ABSTRACT
This chapter looks at the impact which particular types of organisations and particular types of people can have upon geographic information system (GIS) projects. It discusses the interaction of GIS and organisations from the other direction — how does GIS alter organisations and alter the working lives of people. In the GIS literature there have been numerous articles stressing the need to regard GIS as a corporate initiative in order to maximise returns on investment. The concept of ‘corporate’ GIS project might imply that GIS development would be funded from a central, corporate budget. GIS projects have often been long-term developments involving protracted database creation exercises before the system can become fully operative. The success of a GIS project can depend upon enlisting the support of radicals and assuaging the doubts of conservatives. A GIS project leader has to take a mature view of both supporters and opponents and to have the interpersonal skills to negotiate successfully with both groups.
