Organizational level of analysis and composite information systems

Interview and archival data are collected on the US Army´s formation and implementation of highly centralized, integrated information systems (IS). Different perspectives are offered on the desirability and objectives of composite information systems within large, complex organizations. Contingency and resource-dependence theory are used to explain resistance to the integration of formerly separate information processing activities. The analysis centers on how perceptions vary according to hierarchical level such as frontline IS users (e.g. doctors and nurses) and top command levels within US Army hospitals. Bottom-up IS development and integration is offered as possible alternative to top-down design strategies