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Reports about success and failure in IS implementation initiatives are plentiful, but the use of such labels is too often uncritical, pejorative and simplistic. We reflect on a two-year implementation project that had elements of both failure and success, using this to revisit and examine more closely the meanings of the terms, and to consider other key dimensions of the innovation process, such as the pivotal role of organizational culture and crises in decisively shaping outcomes.

Success and Failure Revisited in the Implementation of New Technology: Some Reflections on the Capella Project