Problematizing the Determinants of Success of Interoperability of Information Systems Through the Lens of Stakeholder Theory and Enterprise Interoperability Framework

Although the success of information systems (IS) interoperability projects could be influenced by the actions of stakeholders, there is still a paucity of evidence on how stakeholders affect the success of IS interoperability projects, to guide practitioners when undertaking IS interoperability projects that involve multiple stakeholders. To fill this void, we conducted a qualitative study, in which two exploratory case studies were used to understand how different stakeholders affect IS interoperability projects, the nature of barriers posed by stakeholders to the success of IS interoperability projects, and the specific enterprise interoperability levels affected by the actions of stakeholders. Data was collected through stakeholders' workshops, project progress meetings, in situ interviews, participant observations, and document reviews. Among other things, the following were found: stakeholders with flexible organizational and technological structures tend to support IS interoperability more than stakeholders who lack these qualities; data interoperability is the level that is mostly affected by the actions of IS interoperability stakeholders, because most IS interoperability projects focus primarily on exchanging data. It was also learned that focusing on what happens after data exchange could increase the chances of success of an IS interoperability project. Theoretically, the present study problematizes the determinants of success of IS interoperability projects. Practically, we offer insights on how stakeholders affect IS interoperability projects and how to navigate the challenges presented by stakeholders of multi-faceted nature to the success of IS interoperability projects.