IS Change Agents in Practice in a US-Chinese Joint Venture
Dorothy G. Dologite (City University of New York, USA), Robert J. Mockler (St. John’s University, USA), Quinghua Bai (Tonji University, China) and Peter F. Viszhanyo (City University of New York, USA)
Copyright: © 2006
This chapter presents a case study that documents how information systems (IS) principals in China strategically shifted to different change agent roles to accommodate various IS implementation contingencies in the organization. The case concerns a US-Chinese joint venture, located in China. The change agent models hypothesized by Markus and Benjamin (l996) serve as a lens to interpret the case. Based on observations of how these roles emerged in different phases of implementing packaged software, a meta-category called “adaptor” is offered to visualize what the data revealed and to contribute to this emerging research area. Implications for practitioners and researchers are addressed.