1. ¹Institute of Management, Corvinus University of Budapest, Budapest, Hungary
2. ²Information Systems and Innovation Group, Department of Management, London School of Economics, London, UK

Correspondence: Nathalie Mitev, Information Systems and Innovation Group, Department of Management, London School of Economics, Houghton Street, London WC2A 2AE, UK. Tel: 44 207 955 6029; Fax: 44 207 955 7385; E-mail: n.n.mitev@lse.ac.uk

Received 22 July 2007; Revised 29 November 2007; Accepted 18 January 2008.

Abstract

We discuss the introduction of an information system where the dominant coalition claimed project success. While the key users did not use the system as intended and the project goals were not achieved, the project committee reported success to the top management board. Using a multi-methodological approach, we can follow how different stakeholders attributed different meanings to the system introduced over time. The rhetorical tools used are analysed using a narrative methodology. We draw on the social construction of technology and use the concept of relevant social groups to understand the different interests influencing the organisational dynamics. We complement this approach by employing the concepts of organisational power and cultural fit between the new system and the different subcultures. We found that this multiple approach explains well how the acceptance of the new software processes was interpreted differently within the organisation, and also by the software supplier. Although limited, our case study reveals the process of socially constructing the success or failure of an information system using this multiple research approach. We compare our results with the literature on IS failures and we consider the value of combining constructionist and critical approaches through a narrative methodology.