{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,2,11]],"date-time":"2026-02-11T15:48:32Z","timestamp":1770824912873,"version":"3.50.1"},"reference-count":44,"publisher":"Emerald","issue":"3","license":[{"start":{"date-parts":[[2017,8,7]],"date-time":"2017-08-07T00:00:00Z","timestamp":1502064000000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":["ITP"],"published-print":{"date-parts":[[2017,8,7]]},"abstract":"<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Purpose<\/jats:title>\n<jats:p>Organisational implementations of information technology (IT) normally fail due to cultural forces that inhibit the usage levels required to facilitate successful IT implementation. The purpose of this paper is to explore IT implementation from an IT culture perspective (Leidner and Kayworth, 2006). In particular, it identifies and follows the trajectory of IT culture archetypes that emerge during the implementation process and further investigates their role in facilitating successful IT implementations.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Design\/methodology\/approach<\/jats:title>\n<jats:p>This research adopts the qualitative single case study approach and draws on the implementation of a management information system in a Nigerian global bank.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Findings<\/jats:title>\n<jats:p>The findings illustrate three different IT culture archetypes and provide insights into their dynamic nature. The progressive weakening of two IT culture archetypes and the corresponding strengthening of the third archetype shows how initial vision conflicts can get transformed into vision agreements.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Originality\/value<\/jats:title>\n<jats:p>This paper extends the IT culture perspective by illustrating how a congruence relationship between IT cultures and IT artefacts can be fostered. The paper shows how diverse IT cultures can develop reasonably quickly in line with initial user experiences of a system. When IT cultures are aligned with the values embedded in IT, positive engagement and usage of the technology results strengthening the presence of embracing IT cultures.<\/jats:p>\n<\/jats:sec>","DOI":"10.1108\/itp-09-2015-0217","type":"journal-article","created":{"date-parts":[[2017,6,23]],"date-time":"2017-06-23T06:56:13Z","timestamp":1498200973000},"page":"562-579","source":"Crossref","is-referenced-by-count":20,"title":["Revisiting the trajectory of IT implementation in organisations: an IT culture perspective"],"prefix":"10.1108","volume":"30","author":[{"given":"Mumin","family":"Abubakre","sequence":"first","affiliation":[]},{"given":"M.N.","family":"Ravishankar","sequence":"additional","affiliation":[]},{"given":"Crispin","family":"Coombs","sequence":"additional","affiliation":[]}],"member":"140","reference":[{"key":"key2020120606432127400_ref001","first-page":"12","article-title":"The influence of organizational culture on the outcome of an IS implementation","year":"2014"},{"issue":"3","key":"key2020120606432127400_ref002","first-page":"191","article-title":"An empirical examination of the influence of organizational culture on knowledge management practices","volume":"22","year":"2006","journal-title":"Journal of Management Information Systems"},{"issue":"9","key":"key2020120606432127400_ref003","doi-asserted-by":"crossref","first-page":"661","DOI":"10.17705\/1jais.00208","article-title":"The adoption and use of IT artifacts: a new interaction-centric model for the study of user artifact relationships","volume":"10","year":"2009","journal-title":"Journal of the Association of Information Systems"},{"issue":"2","key":"key2020120606432127400_ref004","doi-asserted-by":"crossref","first-page":"203","DOI":"10.1111\/j.1365-2575.2007.00286.x","article-title":"Examining technology, structure and identity during an enterprise system implementation","volume":"18","year":"2008","journal-title":"Information Systems Journal"},{"issue":"3","key":"key2020120606432127400_ref005","doi-asserted-by":"crossref","first-page":"319","DOI":"10.2307\/249008","article-title":"Perceived usefulness, perceived ease of use, and user acceptance of information technology","volume":"13","year":"1989","journal-title":"MIS Quarterly"},{"issue":"4","key":"key2020120606432127400_ref201","doi-asserted-by":"crossref","first-page":"9","DOI":"10.1080\/07421222.2003.11045748","article-title":"The DeLone and McLean model of information systems success: a ten-year update","volume":"19","year":"2003","journal-title":"Journal of Management Information Systems"},{"issue":"1","key":"key2020120606432127400_ref006","doi-asserted-by":"crossref","first-page":"53","DOI":"10.1016\/j.ijproman.2005.07.004","article-title":"Framing of project critical success factors by a systems model","volume":"24","year":"2006","journal-title":"International Journal of Project Management"},{"key":"key2020120606432127400_ref007","doi-asserted-by":"crossref","unstructured":"Friedman, B., Kahn, P. 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