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When Too Much IT Knowledge Is a Dangerous Thing
0 references·16 citing·54 second hopsampled
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  • 2007Scale Without Mass: Business Process Replication and Industry Dynamics172 cited
  • 2008Enacting computer workaround practices within a medication dispensing system138 cited
  • 2015Do Market Leaders Lead in Business Process Innovation? The Case(s) of E-business Adoption99 cited
  • 2009IT-Business Alignment: A Two-Level Analysis81 cited
  • 2008Making e-Government systems workable: Exploring the evolution of frames80 cited
  • 2007Managing Benefits from IS/IT Investments: An Empirical Investigation into Current Practice75 cited
  • 2014Failure of large transformation projects from the viewpoint of complex adaptive systems: Management principles for dealing with project dynamics61 cited
  • 2006A framework for investigating the impact of IT capability and organisational capability on firm performance in the late industrialising context60 cited
  • 2008Knowledge use in ICT investment decision making of SMEs52 cited
  • 2006The recovery of BPR implementation through an ERP approach46 cited
  • 2008Development of a framework to assess and guide IT investments: An analysis based on a discretionary–mandatory classification44 cited
  • 2012IT Implementation Contract Design: Analytical and Experimental Investigation of IT Value, Learning, and Contract Structure41 cited
  • 2004Organizational Development, Leadership, Change, and the Future of Libraries

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41 cited
  • 2015A business process modeling-enabled requirements engineering framework for ERP implementation36 cited
  • 2012Can enterprise architectures reduce failure in development projects?32 cited
  • 2009Managerial Entrenchment with Strategic Information Technology: A Dynamic Perspective23 cited