Diagnosing organizational risks in software projects: Stakeholder resistance

Project Stakeholder Management—Past and Present

“…The project management literature recognizes that project stakeholders are important for project success for at least four reasons. First, the project needs contributions (financial and nonfinancial resources) from stakeholders; second, stakeholders often establish the criteria for assessing the success of the project; third, stakeholders’ (potential) resistance may cause various risks and negatively affect the success of the ­project; and fourth, the project may affect stakeholders in both negative and positive ways (see, e.g., Aarseth, Rolstadas, & Andersen, ; de Bakker, Boonstra, & Wortmann, ; McLeod, Doolin, & MacDonel, ; Morris & Hough, ; Sallinen, Ahola, & Ruuska, ; Turner & Zollin, ; Vrhovec, Hovelja, Vavpotič, & Krisper, ). The literature also identifies typical project stake­holders to include investors, −suppliers, customers, users, authorities, neighbors, media, and so forth (see, e.g., Turner & Zollin, ).…”

ERP Implementation Project in a brewing manufacturer: the quality attribute as a performance differential

“…According to Yin (2010), the exploratory analysis is one that explores situations in which the evaluated intervention does not have a clear set of results. Vrhovec et al (2015) complements that a case study identifies the complex interaction between different stakeholders; it is a suitable way to investigate contemporary events where the environment is not controlled and; this is an appropriate way to study the implementation or development of software in the organizational environment. The present study will adopt a multiple longitudinal case study (Yin, 2010), contemplating the implementation of the ERP system in a Corporative Unit and in six production plants, between 2011 and 2016.…”

Digitalno gospodarstvo

“…The review of literature and sources shows that individual authors dealt with the issue by individual fields (for example, Vidovič, 2005;Kovač, 2016;Turk, 2010;Igličar, 2011), and the authors made links primarily between organisational sciences and the field of information technology (Davenport, 1993;Harrington et al, 1997, Bajec, 2001Burlton, 2001;Kovačič, Bosilij Vukšič, 2005;Štamberger, Jaklič, 2007;Bohanec, 2012;Vrhovec et al, 2015), a topic about which a lot of literature can be found. The strategic planning of organisations and information technologies, modern approaches to information technology planning, the connection between business-information architecture as well as the integration of processes and information systems were analysed by numerous domestic and foreign authors (Avison, Fitzegarld 2003;Finkelstein, 2006;Jacobson et al 2001;Kovačič et al, 2001;Krstov, 2006;Montazemi et al, 2010;Rožanec, 2013;Lahajnar, Rožanec 2016a, Lahajnar, Rožanec 2016b.…”