BUSINESS RISK, INNOVATION & CHANGE : Introducing Expert Systems at a Corporation - Case Study Example

Nevertheless, to take advantage of the benefits and avoid the prevalent pitfalls, the end user is required to understand managerial impacts of the system. According to Byrd, Shiehand Marshall (1996), presently many literatures pertaining ES have given attention to its theoretical aspect. In this vein, little attention if any has been directed to the managerial aspect including organizational impacts and implementation of this modern technology (Kazaz, 2003). However, to determine if the case study findings have been overly generalized, a study focusing on ES implementation is required.

This paper seeks to discuss pertinent issues in respect to the management of ES. Project implementation involves introduction and development of a system in a working environment of an organization. According to Boerand Livnat (1990), it is a long-term process that involves diverse activities. During the introduction process, managers may benefit from a strategy that accommodates such factors that are paramount to ES implementation. Changchitand Holsapple (2004) lament that users’ acceptance of innovation and new technology is evaluated on the extent to which such innovation meets the user needs.

Needs assessment is basically performed by system development staff. In this regard close interaction between user group and systems personnel is critical for formulation of a comprehensive understanding of a problem domain and identify specific user needs (Narain, 1985). Logically, need assessment is not completed within the early stages of system development, but rather is a continuous process that ensures that the system accommodates the changing needs of the end users. According to Vidmar (2005), successful implementation of a conventional MIS is mainly supported by such organizational climate that accommodates innovativeness.

The basic way to establish organizational climate for ES implementation is to enlist management support. Top management involvement is usually critical for implementation of any kind of innovation in an organization. This is because, the management is charged with the responsibility of providing the necessary resources for implementation of the new technology and more importantly, advocating for new technology adoption. Subramoniamand Krishnankutty (2002) explain that top management support is one of the contributory factors for ES implementation success.

However, top managers of an organization are not only the sole individuals with impact on ES implantation success. Other key players such as ES sponsor, users and experts play a key role. Taitand Mehta (1997) provide that the role of an expert involves provision of knowledge that is then coded into the ES. The competency of an ES expert has been singled out by many authors as the single most import factor towards success of any new innovation. A new system is aimed at transforming the user’s work life.

Wilhelm, Reucherand Kulmann (2006)argue that lack of positive attitude on the part of the user towards the system may lead to system failure. Therefore, user participation is paramount in creating acceptance of the ES since it leads to user ownership a s the system can address the diverse needs of the user. On the part of the sponsor, the main role is stimulating interest and supports the ES project. A sponsor may be an end user or one of the managers (Anthes, 1991). Majority of successful ES projects are achieved through the efforts