interview schedule for professionals of supply chains. Thematic analysis has been used to create emerging categories. The findings of this work present critical gaps in current information systems and demonstrate how AI-oriented systems can facilitate the ecosystem of disrupted supply chains to save costs and drive efficiency on multiple parameters. The study also proposes a conceptual framework where organizational values and architectural components can be viewed jointly for quick and adequate business decisions in the complex and uncertain disruptions. The framework presents the relationships among AI, information systems and supply chain disruption. Installing appropriate AI-based data acquisition, processing and selftraining capabilities along with information system infrastructure can help organizations lessen the impact of supply chain disruption while aligning the transportation network and ensuring geographically-suitable supply chains and cybersecurity. Finally, the implications for theory and practice with the limitations and scope for future research are described.