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...ude of definitions of what constitutes a failure of an IS project. While on oneshand there is a significant divergence between practical and academic thinking when it comes to failure insIS projects (=-=Markus and Tanis 2000-=-), on the other hand what constitutes a success or a failure in an ISsproject has been assessed as subjective, politically, and interpretational (Cecez-kecmanovic et al. 2014).sIn order to study and r...

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...S, as an Enterprise System, on the employees’ work life, theirsfear of exclusion and redundancy, and the organization’s culture, cannot be underestimated as a risk tosthe outcome of any IOIS project (=-=Scott and Vessey 2002-=-). If perceptions of success are to be considered assrelevant to the audit of a project’s outcome, then it is critical to pay attention to emotions in IOIS projectssbecause humans are less rational th...

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... upgrades. Another assumption made towards IOMS is that it is possible and evensplausible to have an expert (or a group of experts) creating a single, completely integrated solution for thesbusiness (=-=Dearden 1972-=-).sInvolvement of IOMS in projects is in reality of a high frequency because for every IOIS change there is asstrong likelihood that changes in IOMS are required, while the opposite is not necessarily...

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...fsIOIS upgrade projects has culminated in organizations settling for what is referred to as “optimal success”s(Markus and Tanis 2000).sWhile upgrading processes in general can be deceptively complex (=-=Beatty and Williams 2006-=-) and notsalways successful (Scott and Vessey 2002), the predisposition to accept a less than full success for asproject adds a whole new layer of complexity in measuring its outcome. The targeted Tim...

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...and Belack 2010). Fittingly, Information Systems (IS) projectsstend to be complex with ill-specified goals, for which solutions are often not known at the outset of thesproject (Conforto et al. 2014; =-=Wysocki 2013-=-).sThe purpose of this paper is to look at the success, failure, complexity and challenges of IS projects, and insparticular Inter-Organizational Information and Middleware systems projects, and invit...

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...ilures isssignificant. The first may well be because in fact there are a lot of failures. Indeed, high rates of failure insIS projects have been well documented from the birth of the discipline (e.g. =-=Cecez-kecmanovic et al. 2014-=-;sCooke-Davies 2002; Mir and Pinnington 2014; Xu and He 2008), and such rates have not improved overs30+ years (Doherty et al. 2011). Philosophically, heuristically and probabilistically, failure is e...

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...ystems amongst partners. It is not surprising that most failures in IOISsimplementations do not stem from technology problems per se but from the management of the projects(Hekkala and Urquhart 2012; =-=Hekkala et al. 2012-=-; Scott and Vessey 2002). Unfortunately, as mentionedsabove, IOIS as a research phenomenon has failed to attract significant research interest to address thesesshortcomings (Hekkala and Newman 2011; H...

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...such by “specific organizational, socio-cultural, andspolitical processes” (Fincham 2002), while acknowledging that the cognitive (rational) and the emotionals(irrational) are not mutually exclusive (=-=Hekkala and Newman 2011-=-). Notably, the difference in values andsinterests have been put forward as the drives for difference in perception of success and failure in ISsprojects (Cecez-kecmanovic et al. 2014). In evidence, s...

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...as change enablers and business processes and services facilitators in today’ssorganizations (Xu and He 2008). Proper management is therefore a critical and important exercise insrunning IS projects (=-=Hekkala and Urquhart 2012-=-). A dynamic set of Agile Project Management (APM)smethodologies has been developed to address complex IS projects with different frameworks, strategies,sexpectations, challenges, and lifecycles (Kerz...

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...is a sociomateriality theorysand methodology which regards humans and objects as neutrally equal “actors” (right lane of Figure 4)swith more focus on their relationship than on the actors themselves (=-=Latour 1997-=-; McLean and Hassards2004; Sayes 2013). This is achieved through observation and understanding of events and actions ofsvarious actors (Cecez-kecmanovic et al. 2014) (central lane of Figure 4). ANT be...