Structural configurations: An explanation for IOIS implementation failure

This paper aims to provide an additional explanation for failure of inter-organizational information systems (IOIS) implementation strategies. To do so we draw on the dimensions of structure proposed by Giddens and develop a framework of four 'structural configurations' that characterises the social context where an IOIS is implemented. On the one hand, we argue that identifying the 'structural configuration' where an IOIS is implemented is critical in devising the implementation strategy. We apply the framework to a case study of the implementation of an IOIS. Bearing in mind that the implementation outcome was unsuccessful, the framework we develop provides an explanation for the failure. We hypothesise that the framework presented in this paper may influence managerial action as it helps to anticipate the contradictions that exist between the structure of the social context and the one embedded in the IOIS. On the other hand, we argue that our framework may help researchers in contextualizing existing and future IOIS studies, and consequently it may enhance the transferability of those studies.