Abstract

The case study describes the process of implementation of an integrated software package at the Thai subsidiary (SMTL) of a Hong Kong-based multinational company (SMHK) engaged in the manufacturing of electronic equipment. Several factors—such as a poor fit between the business process assumptions inscribed in the software and the business processes in SMTL, poor leadership at different levels, cultural clash between the headquarters and the Thai subsidiary, organizational politics, and poor human resource management—contributed to the confusion in the organization, project delays, budget overruns, and ultimately, to the “failure” of the systems implementation project. The case study is likely to be valuable for illustrating issues related to managing IS implementation in a multinational context.