{'fraction_non_alphanumeric': 0.024161073825503355, 'fraction_numerical': 0.026845637583892617, 'mean_word_length': 5.601769911504425, 'pattern_counts': {'":': 0, '<': 0, '<?xml version=': 0, '>': 0, 'https://': 0, 'lorem ipsum': 0, 'www.': 0, 'xml': 0}, 'pii_count': 0, 'substrings_counts': 0, 'word_list_counts': {'cursed_substrings.json': 0, 'profanity_word_list.json': 0, 'sexual_word_list.json': 0, 'zh_pornsignals.json': 0}}
A contingent model for the role of management support in IS implementation: a meta-analysis

Management support is considered critical for the successful implementation of IS innovations (Jarvenpaa and Ives 1991; Sauer 1993). Inconsistent with this, a number of studies report null findings for the effect of management support (Fuerst and Cheney 1982; Leonard-Barton and Deschamps 1988). This research proposes to resolve this inconsistency between theory and empirical findings. Drawing upon the context contingent model of implementation proposed by Yetton et al. (1997), it is hypothesized that management support is more important to successful implementation in high task interdependence contexts than in low task interdependence contexts.