This paper describes the idiosyncracies of a case study company, through highlighting issues and problems\udexperienced during their attempts to evaluate, implement and realise the holistic implications of a manufacturing\udinformation system. Although the Information System (IS) was operational for a period of time, it\udwas eventually deemed a failure. The reason for this was that a range of human and organisational factors\udprevented the organisation from embracing the full impact of the system. The eventual success of their\udinformation system was realised through a bespoke implementation, based upon a traditional systems development\udlifecycle that indirectly addressed learning issues following the earlier failed deployment. The\udpaper highlights key issues relating to business success and failure, and then contrasts them alongside the\udpresented case study. In doing so, the authors conclude by proposing methods through which manufacturing\udinformation systems can be transformed for business success. This is described achievable through both a\udrealisation in the positioning of the organisation relative to technology management, and the related mapping\udof human and technological constructs that support information systems related success
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