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Le, Nguyen Hoang (2016) Managing resistance to information system (IS) change at the pre-implementation stage from the senior management perspective : a case of a commercial bank in Vietnam. Doctoral thesis, London Metropolitan University.
User resistance to information system (IS) change is an important issue in the IS literature. However, despite a large body of user adoption literature, there is far less literature addressing user resistance to IS change, especially in organisational contexts. Moreover, there are still left a number of open questions regarding the why and how resistance takes place. Particularly, previous research failed to explain these questions for two reasons. First, none of the previous research explained the reasons for IS resistance from a multilevel perspective. Second, previous research, with few exceptions, was empirically conducted after IS had been implemented in organisations. Hence, it can be considered to be observations made on downstream results of the upstream resistance process. The two reasons above were used as drivers for this research at the AlphaBank during the preliminary phases of its core banking system (CBS) upgrading project. The ultimate purpose of this study is to develop a framework which will be of use to practitioners for understanding and managing resistance to IS change. Given the complexity of the resistance, explanatory theories guiding the study were argued, discussed, and developed. These guiding theories were based on the open system theory, the political variant of the interaction theory, and the status quo bias theory.
The study employed an interpretivist philosophical standpoint and a collaborative practice research (CPR) was adopted. During the study, different methods were designed and conducted including informal discussions, documentation, semi-structure interviews, staff meetings and workshop. In total, twenty eight participants covering different levels of the bank’s hierarchy were involved in the study. Based on the findings, it was concluded that comprehending resistance from a multilevel lens helped the AlphaBank’s managers move beyond a search for a simple explanation of this phenomenon and enabled them to create more meaningful and actionable solutions. The findings contribute to knowledge in a multilevel model for understanding and managing resistance to IS change.
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