Power and conflict in inter‐organisational information systems development

The need for inter-organisational information systems projects, which are complex undertakings often riddled with poorly understood power struggles and conflicts that hinder project success, has increased in previous decades. Through the lenses of systemic episodic power, together an organisational conflict model, this longitudinal, qualitative case study explores dynamics their effects development project. This highlights bureaucratic, social technical setup forms a foundational system from specific practices emerge, case, hiding, storytelling bargaining. have both restrictive productive on conflict, but cannot easily escape confines continue to cause resurfacing different manifestations latent inherent system. As result, ‘power to’ (systemic power) over’ (episodic can escalate rational management gaining ‘win-win’ resolutions may not be stakeholders' interests. Thus, strategies openly managing political should considered.