ABSTRACT
In placing these questions at the heart of their book, the authors set out to stimulate and contribute to the great debate: despite the enormous growth in the acquistion of GIS technology by business and government, little is known about the impact this leading- edge technology is having.
Using case studies in a local government context, this book explores the performance of GIS in practice on the premise that any technology-led innovation will only "work" if the proper organizational and management support, infrastructure and culture exist. In doing so the authors draw on the experiences from organizational theory and management science in their quest to cast light on the processes influencing the implementation of technologies such as GIS.
