Development and implementation of information systems projects in central government organizations in India: the role of power and politics

Abstract

In India (as in most developing countries) the Government and the public sector has been on the path of reform. One of the key constituent of this reform process has been the development and implementation of Information Systems for achieving the larger goal of managerialism of public services. However there are instances of failures of IT and IS implementation in Government and public organizations not only to India but also in most developing and certain developed countries too. Amongst the various reasons given for such failures, one related to people and organization emerges strong. The central question that the study attempts to analyse is why there is resistance in the development and implementation of an Information systems project in the Government of India in the context of the power and politics equation unleashed due to it and how can the positions and interests of the stakeholders be examined and addressed within the contours of the implementation strategy. The study uses as a case study the IT renewal initiative of a Central Government Department and analyses the interplay of power and politics in the implementation of Information systems in the Government. It brings out the important analysis for managers and implementers to consider potential political activities, the formal and informal power structures and decision rights in the Government department when designing and implementing an Information system. The paper also provides suggestions for protecting structuring the IS development and implementation efforts in a way that is acceptable to most stakeholders. The study uses traditional IS literature with regard to the power and politics interplay in IS implementation, specially the works of Lynne Markus, Peter Weill and Silva and Hirschheim, provide the lens through which this case study has been examined. It examines the fit of such applicability to an Indian setting and that too in the public sector has been tested in this case study and finds that their explanatory powers is somewhat restricted. The analysis in the paper suggest that while issues of lack of user involvement, inadequate delegation and improper planning are stated to be responsible, the important causes are the worldviews and the values that stakeholders subscribe to. Two new aspects have emerged out of this study. While the study is not easily given to over generalization, its exploratory efforts can pave the way for further research on this subject.