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Power Relations in Information Systems Implementation: The Potential Contribution of Turner's Three-Process Theory of Power
Abstract
This chapter critically reviews the literature on power relations in information systems implementation projects. IS projects redistribute information and power in organizations and are thus implicated in both project progress and ultimately project success. The review firstly considers the ideas of Foucault, Giddens, Clegg, Lukes, and Latour, as these are the most established and prominent theories in the major IS papers on power. This chapter argues for a consideration of a new theory of power and social influence from social psychology deemed suitable for use in IS research. The ideas of this theory have not yet been examined empirically in IS studies of power relations in IS implementations but arguably offer an important opportunity for IS researchers.
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