1 bai dc tho lun reading assignment (1)

Background

In today's competitive global environment, organizations face significant pressure to enhance the efficiency and effectiveness of their operational, tactical, and strategic processes Information systems (IS), which consist of various components, can boost competitiveness and improve decision-making capabilities As a result, many organizations are adopting IS to enhance their effectiveness and efficiency Information systems have evolved into a critical

According to Ein-Dor and Segev (1978), an Information System (IS) evolves into a Management Information System (MIS) when utilized to enhance management effectiveness within an organization This system comprises a combination of manpower, tools, procedures, and software designed to facilitate various business tasks across different organizational levels (Tripathi, 2011) MIS operates at three fundamental levels: operational, middle management, and top management, with information flowing from the bottom to the top (Tripathi, 2011) Furthermore, MIS is a critical management function that provides essential information for key decision-making processes, significantly impacting organizational performance (Murthy).

In response to a rapidly evolving external environment, many organizations are shifting their information systems (IS) strategies from in-house development to adopting application software packages (Hong & Kim, 2002) A key advancement in corporate IS usage is the implementation of enterprise resource planning (ERP) systems, which serve as an IT infrastructure that enhances information flow across all supply chain processes (Al-Mashari & Zairi, 2000) ERP systems enable management to address growing business demands more effectively and efficiently (Spathis & Constantinides, 2003) However, concerns about their flexibility and ability to meet specific organizational and industry needs persist, leading some companies to adopt traditional best of breed (BoB) strategies or standalone components instead of ERP solutions (Davenport, 2000) Additionally, organizations may create customized suites of enterprise applications under a BoB IT strategy, providing greater flexibility and better alignment with their business processes (Light, Holland & Wills, 2001) Therefore, the choice between ERP and BoB systems should be carefully evaluated to ensure compatibility with the organization's unique requirements and current business processes.

In private organisations, IS are important factors in assuring the competitive advantage and eventual profitability of the firm On the other hand, in governmental organisations

IS are just as crucial, but from another perspective, in terms of responsivesness,

Defense organizations, much like private-sector corporations, aim to enhance efficiency and productivity by reducing costs through process redesign and integration To achieve improved operational readiness and visibility, these organizations require integrated information systems (IS) and technology platforms A notable example is the Swedish Armed Forces (SAF), which initiated an ERP project to address issues stemming from outdated systems and high IT complexity To further enhance efficiency in aircraft maintenance, SAF adopted the Fenix System, an advanced "best of breed" information system, which has also been implemented by the Royal Thai Air Force (RTAF) since 2010 This research focuses on the implementation of management information systems (MIS), specifically examining the Fenix System's role in aircraft maintenance.

Problem

Numerous companies are adopting Information Systems (IS) to enhance their business processes (Rajagopal, 2002) These computer-based systems rely heavily on Information Technology (IT), making the success of IS largely contingent upon how well IT supports an organization’s strategic objectives (O’Brien, 2004) There is a growing demand for the efficient and effective utilization of these technologies.

The current rise of information technology (IT) is significant, as noted by Beaumaster (2002) Organizations that implement IT systems must focus on careful planning, acquisition, and implementation of these technologies It is crucial for associates to understand the various challenges that impact the organization's ability to achieve effective outcomes.

Over 70% of ERP system implementation projects fail, highlighting the challenges faced during the IS implementation process (Milis & Mercken, 2002) This high failure rate underscores the complexity and difficulties that organizations encounter in successfully executing these projects.

Information Systems (IS) face various challenges at each stage of their implementation process, with multiple issues compounding these difficulties (Beaumaster, 2002) To effectively address these evolving problems, Management Information Systems (MIS) must encompass all facets of information management (Theiruf, 1994) The successful implementation of an IS within an organization hinges on several crucial and interconnected factors (Beaumaster, 2002) Therefore, recognizing and addressing these obstacles is vital when introducing a new information system To ensure the success of MIS implementation, it is essential to identify key success factors that will contribute to the project's overall effectiveness (Gargeya & Bardy).

Implementing information systems (IS) significantly enhances an organization's effectiveness and efficiency, but it also represents a major change in processes that requires employee adaptation (Chan, 2000; Davies, 2009) Many companies struggle with the challenges of implementing these changes, often finding it to be the most difficult aspect of IS adoption (Kroenke, 2007) The introduction of IS can impact individuals, groups, and the organization as a whole, leading to both positive and negative outcomes (Davies, 2009) Negative effects typically arise from system failures, which can be examined from a technical perspective.

3 project, organisational and environmental level Thus a good strategy is significantly concerned with avoiding the failure of the system and achieving a successful system (Davies, 2009)

The successful implementation of Management Information Systems (MIS) is hindered by a lack of awareness regarding various challenges and key success factors Recognizing and managing these success factors is crucial for effective MIS deployment, as it directly impacts the organization and its business processes This study focuses on the challenges and critical success issues related to IS implementation, emphasizing the significant effects and consequences on organizational performance.

Research Questions

In order to achieve the purpose of the study, the following research questions were identified:

 What problems/challenges have been faced in MIS implementation processes?

 What are the key issues that need to be identified in order to achieve a successful

 What are the effects and consequences for an organisation and its processes when implementing MIS?

Purpose

This thesis aims to identify and describe the challenges and key issues associated with the implementation of Management Information Systems (MIS), focusing on the factors necessary for successful deployment Additionally, the research explores the effects and consequences of MIS implementation on organizational processes and overall performance.

Delimitation

This report focuses exclusively on the implementation of new Management Information Systems (MIS), specifically emphasizing the purchasing of standard package software rather than developing in-house solutions The study centers on the Fenix System, particularly the Fenix Export version (Fenix E) utilized by the Royal Thai Air Force (RTAF) It is important to note that the Fenix E system is limited to operational monitoring for aircraft maintenance within the RTAF and does not integrate with other supply chain participants Therefore, the supply chain perspective is not addressed in this research.

This research incorporates various technical terms and concepts that may be challenging for readers To facilitate understanding, a list of key definitions relevant to this thesis is provided The primary definitions will be elaborated upon in this section, while additional terms will be clarified in Appendix 1.

A Management Information System (MIS) is an essential tool that enables timely and effective decision-making for planning, directing, and controlling organizational activities By leveraging MIS, businesses can enhance their operational efficiency and effectively achieve their goals and objectives.

In this study, MIS will be used as a similar definition to Information System (IS)

MIS implementation is a crucial phase in the information system development process, focused on integrating the system into its intended environment This study refers to it as the "IS implementation process," which is recognized as a key step in the overall implementation framework To eliminate any ambiguity, this phase may also be referred to as the "IS Development and Deployment Process."

The implementation of Management Information Systems (MIS) has significant effects that lead to various consequences, ultimately influencing the way organizations operate This study aims to explore the specific consequences generated by the effects of MIS implementation and how these impacts have transformed business processes and organizational structures.

Successful implementation of Management Information Systems (MIS) hinges on several critical success factors that organizations must prioritize These factors are essential for ensuring effective performance and achieving organizational goals, making them vital considerations for top management By focusing on these key areas, organizations can enhance their chances of successful MIS implementation and overall success.

In order to provide the reader with an overview of the thesis, the research structure and details below are summarised and presented in the following way:

This chapter presents the background of the thesis, offering readers a foundational understanding of the subject and relevant issues It defines the research problems associated with the implementation of management information systems and outlines the thesis's purpose along with its delimitations To enhance comprehension, key technical terms are also defined, ensuring that readers grasp the thesis's objectives clearly.

Chapter 2 – The Frame of Reference:

This chapter explores the essential concepts of management information systems (MIS), information systems (IS), and information technology (IT), providing a framework for understanding their implementation It highlights the significance of enterprise resource planning (ERP) systems and best of breed (BoB) solutions, which have become crucial for enterprises over the past two decades.

This article explores five key understandings related to technology and information systems, outlining the framework for Management Information Systems (MIS) implementation while addressing common challenges and critical success factors It also examines the organizational impacts of MIS implementation, highlighting the effects and consequences on both the organization and its processes.

This chapter will use methodology combining a theoretical and empirical approach This research uses a qualitative method and uses a case study as research in order to achieve the research’s purpose

This chapter will present the findings from empirical research, focusing on the case study of the Fenix System It will include in-depth interviews that capture various perspectives from respondents involved in the implementation process of Fenix (E) in Wing 7 of the Royal Thai Air Force (RTAF).

This chapter aims to provide readers with a comprehensive explanation of the findings related to the research questions By integrating theoretical insights with empirical data, the analysis interprets and contextualizes the results effectively.

This chapter highlights the key findings related to the challenges and impacts of implementing Management Information Systems (MIS), while also identifying critical success factors Furthermore, it details the significant effects and consequences that arise from the adoption of MIS.

The final chapter explores key findings and lessons learned from the study, while also examining the future trends of the Fenix System.

This chapter aims to enhance the reader's comprehension of the subject and identify relevant theoretical frameworks related to the thesis's objectives It establishes a foundation for examining management information system (MIS) implementation challenges within the broader context of information systems (IS) The review is organized into three key sections, each focusing on research and literature that encapsulate the core concepts of this study on MIS implementation.

This review presents a comprehensive overview of literature related to Management Information Systems (MIS), providing essential insights into the subject It explores two main approaches to enterprise software systems: Enterprise Resource Planning (ERP) and "best of breed" solutions, while also discussing the relationship between information systems (IS) and information technology (IT) The second section delves into the implementation processes of MIS, highlighting associated challenges and success factors Additionally, it examines the organizational impacts on business processes following MIS implementation, including its effects and consequences Finally, the chapter concludes with a summary of the research framework, illustrated as a model to guide further analysis (see Figure 2.1).

Figure 2.1 Frame of Reference Description (source: constructed by the author, 2012)

Disposition of the Thesis

In order to provide the reader with an overview of the thesis, the research structure and details below are summarised and presented in the following way:

This chapter outlines the background of the thesis, offering readers a foundational understanding of the subject and related issues It defines the research problems associated with the implementation of management information systems and articulates the thesis's purpose along with its delimitations To facilitate comprehension, key technical terms are clearly defined, ensuring that readers grasp the thesis's objectives.

Chapter 2 – The Frame of Reference:

This chapter provides an overview of management information systems (MIS), information systems (IS), and information technology (IT), highlighting their significance in contemporary enterprises It focuses on key information systems that have emerged over the last two decades, particularly enterprise resource planning (ERP) and best of breed (BoB) solutions, to enhance organizational efficiency and effectiveness.

This article explores five key understandings of technology related to information systems, detailing the framework for Management Information Systems (MIS) implementation while addressing common challenges and essential success factors Furthermore, it examines the organizational impacts of MIS implementation, highlighting its effects and consequences on both the organization and its operational processes.

This chapter will use methodology combining a theoretical and empirical approach This research uses a qualitative method and uses a case study as research in order to achieve the research’s purpose

This chapter will present the findings from empirical research, focusing on the case study of the Fenix System It will include in-depth interviews that capture diverse perspectives from respondents involved in the implementation process of Fenix (E) within Wing 7 of the Royal Thai Air Force (RTAF).

In this chapter, I aim to provide a comprehensive explanation of the findings related to my research questions, integrating both theoretical insights and empirical data to effectively interpret and analyze the results.

This chapter outlines the key findings related to the challenges, impacts, and outcomes of implementing Management Information Systems (MIS), while also highlighting critical success factors Additionally, it delves into the significant effects and consequences that arise from the adoption of MIS.

The final chapter presents a discussion on the key findings and lessons learned from this study, along with an analysis of the trends related to the Fenix System.

This chapter enhances the reader's understanding of the relevant theoretical areas linked to the thesis's purpose, specifically focusing on management information system (MIS) implementation within the field of information systems (IS) The review is structured into three main sections that emphasize the research and writing central to this study, providing a comprehensive overview of MIS implementation issues.

This review provides a comprehensive overview of literature related to Management Information Systems (MIS), focusing on the management of information systems and exploring two key approaches: Enterprise Resource Planning (ERP) and "best of breed" solutions It also examines the relationship between information systems (IS) and information technology (IT) The second section delves into the processes of MIS implementation, highlighting associated challenges and success factors Additionally, the review discusses the organizational impacts of MIS on business processes, including the effects and consequences of its implementation Finally, a research framework model is presented to guide the analysis.

Figure 2.1 Frame of Reference Description (source: constructed by the author, 2012)

Management Information System (MIS)

Since the 1960s, the literature on management information systems (MIS) has evolved through three distinct periods: data processing, management information systems, and strategic information systems The first period, data processing, aimed to enhance business efficiency by automating basic information processes with minimal control over planning and resources The second period, management information systems, shifted focus to improving managerial effectiveness by addressing the widespread information needs of organizations, leading managers to recognize the potential of information technology and invest in tailored systems The third period, strategic information systems, emphasized enhancing organizational competitiveness by integrating strategic management with diverse information technologies, thereby influencing overall business strategies.

- ERP & BoB Pa rt II 2.3 MIS

Pa rt III 2.4 Organisational impacts by MIS implementation

7 user involvement, and significant planning and implementation strategies (Beaumaster,

Management Information Systems (MIS) are defined as computer-based organizational information systems that support management activities and functions (Ives, Hamilton, and Davis, 1980) According to Ein-Dor and Segev (1978), MIS involves the collection, sorting, retrieval, and processing of information utilized by managers in their roles Davies (2009) highlights that MIS aids in tactical decision-making and monitors the organization's current status Kroenke (2007) identifies three essential elements of MIS: development and use, information systems, and alignment with business goals Overall, MIS can be referred to as an organizational information system, a computer-based information system, or simply an information system (IS).

The efficiency of Management Information Systems (MIS) is influenced by several key characteristics, including the provision of standardized reports, the involvement of skilled information system personnel, the necessity for formal user requests, and the ability to generate scheduled reports Additionally, MIS incorporates external data not captured by the organization (Asemi, Safari & Zavareh, 2011) Das (2012) further emphasizes that an effective MIS should exhibit capabilities such as modularity, simplicity, transparency, intuitive design, online functionality, integration, and strong support from reliable suppliers Moreover, MIS serves as a vital tool for informed business decision-making by transforming data into actionable information (Asemi et al., 2011; Das, 2012).

The Management Information Systems (MIS) literature, largely focused on private sector organizations, emphasizes evaluating performance through the economic efficiency of hardware and software (Hamilton & Chervany, 1981) While public organizations also prioritize economic costs in their decision-making processes, they often contend with additional critical factors, such as procedural equity (Bretschneider, 1990).

Management Information Systems (MIS) focus on automating various business activities to enhance planning, reporting, and operational control (Beaumaster, 2002) Often referred to as Information Systems (IS), MIS aims to address management-related challenges from multiple perspectives (Theiruf, 1994) Serving as a facilitator for organizations, MIS supports various management activities However, the implementation of MIS can be expensive, necessitating meticulous planning for its design, implementation, and operational processes.

Information System (IS) and Information Technology (IT)

Information systems (IS) and information technologies (IT) are essential for the success of businesses and organizations While closely related, IS and IT serve different functions IT encompasses the products, methods, inventions, and standards used to generate information, including its preparation, collection, transport, retrieval, storage, access, presentation, and transformation across various formats such as voice, graphic, text, video, and image Information can move between humans, between humans and machines, and among machines Effective information management is crucial for the appropriate selection, deployment, administration, operation, maintenance, and evolution of IT assets, aligning them with organizational goals and objectives.

Information Technology (IT) encompasses the products, methods, inventions, and standards used to generate information, as defined by Kroenke (2007) Information Systems (IS), on the other hand, are comprised of the IT infrastructure, application systems, and the personnel who utilize this technology to provide information and communication services for transaction processing and organizational management (Baskerville, Stage, & DeGross, 2000) Essentially, IS consists of interconnected components—including hardware, software, data, procedures, and people—that work together to produce information, a structure that is present in all information systems (Kroenke).

Information systems (IS) comprise five key elements: hardware, software, data, procedures, and people Hardware includes computers and communication devices, while software encompasses word-processing programs Data consists of textual information such as reports, and procedures outline the methods for utilizing these programs Importantly, IS is not limited to technology; it represents a system of communication among individuals According to Gurbaxani and Whang (1991), information systems play several vital roles within organizations, including enhancing operational efficiency, processing business transactions, providing decision support, monitoring employee performance, and maintaining effective documentation and communication channels.

Information technology (IT), encompassing both hardware and software, plays a crucial role in information systems (IS) and is vital for strategic planning within organizations It serves as the foundational asset upon which businesses build their information systems (Boar, 1993) According to Chan (2000), IT fulfills three key roles: as an initiator, it sparks new operations and drives changes; as a facilitator, it simplifies and enhances work processes; and as an enabler, it provides essential support to achieve organizational goals.

Figure 2.2 Five Components of an Information System (IS) (source: Kroenke, 2007: p 5)

Organizations have significantly transformed their IT strategies, opting to purchase standard software packages rather than developing custom IT systems in-house According to Kroenke (2007), existing application software can be categorized into distinct types, reflecting this shift in approach.

 Horizontal-market application software refers to a software that serves capabilities common across all organisations and is used in a wide variety of businesses such as Microsoft Office, Adobe Acrobat;

 Vertical-market application software provides for the specific industry requirement, for instance the programs that are used by parts of warehouses to track inventory, purchase and sales;

 One-of-a-kind application software is developed in order to support a unique need and fit only the organisation

Kroenke (2007) outlines three primary methods for organizations to acquire application software The first method involves purchasing off-the-shelf software, which provides a fixed cost but may not fully meet organizational needs The second option is to buy off-the-shelf software with modifications, offering a better fit at a higher price Lastly, organizations can opt for tailor-made or custom-developed software, created by hiring a vendor to design applications that precisely align with specific requirements These various types and sources of application software are summarized in Figure 2.3 by Kroenke (2007).

Off-the-shelf Off-the-shelf and then customised

Custom- developed Horizontal applications Vertical applications One-of-a-kind applications

Figure 2.3 Software Sources and Types (source: Kroenke, 2007: p 122)

Two ultimate approaches currently exist for enterprise software (ES) systems including ERP systems and “best of breed” (BoB) solutions (Mabert, Soni & Venkataramanan,

In 2003, it was emphasized that organizations must carefully evaluate their decisions to implement IT solutions to ensure they meet specific requirements (Loh & Koh, 2004) ERP systems are often favored for replacing legacy systems (Holland & Light, 1999), yet their implementation can be highly challenging and complex (Gargeya & Brady, 2005) Conversely, Best of Breed (BoB) offers flexibility, allowing organizations to select software applications that align with their needs (Light et al., 2001) However, Sledgianowski, Tafti, and Kierstead (2008) noted that adopting BoB necessitates significant investment in infrastructure, including hardware and expertise The following sections will delve deeper into the various approaches to Enterprise Systems and the implementation processes of IT solutions.

In the 1990s, many companies began replacing legacy systems with ERP packages to address integration challenges (Hyvửnen, 2003) ERP systems are comprehensive software solutions designed to integrate all business processes and functions, serving as the backbone of successful information management within organizations (Gargeya & Brady, 2005) The primary advantage of ERP systems is their ability to provide a unified platform for business operations (Parr & Shanks, 2000) While some companies utilize ERP as a foundational platform, they often complement it with standalone components or modules from various vendors (Themistocleous et al., 2001) Conversely, organizations without ERP systems may still achieve integration through best-of-breed or custom software solutions to maintain flexibility and meet specific industry requirements (Hyvửnen, 2003) As the demand for integrated intra-organizational information systems grows, many organizations are now focusing on inter-organizational integration, leveraging ERP systems to connect with supply chain stakeholders (MacKinnon, Grant & Cray, 2008).

ERP systems are comprehensive software solutions from a single vendor that offer best-practice business processes through a unified database While many companies attempt to customize ERP systems to fit their existing workflows, this often leads to challenges such as implementation delays, increased staffing needs, and difficulties with system upgrades In contrast, best of breed (BoB) solutions consist of various specialized software packages, each focusing on specific functions like finance, operations, or human resources Organizations frequently combine these packages to create a tailored software environment, integrating them through middleware BoB implementations are generally less disruptive, require minimal process reengineering, and provide greater flexibility However, the diversity of vendors can lead to significant compatibility and integration challenges.

The BoB approach offers 11 key strengths that enable organizations to leverage the most suitable and top-tier software functionalities available, as highlighted by Light et al (2001).

Many organizations struggle with systems integration, facing challenges not only within their own systems but also with independent systems of supply chain partners This lack of communication between these systems can create significant obstacles in operational efficiency.

The complexity of existing information systems often results in rigid structures for messages, interfaces, and databases, leading many organizations to adopt ERP systems to enhance business processes and improve collaborative relationships within the supply chain However, ERP systems may not be suitable for all organizations, particularly those struggling with isolated systems To address these challenges, enterprise application integration (EAI) is utilized, defined as the unrestricted sharing of information between multiple enterprise applications EAI encompasses a set of technologies that facilitate the movement and exchange of information across various applications and business processes, both within and between organizations.

In conclusion, both approaches offer significant advantages for organizations implementing an information system However, top management must consider various factors when selecting the appropriate system for their needs Key aspects of Management Information System (MIS) implementation, such as the process, potential challenges, and critical success factors, will be discussed in the following section.

Part II MIS Implementation Literature

MIS Implementation Aspects

MIS Implementation Process

The implementation process, referred to as the "information system development process," represents a crucial investment for organizations, as new information systems are sociotechnical systems that require the collaborative design of both activity and ICT systems (Davies, 2009) Defining the key stages of this implementation process is essential, and Davies (2009) identified several critical activities involved This concept aligns with O’Brien’s (2004) five-step process for information system implementation, highlighting the structured approach necessary for successful development.

12 development cycle which includes the steps of: (1) investigation; (2) analysis; (3) design;

The information system development process comprises five key phases: systems investigation, systems analysis, systems design, system implementation, and system maintenance The initial phase, systems investigation, focuses on developing a project management plan and securing management approval through effective informatics planning Following this, systems analysis identifies the information needs and establishes the functional requirements of the system In the systems design phase, specifications for hardware, software, data, personnel, and networks are created, culminating in the construction of the information system according to these specifications System implementation then entails delivering the system, conducting tests, training users, and transitioning to the new business system Lastly, system maintenance involves making necessary adjustments to enhance the system's functionality.

Zmud and Cox (1979) outlined the traditional stages of Management Information System (MIS) implementation, which encompass several key activities: initiation, strategic design, technical design, development, conversion, and evaluation The initiation phase involves defining and justifying the project, while strategic design establishes the project's scope and user requirements Technical design translates these strategic elements into specifications for hardware, software, and processes that are not visible to users Development focuses on acquiring hardware and constructing and testing software Conversion entails integrating the new information system into the organization, and finally, evaluation measures the MIS's effectiveness and efficiency.

Figure 2.4 Information System Development Cycles (source: O’Brien, 2004: p 345)

Effective IT implementation begins with strategic planning, which is crucial for companies aiming to develop long-term objectives, transform their organizations, and enhance competitiveness (Gunasekaran & Ngai, 2004) This planning phase involves recognizing opportunities for utilizing information technology and assessing the necessary resources to capitalize on these opportunities, making it a fundamental aspect of the IT implementation process.

(3) developing strategies and action plans for relising these opportunities and meeting the resource needs” (Boynton & Zmud, 1987: p 59)

Before implementing IT systems, it is crucial to assess the business model and identify the necessary IT requirements (Gunasekaran & Ngai, 2004) To enhance the IT planning process, Boynton and Zmud (1987) proposed a nine-point planning agenda that highlights key areas for managerial focus, including intra-organizational political and market analysis, business strategy and market analysis, technology assessment, organizational learning, culture, IT infrastructure, and risk-taking In IT project management, effective planning is essential, and Bailey (1998) identified three planning approaches: linear, exploratory, and personal planning.

Effective IT systems necessitate a project management strategy led by a skilled team for successful planning and execution To ensure the success of IT projects, it is crucial to have the backing of top management throughout the process.

According to Beaumaster (2002), the IT procurement process encompasses the comprehensive acquisition of IT resources, including software, hardware, services, support personnel, intellectual properties, and other related items Key functions of this process include investment analysis, risk assessment, life cycle planning, and systems acquisition.

Successful IT implementation requires several critical factors, including effective system practice, change management, skill development, training, and evaluation (Beaumaster, 2002) According to Gunasekaran and Ngai (2004), a strong project team comprising key IT knowledge managers from various functional areas is essential to achieve implementation goals They emphasize that education and training are pivotal in facilitating organizational change, and users must be motivated to engage in a transparent and communicative environment Additionally, top management support and involvement are crucial for the successful implementation of IT solutions (Gunasekaran & Ngai, 2004).

Information systems implementation, as outlined by O’Brien (2004), encompasses several key activities, including the acquisition of hardware and software, software development, and the testing of programs and procedures Additionally, it involves creating documentation and exploring various communication options Crucially, the education and training of end-users and specialists responsible for operating the new system are also integral to the process The initial phase focuses on how organizations assess and choose the appropriate hardware, software, and services necessary for successful implementation.

IT services; thus all hardware and software requirements are set up Most large

Organizations in both the private and public sectors formalize their requirements through documents known as RFPs (Request for Proposal) or RFQs (Request for Quotation), which are then distributed to suitable vendors for agreement signing The subsequent phase involves the development or modification of software applications to align with the organization's specific needs A crucial implementation stage follows, focusing on educating and training information system personnel, including end-users and user consultants, to understand how the new technology affects business processes and management The fourth step entails creating user documentation for the system Finally, the conversion process is initiated to transition from old systems to new ones, which can be executed through various methods such as parallel, phased, pilot, or direct conversion.

Kuruppuarachchi, Mandal, and Smoth (2002) outline a comprehensive implementation process for IT projects, which includes phases such as project initiation, requirement definition, acquisition/development, implementation, and termination They emphasize the importance of quality control, risk management, and change management throughout the project's life cycle To successfully implement an IT project, managers must ensure three key requirements: a clear business objective, an understanding of the nature of the change, and an awareness of project risks This overview highlights various perspectives on Management Information Systems (MIS) implementation, setting the stage for a discussion on the challenges faced in this area.

MIS Implementation Challenges

Beaumaster (1999) identified key problematic issues affecting IT implementation, which can exacerbate implementation challenges These issues are categorized into five specific areas: management process issues, organizational environment issues, leadership issues, technical systems issues, and personnel issues.

 Management process issues speak to the functional operation of an organisation such as budgeting, personnel, and general management

 Organisational environment issues are identified as factors which are less tangible such as organisational culture, change, and behaviour

 Leadership issues relate to the areas which involve the interaction and direction of the organisation executive

 Technical systems issues are mainly those referring to the hardware and software considerations of information technologies

 Personnel issues are those issues surrounding each individual in the organisation

The challenges associated with planning, procurement, and deployment of information systems significantly affect organizations during the implementation of new systems This study will explore various categories of information system issues, focusing on the specific problems organizations encounter during the integration of new technologies.

Kwon and Zmud (1987) highlighted the complexities of Management Information System (MIS) implementation, identifying key factors that affect organizational processes and product outcomes at each stage These factors encompass organizational characteristics such as specialization, centralization, and formalization, as well as technology complexity, task uncertainty, and the autonomy of personnel involved Additionally, Lucey (2005) pointed out further challenges, including inadequate management involvement during the design phase, misplaced focus on low-level data processing, insufficient management knowledge of computer systems, and a lack of support from top management Addressing these issues is crucial for successful MIS implementation.

This study utilizes the implementation challenge categorization framework presented by Beaumaster (1990) as a basis for analysis To successfully achieve Management Information System (MIS) implementation, it is essential to identify and address the key issues that contribute to the success of the implementation process, which will be discussed in the following section.

Table 2.1 Categorisation of Information System (IS) Implementation Challenge Issues (source:

Key Issues for MIS Implementation Success

This study defines the key issues for successful Management Information System (MIS) implementation as critical success factors (CSFs), a concept well-established in information systems (IS) literature for various contexts, including requirement analysis and project management (Somers & Nelson, 2001) Research has primarily focused on CSFs in the context of Enterprise Resource Planning (ERP) systems, which are widely adopted across many companies Notably, Nah, Lau, and Kuang (2001) identified 11 critical factors for successful ERP implementation, while Motwani, Subramanian, and Gopalakrishna (2005) explored both facilitating and inhibiting factors during ERP project stages Viewing CSFs as situated exemplars enhances the understanding of process improvement, emphasizing their significance at each stage of the implementation process (Somers & Nelson, 2001).

The Critical Success Factors (CSFs) method is essential for supporting Management Information Systems (MIS) planning and requirements analysis, as noted by (1984) CSFs represent the key elements that must be managed effectively for a manager or organization to achieve success Gargeya and Brady (2005) identified six critical factors influencing both the success and failure of ERP implementation, emphasizing the need for managers to focus on these aspects to prevent failure and ensure successful outcomes Additionally, Lucey (2005) highlights that CSFs can clarify and refine an organization’s information requirements Once CSFs are established, the information system should be customized to deliver specific, detailed information that allows management to track progress toward achieving these objectives.

Numerous studies have explored the success factors for IT project implementation A notable study by Slevin and Pinto (1986) identified key success factors that align with those outlined in the Project Management Institute’s Project Management Handbook (Pinto, 1998).

In their 1996 study, a set of success factors for external technology transfer projects was identified, highlighting the importance of technical characteristics, user involvement, communication, management support, project team dynamics, differences between technology providers and receivers, incentives, infrastructure support, and obstacles Building on this, Milis and Mercken (2002) compiled a comprehensive list of potential success factors for IT project implementation, categorizing them into four main groups: factors that influence goal congruency, components that enhance project team motivation and cooperation, elements that facilitate project acceptance and outcomes, and aspects related to the implementation process, including politics and planning.

To facilitate reader comprehension, Table 2.2 presents a categorized list of key issues essential for successful Management Information System (MIS) implementation This compilation of success factors, derived from existing literature, encompasses insights from not only ERP systems but also broader information systems (IS) and information technology (IT) project implementations Additionally, these theoretical insights will be utilized in the subsequent analysis section.

Table 2.2 Summary of Key Issues for Implementation Success (source: constructed by the author, 2012)

Project Definition/Mission - Clarify goals and general direction of the project

- Relate to business needs and clearly stated

- Goals and benefits should be identified and tracked

Somers & Nelson (2001); Milis & Mercken (2002); Nah et al (2001);

Project Schedule/Plan - Proper level of detail specification of individual action steps

Project Team - Competent & experienced Project

Manager -Project team members with complementary skills and consist of the best people in the organisation -Responsibilities/authority/reward defined

- Mix of consultant and internal staff -The team should be familiar with business functions

-The team should be co-located together to facilitate working together and support each other and work toward common goals

Milis & Mercken (2002); Somers & Nelson (2001); Nah et al (2001);

Motwani et al (2005); Gargeya & Brady (2005)

- Align with strategic business goals

- Identify the project as a top priority

- Communicate with employees about vision, role of new system, its importance, etc in advance

- Documentation and advertising implementation success

Somers & Nelson (2001); Nah et al (2001);

Motwani et al (2005); Gargeya & Brady (2005)

Project management -People should be given responsibilities to drive in project management

-Should be disciplined with coordinated training and active human resource department involved

Client consultation -Use consultant to facilitate the implemenattion

Technical tasks -Start software development, testing and troubleshooting at the beginning in the project

- Troubleshooting errors is critical, so work well with vendors to resolve software problems

Monitoring and feedback -Comprehensive control information at each stage in the implementation process

-The progress of the project should be monitored through set milestones and targets

Motwani et al (2005); Gargeya & Brady (2005)

- Manage and improve relationship with external parties

Change Management - Enterprise culture and structure change should be managed

- Users should be involved in design and implementation of the project

- User training should be emphasised

- Commitment from the top management

- The changes should be communicated

- Managers and employees must be trained and understand the systems

Somers & Nelson (2001); Milis & Mercken (2002); Motwani et al (2005); Gargeya & Brady (2005)

Part III Organisational Impacts Literature

Organisational Impacts of an Implementation

Implementation Effects and Consequences

The implementation of Information Systems (IS) can yield both positive and negative impacts on organizations Existing literature emphasizes the significance of modern Management Information Systems (MIS), which are primarily technology-driven (Lucey, 2005; Davies, 2009) The introduction of such technology can significantly influence various aspects of an organization (Lucey, 2005), making it essential to evaluate the effects of IS implementation Consequently, the design of IT-based information systems plays a crucial role in shaping an organization's business processes.

To maximize the advantages of information systems while minimizing associated risks, organizational managers must comprehend the impacts of these tools Understanding these effects is essential for designing and implementing systems that exclusively benefit the organization.

Information Technology (IT) significantly influences organizations by acting as a facilitator, initiator, or enabler, depending on its application As noted by Chan (2000), the impact of IT is contingent on the specific context in which it is utilized Furthermore, Lucey (2005) highlights that technology transforms the skills needed for individuals, reshaping job roles and working protocols within companies.

IT systems play a crucial role in enhancing learning within organizations by facilitating collaboration and coordination among teams The introduction of these systems brings various benefits, such as improved communication through tools like email, which streamlines meeting scheduling and minimizes the need for in-person interactions Additionally, IT systems can alter power dynamics and influence among groups, ultimately transforming organizational structures and relationships (Davies, 2009).

This IT system enhances work visibility and monitoring, allowing management to exert greater control over operations It empowers employees to better understand their organization, identify workflow issues, and propose alternative solutions By capturing extensive transactional data on daily activities, the system improves work quality and empowers workers Additionally, it alleviates administrative burdens, enabling staff to focus more on customer service Furthermore, IT enhances customer service by allowing front-line personnel to make immediate decisions, ultimately improving overall efficiency and responsiveness.

Information Systems (IS) can significantly impact the skill levels needed from employees and the scope of tasks in relation to an organization's objectives Additionally, IS is intended to enhance worker autonomy by empowering them to plan and manage their own work Furthermore, this technology can either foster or reduce social interaction among employees (Davies, 2009).

Information Systems (IS) and Information Technology (IT) impact not only internal stakeholders but also external ones, as highlighted by Davies (2009) For example, IS can transform interactions among individuals and departments within an organization, while also influencing relationships with external parties such as customers, suppliers, and clients, as noted by Lucey (2005).

According to Lucey (2005), technologies significantly influence organizational structure by enabling flexible work locations, enhancing work practices, and lowering marketing and transaction costs They facilitate better coordination of information flows and foster closer relationships with customers, suppliers, and clients, ultimately impacting the overall culture and structure of the organization.

In order to simplify the literature which has been discussed earlier, the list of effects and consequences of implementing MIS are summarised in the following

Table 2.3 Summary of Implementation Effects and Consequences on an Organisation and its

Processes (source: constructed by the author, 2012)

Effects and Consequences Description Sources

Technology is reshaping the skill requirements for individuals, leading to significant changes in job roles and daily operations Consequently, companies must adapt their business processes to align with these evolving demands instead of simply overhauling their existing systems.

The implementation of information systems transforms the dynamics between individuals and departments within an organization, while also influencing interactions with external entities in the supply chain, including suppliers and customers This integration fosters stronger relationships with suppliers, clients, and the general public, enhancing collaboration and communication across the board.

-Technology can be seen as the major change on the structure of the organisation On other words, it may also lead to organisation transformation

-IT has a big impact on the organisation and can work as an initiator, facilitator, an enabler for the business, or can be a tool of the new management

-Modern IT can reduce communication costs and internal coordination costs

-Enhance the quality and speed of information processing and management’s decision making, planning and control

- Increase data quality and flexibility

Krổmmergaard (2006) -Better administration, communications and coordination

-Better management of the organisation’s knowledge Lucey (2005)

-Frustration among employees due to errors in system set-up as well as unfamiliarity with the new system

-Integration of business processes, for instance sales, purchasing, production, etc., were integrated through a common system

- Increase levels of work monitoring and permit greater control of work by managerial group

-Enable large amounts of transactional information to be captured about the day-to-day activities of the workforce

- Decrease levels of social interaction between workers Davies (2009)

Summary of the Research Framework

This research focuses on the Management Information System (MIS) implementation process, highlighting key challenges and success factors As illustrated in Figure 2.6, the study examines the critical issues surrounding MIS implementation and explores its impact on organizational processes, emphasizing the effects and consequences of these systems.

The "Development & Deployment Process" model, as outlined by Beaumaster (1999), highlights the challenges associated with Management Information Systems (MIS) implementation, categorizing them into five key issues: leadership, organizational environment, management processes, personal factors, and technical systems This model also identifies critical success factors that enhance the implementation process, acting as tools to improve each stage and significantly contributing to the overall success of MIS implementation Furthermore, it addresses the organizational impacts, emphasizing the effects and consequences that arise from integrating MIS within an organization.

Figure 2.6 The Research Framework (source: constructed by the author, 2012)

This chapter emphasizes the importance of selecting an appropriate research method, which serves as the foundation for conducting the entire study It explores various research approaches and the rationale behind choosing specific methods Additionally, the chapter outlines data collection techniques and addresses the trustworthiness of the research by discussing aspects of validity and reliability.

Research Approach and Design

There are many definitions of reseach design and some examples can be defined that

Research design serves as a comprehensive blueprint for data collection, measurement, and analysis, guiding the investigation to effectively address research questions It outlines the plan and structure necessary for conducting thorough and systematic research.

Research is defined as the process of formulating knowledge claims and subsequently refining or discarding them in favor of more substantiated assertions (Phillips & Burbules, 2000) Additionally, it involves addressing unresolved questions or generating new insights that previously did not exist (Goddard & Melville, 2004).

Once the research questions are established, the next crucial step is to design the research strategy It's essential to determine whether the research aims to describe or explain the subject matter Two primary research approaches—deduction and induction—play a significant role in this process.

Deduction is a research method that tests theoretical propositions through a structured research strategy, while induction involves developing theories based on the analysis of previously collected data (Saunders & Lewis, 2012).

IS research, as noted by Avgerou (2000), is primarily issue-oriented rather than theory-driven, aligning with an inductive approach This thesis emphasizes a single case study to fulfill its objectives, focusing on real-world issues rather than testing hypotheses derived from existing theories The researcher did not establish a theory beforehand; instead, they began with specific questions and developed a theory based on the collected data, primarily applying an inductive methodology.

Choice of Method

This chapter outlines the research methodology employed in this study, beginning with a description of quantitative and qualitative research approaches According to Myers (1997), the selection of research methods significantly influences how data is collected Following this, the chapter will detail the specific research strategy and data collection process utilized in the research.

According to Kumar (2005), the selection of a research method is determined by the nature of the information being studied, and it hinges on three key criteria: the study's purpose, the measurement of variables, and the analysis of information The upcoming sections will explore the distinctions between quantitative and qualitative approaches based on these criteria.

Quantitative research, as defined by Muijs (2004), involves the collection and analysis of numerical data using statistical methods, while Antonius (2003) emphasizes that quantitative methods focus on measurable data In contrast, qualitative research addresses non-numerical data and was developed in the social sciences to explore social and cultural phenomena, employing methods such as action research, case studies, and ethnography (Myers, 1997) According to Cooper and Schindler (2008), qualitative research encompasses various interpretative techniques aimed at understanding the meaning of social phenomena rather than their frequency This approach, which includes focus groups, individual interviews, and observations, seeks to provide a deeper insight into a situation, making it more holistic and suitable for gaining a comprehensive understanding of a specific area (Silverman, 2006).

Qualitative research focuses on the meaning and characteristics of a subject, while quantitative research emphasizes measurement and numerical analysis According to Padgett (1998), there are distinct differences between these two methods, as illustrated in Table 3.1 Choosing the appropriate research method depends on various factors, including the research problem and the type of information sought by the researcher (Blumberg et al.).

Qualitative research is essential for translating and observing reality to develop theories, focusing on the researcher's experiences and perceptions (Newman & Benz, 1998) According to Denzin and Lincoln (2005), qualitative researchers study phenomena in their natural settings, interpreting them based on the meanings that individuals assign to their experiences This approach emphasizes understanding how people interpret their experiences and the significance they attribute to them, as well as how they construct their worlds (Merriam, 2009) Ultimately, qualitative research is designed to deepen the understanding of individuals within their social and cultural contexts (Myers, 1997).

Table 3.1 Distinctions between Quantitative and Qualitative Research (source: Padgett, 1998: p

Naturalistic, in vivo Scientific method, decontextualising

Researchers as instrument of data collection Standardised data collection instrument

Categories result from data analysis Categories precede data analysis

Case Study

Case studies have become a prevalent qualitative research method in information systems, allowing researchers to analyze phenomena within their natural environments (Myers, 1997) This approach involves collecting data through various means such as direct observations, interviews, and document analysis Defined as an empirical inquiry, a case study investigates contemporary phenomena in real-life contexts where the boundaries between the phenomenon and its context are often unclear, utilizing multiple sources of evidence (Yin, 1989) Furthermore, case study research emphasizes the significance of understanding phenomena within their actual contexts (Blumberg et al., 2005).

Case studies offer several advantages, including the ability to conduct in-depth investigations of entities, a heightened focus on details, and the strength of data derived from real-life experiences They also allow for generalizations and provide valuable data that can be utilized for further research (Blumberg et al., 2005; Blaxter, Hughes & Tight, 2006).

Yin (2003) described the reasons why the researcher should consider using a case study approach You should use case study approach when: (1) the researcher wants to answer

Case study research is ideal for addressing "what," "how," and "why" research questions, especially when the researcher cannot manipulate participant behavior or needs to explore contextual conditions relevant to the phenomenon This method is particularly suitable for explanatory, descriptive, and exploratory research, with various types of case studies identified by Baxter and Jack (2008), including explanatory, exploratory, descriptive, multiple-case, intrinsic, instrumental, and collective Specifically, the descriptive case study type focuses on detailing an intervention or phenomenon within its real-life context (Yin, 2003) This approach is particularly relevant for information systems (IS) research, as the focus has increasingly shifted towards organizational issues rather than purely technical aspects (Benbasat, Goldstein & Mead, 1987).

This research focuses on the implementation of the Fenix System, specifically the Finex E (export version), within the Royal Thai Air Force (RTAF), while also examining similar systems in the Swedish Armed Forces, Czech Republic Air Force, and Hungary Air Force The Fenix System is designed to monitor aircraft maintenance activities and safety equipment, having been established by the Swedish Armed Forces Utilizing a single case study approach, data was collected through interviews with individuals involved in the Fenix (E) implementation process in Thailand This case study is particularly noteworthy due to the successful integration of the Fenix (E) system, which significantly transformed RTAF's business processes and received positive feedback from both operational and top management levels.

In conclusion, this thesis focuses on the contextual understanding of Management Information System (MIS) implementation, examining its effects, consequences, and the associated challenges and key success factors An inductive approach, complemented by qualitative research methods, is deemed the most suitable for achieving these insights.

This thesis aims to explore the implementation of the Fenix System as a management information system (MIS) specifically designed for aircraft maintenance By utilizing a case study approach, the research will effectively address the established research questions and demonstrate the system's impact on maintenance management.

Data Collection Process

This study employed both literature reviews and interviews to gather information, utilizing a qualitative research technique According to Polkinghorne (2005), interviews are the most widely used method for producing qualitative data Data sources were classified as either primary or secondary; primary sources include direct information from individuals or organizations, while secondary sources consist of previously published materials (Myers, 1997) This research focused on primary data collected through interviews with respondents, which was further supplemented by secondary data from internal documents and presentations provided by the Fenix Program Manager and key project personnel Additionally, sections of the Fenix System user manual were analyzed to gain an overview of the system.

Interviews are a widely utilized method for collecting qualitative data, primarily aimed at obtaining comprehensive insights into participants' experiences (Polkinghorne, 2005) As Blumberg et al (2005) note, interviews serve as a crucial source of evidence in research Defined by Potter (1996) as a technique for gathering data through verbal responses to questions, interviews facilitate meaningful interactions between individuals (Kumar, 2005) Kvale (1996) emphasizes that the purpose of interviews is to capture the interviewee's life-world and interpret the significance of their experiences.

Bjửrklund and Paulsson (2003) categorised interviews as questioning which takes place through personnel direct contact, via telephone, e-mail or text messaging

To gather information effectively, this research utilized semi-structured interviews, which are commonly employed in case study research These interviews begin with specific questions but allow respondents the flexibility to express their thoughts freely (Blumberg et al., 2005) A set of interview guidelines and basic questions was prepared (see Appendix 3), enabling the researcher to adapt the discussion based on the respondents' answers This approach not only fosters open communication but also allows for the addition of further questions during the interview process, enhancing the depth of the information collected.

This research employs a qualitative approach to explore individuals' perceptions of their reality, beliefs, and experiences The qualitative method is chosen for its focus on understanding meanings rather than quantifying numerical data Through interviews, the study aims to capture a comprehensive view of the implementation process.

27 process These qualitative interviews need full and sufficient information These interviews were based on the specific problems that are mentioned

Conducting face-to-face, phone, and email interviews provides a deeper insight into the problems and current situation of the case, with each interview lasting between 40 to 90 minutes To enhance the accuracy of the information gathered, audio recordings were made to aid in organizing data for the research paper and to prevent future misunderstandings While qualitative research may present challenges such as potential bias in the collected data, measures will be taken to mitigate these risks The trustworthiness of the research will be addressed in section 3.6 to ensure high-quality findings.

To ensure the success of the thesis, it is crucial to interview individuals with extensive knowledge of the phenomenon being studied For this research, respondents were carefully chosen from those involved in the adoption and implementation of the Fenix System The researcher, having participated in the implementation process, believed these individuals could provide valuable insights relevant to the study The selection criteria focused on the respondents' roles, expertise, and experience related to the Fenix System implementation, aligning with the thesis's objectives.

In March 2012, the researcher conducted interviews in both Thailand and Sweden to explore the effects of the Fenix System implementation as a maintenance management information system for Jas 39 Gripen aircraft The initial interviews in Thailand involved respondents from Wing 7, RTAF, and were conducted in Thai to ensure clarity The focus was on understanding the organizational impacts of the Fenix System export version (Fenix E) The subsequent interviews in Sweden were conducted in English, aiming to gather general insights on the Fenix System implementation and discuss information system (IS) implementation aspects Additionally, the program manager of the Fenix project provided a comprehensive presentation detailing the system's implementation journey from inception to the present.

During the interview process, some respondents were unable to participate in face-to-face interviews due to various constraints, leading to the use of email questionnaires and phone interviews instead Clarifications were sought through additional interviews when necessary, and follow-up emails were sent to gather further information Details regarding the interviewees, including their roles, organizations, and general interview information, are summarized in Table 3.2.

Finally, the researcher also visited Wing 7, RTAF between 12 March 2012 and 13 March

2012, and from this visit the researcher was provided with additional background information about the working process of the Fenix System, along with challenges or

28 problems which have been faced during the process This data proved to be essential during the analysis part of the study

Table 3.2 Details of the Interviews (source: constructed by the author, 2012)

Name Roles Organisation Date Approach

Chief of Aeronautical Engineering, Wing 7

Wing 7, RTAF 12/03/2012 Person-to- person Sqn.Ldr Pichead

Wing 7, RTAF 12/03/2012 Person-to- person

Wing 7, RTAF 12/03/2012 Person-to- person Captain Martin

Planning Engineering A/C 39 Gripen & Fenix Support

Project Manager for Fenix Export version Thailand

Steen Dam Jensen IT consulting in ERP system for Swedish Armed Forces (SAF)

Ebicon AB 23/03/2012 Person-to- person/E- mail Hans Ekeroot Project Manager for the maintenance enterprise for Fenix System

Data Analysis

Data analysis involves organizing and presenting information in a structured manner to enhance understanding (Repstad, 1999) This process aims to impose order and meaning on the vast amounts of collected data (Ghauri, 2005), ultimately leading to reliable conclusions derived from empirical evidence By comparing empirical findings with established theoretical frameworks, the analysis evaluates the collected data in relation to existing theories The analysis will draw upon the theories of Management Information Systems (MIS) implementation and the research framework outlined in Chapter 2.

The research framework model, derived from the theoretical framework in Chapter 2, guided the analysis of the information This model incorporates elements such as challenges, success factors, and organizational impacts, selected from various literature sources, including journals and books related to the studied phenomena The creation of this research framework model aims to enhance the reliability of interpretations while facilitating the generation of categories and the identification of patterns and themes within the empirical findings and data analysis of the research.

In this research, data handling involves transcribing interviews and subsequently analyzing the information through interpretation Notably, some interviews were conducted in Thai and required translation into English for accurate analysis.

The Trustworthiness of the Research

Validity

Validity in research addresses whether the phenomenon being studied aligns with the researcher's intentions (McKinnon, 1988) It encompasses two types: internal and external validity Internal validity assesses the alignment between empirical findings and theoretical frameworks, while external validity evaluates how

To ensure external validity in this research, an interview guide was developed, including specific questions posed during the interviews Additionally, a summarized note regarding the Fenix System was shared with respondents for their review, allowing them to make corrections and provide any missing information.

To ensure high internal validity in this research, an open approach was adopted, emphasizing active listening and minimal manipulation of outcomes during interviews However, a limitation was identified, as some respondents lacked direct experience with the Fenix System implementation, potentially leading to more generalized responses.

This research provides 30 responses that are not exclusively related to the Fenix System in the Royal Thai Air Force (RTAF), but rather offer a general perspective by applying business theory to a governmental organization It is important to note that qualitative research typically exhibits high internal validity, while achieving external validity can be challenging, as highlighted by Merriam (1994).

Reliability

Reliability in research refers to the consistency and dependability of the data collected, ensuring that findings can be trusted (McKinnon, 1988) It assesses whether the results can be replicated, indicating that reliable research yields conclusions that remain valid across repeated studies (Ghauri et al., 2007).

The reliability of this research is ensured through a structured methodology, with respondents receiving a detailed questionnaire (Appendix 2) Interviews were recorded electronically, allowing for precise documentation of the discussions Additionally, the reliability remains subject to scrutiny until replicated by other researchers in a similar fashion.

This chapter presents the empirical data collected to fulfill the thesis objectives It is structured around in-depth interviews with respondents, focusing on a case study of the Fenix System The data encompasses various perspectives, including those of system users, system administrators, project teams, and software suppliers.

IT experts In addition, the presentation of the Fenix System is presented in this chapter

To understand the challenges and organizational impacts of the Fenix System implementation, it is crucial to examine the background of the Fenix System and its implementation process, particularly focusing on Fenix (E) The challenges encountered during the Fenix (E) implementation and their effects on the organization will be analyzed based on insights gathered from interviews.

Figure 4.1 Empirical Finding Structure (source: constructed by the author, 2012)

The Case of Fenix System

Fenix System Background

The Fenix project, initiated over 20 years ago, aimed to replace the outdated information system within the Swedish Armed Forces (SAF) Despite two unsuccessful attempts at implementation, a significant analysis known as DUFM 2000 was conducted in 2000, gathering requirements from various SAF organizations This led to efforts to create a unified management information system (MIS) for the army, navy, and air force However, in 2003, the Swedish Air Force opted to develop its own separate information systems due to differing requirements and strategies, while the army and navy chose to implement the in-house developed LIFT system.

In late 2003, the Swedish Defence Material Administration (FMV) issued a request for quotation (RFQ) to develop a management information system aimed at enhancing the operation and maintenance of aeronautical assets in the Swedish Armed Forces (SAF) This initiative marked the formal establishment of the Fenix project, which represents a significant overhaul of the management information system for aircraft and safety equipment within the Swedish Air Force (SwAF).

In 2005, FMV signed a contract with a prime contractor to implement the Fenix System, with the business project officially commencing in 2006 The primary goal was to design the system and its processes, leading to the development of an applications architecture model tailored to the organization's requirements based on the DUFM 2000 analysis The deployment of the Fenix System, known as "go-live," varied by aircraft type, with the first system successfully launched in 2008.

Figure 4.3 Overview of Fenix System (source: constructed by the author, 2012)

The "Fenix Project" is a significant initiative within SAF, closely associated with the "Fenix System," a modern maintenance, repair, and overhaul (MRO) solution for the Swedish Armed Forces (SwAF) Known as "Fenix (S)," this new system aims to replace outdated legacy systems from the 1970s The project faces challenges in updating a nearly 30-year-old information system and transforming existing business processes, as highlighted by the Fenix Program manager.

“Introducing a new system means a new business process” (Jan, personal communication, 19 March 2012)

The Fenix System, a commercial off-the-shelf application developed by Mxi Technologies Ltd., is based on the high-standard Maintenix software, which has been successfully implemented in both military and commercial aviation sectors, including the United States Navy and Air Canada This innovative software enhances maintenance, repair, and overhaul (MRO) management, ensuring high aircraft availability and operational capability As a web-based, modular solution, it provides an integrated maintenance system that streamlines operations and optimizes supply chain data Maintenix is designed to seamlessly integrate with existing ERP and legacy systems, offering a comprehensive solution tailored to diverse business needs The Fenix System encompasses five primary functional areas—maintenance engineering, aircraft maintenance, material management, business support, and Fenix administration—each facilitating specific operational requirements within the organization.

In 2010, FMV entered into an agreement with the RTAF, leading to the deployment of the Fenix System export version (Fenix E) in Wing 7 of the RTAF This system was tailored to meet the specific requirements of export operations Additionally, the Fenix System serves as a maintenance and support information system, enhancing aircraft availability and improving maintenance and support efficiency for the Gripen 39 C/D aircraft and Saab AEW in Wing 7 of the RTAF.

This study mainly concentrates on Fenix (E) implementation aspects in the RTAF and the following section will present the implementation process of Fenix (E) in Wing 7, RTAF.

Fenix (E) System Implementation Success Key Issues

32 with FMV, and in this agreement the Fenix System Export version, or called Fenix (E) system, was implemented in Wing 7, Suratthani, Thailand

Figure 4.2 Gripen 39 C/D Fighter Aircraft and SAAB 340 AEW (source: constructed by the author, 2012)

The Fenix project, initiated over 20 years ago to modernize the outdated information system within the Swedish Armed Forces (SAF), faced challenges in its initial two implementation attempts A pivotal analysis in 2000, known as DUFM 2000, gathered requirements from SAF personnel, leading to the exploration of a new management information system (MIS) Despite efforts to create a unified system for the army, navy, and air force, differing needs and strategies prompted the Swedish Air Force to establish its own information systems in 2003 Meanwhile, the army and navy opted for the in-house developed LIFT system.

In late 2003, the Swedish Defence Material Administration (FMV) issued a request for quotation (RFQ) to develop a management information system aimed at enhancing the operation and maintenance of aeronautical assets in the Swedish Armed Forces (SAF) This initiative marked the formalization of the Fenix project, representing a significant transformation in the management information systems for aircraft and safety equipment within the Swedish Air Force (SwAF).

In 2005, FMV signed a contract with the prime contractor to implement the Fenix System, with the business project officially commencing in 2006 The initiative aimed to design the system and processes, leading to the development of an applications architecture model based on organizational requirements identified in the DUFM 2000 analysis The Fenix System was ultimately deployed, marking its "go-live" phase, with various systems tailored to different types of aircraft Notably, the first system became operational in 2008.

Figure 4.3 Overview of Fenix System (source: constructed by the author, 2012)

The "Fenix Project" is a significant initiative within SAF, closely associated with the "Fenix System," an advanced maintenance, repair, and overhaul (MRO) system for the Swedish Armed Forces (SwAF) This new system, referred to as "Fenix (S)," aims to replace outdated legacy systems from the 1970s, addressing the challenges of modernizing a nearly 30-year-old information system and transforming existing business processes.

“Introducing a new system means a new business process” (Jan, personal communication, 19 March 2012)

The Fenix System, a commercial off-the-shelf (COTS) application based on Maintenix developed by Mxi Technologies Ltd, is a high-standard software solution successfully implemented in both military aviation maintenance and commercial airline sectors Notable users include the United States Navy, Canadian Air Force, Air Canada, and Boeing Maintenix enhances military operational capabilities by modernizing maintenance, repair, and overhaul (MRO) management, ensuring high aircraft availability This web-based, modular solution integrates maintenance systems across organizations, providing real-time data for operations and supply chain demands Designed for seamless integration with existing ERP and corporate information systems, the Fenix System encompasses five primary functional areas: maintenance engineering, aircraft maintenance, material management, business support, and Fenix administration, catering to diverse organizational needs.

In 2010, FMV entered into an agreement with the Royal Thai Air Force (RTAF) to deploy the export version of the Fenix System, known as Fenix (E), at Wing 7 This version was specifically adjusted to meet the unique demands of export operations Furthermore, the Fenix System has been utilized as a maintenance and support information system, enhancing aircraft availability and improving maintenance and support efficiency for the Gripen 39 C/D aircraft and Saab AEW, which are now operational at Wing 7 of the RTAF.

This study mainly concentrates on Fenix (E) implementation aspects in the RTAF and the following section will present the implementation process of Fenix (E) in Wing 7, RTAF

The Royal Thai Air Force (RTAF) has commissioned Jas 39 Gripen and SAAB 340 AEW aircraft at Wing 7 following an agreement with FMV To support the maintenance, repair, and overhaul (MRO) operations, the information system Project Fenix Export (Fenix E) has been implemented at Wing 7 This initiative is primarily based at FMV in Stockholm, Sweden, collaborating closely with the "Gripen for Thailand" project, which also includes representation from the Swedish Armed Forces (SAF).

The Fenix (E) implementation project team is composed of a management team from FMV and SwAF, along with specialists from an external outsourcing company This team includes approximately 10–12 internal managers and staff who possess essential knowledge and expertise in technical systems and management areas such as baseline, database, migration, business process analysis, interface and configuration, as well as Fenix operation and support To achieve the project’s goals and objectives, the project team has effectively coordinated and collaborated with RTAF staff.

The Royal Thai Air Force (RTAF) has recently implemented the Fenix (E) system across its headquarters, including the directorates of logistics, aeronautical engineering, armament, and communications and electronics This system enables access to crucial information that supports decision-making processes within the RTAF.

The Fenix (E) system applications, as depicted in Figure 4.4, utilize Maintenix software to encompass various functions, including maintenance engineering, aircraft and component maintenance, material management for line replaceable units (LRUs) and spare parts, as well as an analysis and reporting module (ARM).

Figure 4.4 Fenix (E) Applications Architecture Overview

(source: constructed by the author, 2012)

In late 2009, the Royal Thai Air Force (RTAF) evaluated the deployment of Fenix (E) for Wing 7, as the previously utilized Fenix (S) from the SAF did not meet RTAF's specific business requirements This analysis aimed to define the scope of RTAF’s operations that would be supported by the new system The evaluation involved discussions on various aspects, including facilities, chain of command, organizational structure, and maintenance, repair, and overhaul (MRO) processes The business process analysis was divided into two main areas: the first focused on aircraft maintenance, while the second addressed ground support equipment (GSE) maintenance.

Business Process Analysis and System Design

In 2010, the design phase of the Fenix project was initiated to enhance system support, leading to the creation of new routines and a reporting system known as the Analyze and Report Module This system includes tools that guide users on how to effectively interact with the platform, ensuring streamlined operations and improved business support throughout the project.

 Configuration Maintenance Plan – This process was set up and checked how to maintain the aircrafts

The business analysis focused on understanding the maintenance processes for both aircraft and ground support equipment (GSE) by collaborating with users Through interviews and data collection, insights were gathered to examine user workflows and improve operational efficiency.

The discussion of organisation processes stems from the need to adapt to COTS (Commercial Off-The-Shelf) applications, which require significant operational adjustments As a result, the organisational structure must undergo changes, leading to a thorough analysis of the organisation's processes.

 Configuration Baseline of Fenix System – In the Fenix System, Baseline refers to basic data which is essential for the system This baseline was created based on the maintenance plan

The System Baseline of the Fenix System was established to clearly define the necessary roles required within the system In Fenix (E), these "roles" are essential for specifying user access levels to the system.

Validation and Trial and System Deployment (Go-Live)

Organisational Impacts

Effects and Consequences of Fenix System Implementation

Following the decommissioning of F-5 fighter aircraft by the Royal Thai Air Force (RTAF), the Jas 39 Gripen and SAAB 340 AEW have been introduced in Wing 7 To support these new aircraft, the Fenix (E) System has been implemented as an aviation information system Consequently, the organizational structures of Squadron 701 and 702 have been modified to align with the Fenix System As a commercial off-the-shelf (COTS) product, the Fenix System necessitates adjustments in the RTAF's organizational framework to ensure effective support.

The Fenix System significantly impacts the organizational structure of Wing 7 in the Royal Thai Air Force (RTAF), necessitating a reorganization of the squadron to accommodate the Gripen aircraft and the new system Additionally, the SAAB 340 AEW squadron will also undergo reorganization, though to a lesser extent.

The implementation of the Fenix System necessitates a significant shift in the organizational culture and work processes of those involved Consequently, the aircraft maintenance procedures in Wing 7 must be adapted to align with this new system for successful integration and operation.

41 historically, Wing 7, RTAF had followed standard pattern from the United State (US) Two respondents who have been working with Fenix System said:

Implementing the Fenix System in Wing 7 of RTAF necessitated a transformation in our working processes, leading to a shift in organizational culture and the adaptation of our established maintenance routines.

(Sqn.Ldr Jirapan, personal communication, 12 March 2012)

This changes the way that I have worked before (Sqn.Ldr Peerapol, personal communication, 12 March 2012)

On the other hand, two respondents mentioned about the outcome of changing from the old system to the new information system (i.e Fenix System), saying that:

Some people are not happy when they have to change the organisation structure (Pọr, personal communication, 19 March 2012)

I think I am satisified with the outcome of this systems It makes my working easier (Sqn.Ldr Pichead, personal communication, 12 March

The Fenix (E) software, designed for complex aircraft maintenance, poses challenges for users due to its intricate functionalities, making it difficult to learn (Sven, personal communication, 4 May 2012) This complexity often leads to resistance against implementing new information systems, as users familiar with older systems may fear the change However, in the case of the Fenix System, the Royal Thai Air Force (RTAF) users were adequately qualified, which helped to reduce the degree of resistance to adopting the new system.

Implementing the Fenix (E) system has had mixed effects on users, with some reporting an increase in tasks due to the complexity of the system requiring detailed data input (Wg.Cdr.Chakree, personal communication, 5 May 2012) Conversely, other users have found that certain areas of the system have streamlined their work processes, making tasks significantly easier (Jan, personal communication, 11 April 2012) Additionally, a notable challenge is the shortage of personnel available to operate the system effectively in Wing 7, RTAF.

A significant challenge of the current system is the shortage of personnel responsible for data entry, as this task must be completed after the last aircraft has landed Consequently, there are no dedicated individuals for this role Additionally, individuals who operate the system are required to undergo training and obtain certification (Sqn.Ldr Jirapan, personal communication, 12 March 2012).

The personnel issue is also the phenomena that personnel operate in the

Fenix system will be lacking in the future due to personnel transfer and retirement Moreover, it’s difficult to find personnel since these people

42 require system knowledge and need to be educated before using this system (Wg.Cdr.Chakree, personal communication, 5 May 2012)

The absence of key personnel responsible for administering the Fenix (E) system leads to significant disruptions in workflow, as there are no replacements available for their critical tasks (Wg.Cdr.Chakree, personal communication, 5 May 2012) This situation hinders operational efficiency, highlighting the importance of maintaining adequate staffing levels Furthermore, the Fenix system enhances visibility across the entire aircraft maintenance process, enabling more effective business operations (Sven, personal communication, 4 May 2012).

A respondent highlighted a significant issue within the Royal Thai Air Force (RTAF), noting the lack of integration between existing legacy systems, particularly with the Logistics Management Information Systems (LMIS), which serve as the primary information system for logistics activities The implementation of the Fenix (E) system necessitated improved system integration and data exchange; however, this has resulted in personnel needing to manually input data into different systems to maintain information availability and visibility for top management Additionally, the respondent pointed out that RTAF IT experts had limited involvement in the Fenix (E) implementation, as the system was purchased by RTAF and overseen by FMV, creating a gap in organizational system expertise that hinders future system development and knowledge enhancement.

Introduction

This chapter analyzes the empirical findings of the study in relation to the research framework, focusing on data pertinent to the research questions It is organized into three main sections: the first section examines the challenges of IS implementation, highlighting five key problematic areas—leadership, organizational environment, management processes, personal factors, and technical systems The second section addresses the critical issues necessary for successful implementation, while the third section explores the potential impacts on organizations and their business processes, emphasizing the effects and consequences of implementation.

MIS Implementation Challenges

This study aims to identify the problematic issues related to Management Information System (MIS) implementation within organizations According to Beaumaster (1999), these challenges can be categorized into five main areas The analysis will juxtapose empirical data with theoretical insights, breaking down the findings into these five critical issues.

Leadership issues, as highlighted by Beaumaster (1999), necessitate active engagement and guidance from top management, particularly in areas like inter-departmental coordination, organizational support, individual support, and effective scheduling Effective inter-departmental coordination is crucial for successful implementation across various departments However, interviews reveal challenges regarding individual support within the organization, with respondents noting specific concerns in this area.

In our organization, the diverse range of responsibilities makes it challenging to schedule meetings with the appropriate individuals who hold the relevant roles.

Effective Management Information System (MIS) implementation necessitates both organizational and individual support to meet established goals and objectives This perspective is reinforced by insights from respondents and theoretical frameworks, highlighting the critical role of top management However, the impact of MIS implementation extends to all organizational levels; greater support from personnel enhances overall effectiveness Research indicates that top management backing is crucial for project success, as evidenced by the Fenix (E) system, which was prioritized by SAF leadership due to its tight scheduling, leading to the allocation of necessary resources for the project team.

Beaumaster (1999) highlights that timeframes and scheduling are critical factors in the implementation of Management Information Systems (MIS) within organizations In the context of a defense organization, security is a primary concern, which complicates the scheduling of the implementation process and can lead to delays Kwon and Zmud (1987) further support this by noting that organizational characteristics significantly influence the stages of implementation.

The defense organization necessitates various documents and a detailed system description, leading to a lengthy approval process (Jan, personal communication, April 11, 2012).

Organizational environment issues are crucial for identifying challenges influenced by environmental factors, as highlighted by Beaumaster (1999) The implementation of the Fenix System within the defense organization emphasizes the significance of security and confidentiality The findings reveal that prior to the system's deployment, these issues were paramount.

To ensure security compliance, various documents and system descriptions must receive approval from SAF before going live This highlights the importance of addressing both internal and external political factors during IT implementation, as emphasized by Beaumaster (1999), who noted that top management and IT professionals must be aware of the political ramifications their decisions may have within the organization and the broader environment.

Interviews reveal a significant challenge regarding the use of external consultants for IT issues within organizations According to Beaumaster (1999), these consultants are often employed as advisors and to supply necessary hardware and software However, the unique nature of government organizations complicates the sudden acquisition of these external consultants, posing additional difficulties in addressing IT needs effectively.

However, the findings from respondents didn’t mention about the challenges in terms of contracts or changing technologies aspects

A significant challenge identified in the management process is the strategic planning of implementation projects from the outset According to Kraemer and King (1977), the absence of a strategic plan is a critical issue in information technology implementation Interview findings emphasize that strategic planning is a vast and essential topic, playing a crucial role in fostering an effective working process within projects.

Strategic planning is crucial for the successful implementation of Management Information Systems (MIS) in organizations, as highlighted by McLean and Soden (1977) The project manager for Fenix (E) emphasized that tight scheduling necessitates a solid strategic plan to ensure that goals and objectives are met before the aircraft are delivered to the Royal Thai Air Force (RTAF) Without a clear strategy, the project risks veering off course.

Multiple respondents highlighted the importance of routines, which outline the procedures users should follow when working with the system The findings suggest that the absence of these routines negatively impacts the workflow, a concern that aligns with the written guidelines discussed by Beaumaster (1999).

Personnel issues are a significant challenge in the implementation of Management Information Systems (MIS) Kroenke (2007) emphasizes that among the five components of an information system—hardware, software, data, procedures, and people—people are the most critical An organization may have an ideal information system, but if employees lack the knowledge to utilize the information effectively, it can lead to wasted resources Beaumaster (1999) highlights that personnel issues encompass various factors such as organizational expertise, individual skills, internal leadership, staffing, resistance to change, and training, all of which are integral to human resource management within the organization.

Training and education are critical challenges in the implementation of Management Information Systems (MIS), as highlighted by several respondents Ensuring that all users receive adequate training is essential for successful MIS adoption Beaumaster (1999) emphasized that insufficient training can hinder effective MIS implementation and overall organizational success Additionally, the training process is closely linked to staffing; effective MIS training requires sufficient support staff within the organization The findings from interviews indicated a shortage of staff and difficulties in securing trainers over time, further complicating the implementation process.

Resistance to change is a common challenge during the implementation of new information systems, as highlighted by Beaumaster (1999) This resistance often stems from fears related to technology, job displacement, and the unfamiliarity of new systems Individuals may delay the effort required to learn these new technologies, as noted by Danziger and Kraemer (1986) For example, the transition from the long-standing DIDAS system to the Fenix System in Sweden faced pushback from users who were reluctant to alter their established work habits Similarly, new recruits in the RTAF often exhibit resistance when being trained on new systems, primarily due to the complexity involved Such resistance can significantly hinder the adoption of new technologies within organizations.

MIS Implementation Success Key Issues

Identifying key success factors before implementing a Management Information System (MIS) is crucial, as these factors serve as criteria to guide a successful implementation process According to Somers and Nelson (2001), recognizing these success factors enhances the implementation process and increases the visibility of its effects Tan (1996) outlines several success factors, including technical characteristics, user involvement, communication, and infrastructure support However, it is important to note that in this context, the key success issues are primarily derived from a managerial perspective rather than a technical one.

The success of the Fenix implementation project largely hinges on the project team's effective collaboration, coordination, and the individual skills of its members, particularly the Project Manager As highlighted by Mills and Mercken (2000), these success factors emphasize the importance of assembling a skilled team The Project Manager for Fenix (E) underscores the necessity of selecting team members with the right expertise, as the project encompasses various tasks such as data migration and baseline establishment, necessitating the best talent in each area.

A key factor identified by respondents in the Fenix implementation project is the importance of strategic planning Pinto (1998) emphasizes that a well-defined project plan is essential for success This sentiment is echoed by Fenix Project Manager Sven, who highlights that strategy plays a crucial role in guiding the planning process and achieving the project's objectives.

The last success factors the program manager of Fenix argues for is the importance of having a test and trials before the deployment process According to Gargeya and Brady

Since 2005, rigorous testing and trials have been essential for the success of various organizations utilizing the Fenix system Interviews reveal that the system underwent a month-long evaluation process prior to its launch, ensuring its readiness for operation (Jan, personal communication, 11 April 2012) This perspective aligns with Pinto's (1998) assertion regarding the importance of thorough testing before implementation.

The implementation process necessitates ongoing monitoring and feedback to ensure the quality of the system's outcomes However, the existing theory falls short as it does not encompass all activities involved in the testing and trial phases This is primarily because the efficiency of the project team must be assessed, and results need to be communicated back to the suppliers for further refinement.

Organisational Impacts

Effects and Consequences on the Organisation and its Processes

The implementation of Management Information Systems (MIS) and Information Systems (IS) can lead to both positive and negative effects on organizations and their processes A significant consequence highlighted by respondents is the need for re-organization, which aligns with Lucey (2005), who noted that information systems and technology can significantly alter organizational structures The literature consistently identifies technology as a crucial factor driving these changes within organizations For instance, the case study of the Royal Thai Air Force (RTAF) illustrates the necessity for structural changes within Squadron 701 as a result of adopting new information systems.

To effectively integrate with Fenix Systems and the new aircraft, it is essential to adapt the organizational structure, as supported by Zmud & Cox (1979) Implementing a management information system (MIS) necessitates organizational changes, including the creation of new job descriptions, alterations in power dynamics, and increased visibility of performance metrics.

Furthermore, some literature which was reviewed from various authors (Chan, 2000; Lucey, 2005; Rikhardsson & Krổmmergaard, 2006; Davies, 2009) indicate that adopting

The Fenix (E) system necessitates specialized skills and knowledge, particularly in aircraft maintenance To effectively integrate this system, organizations must adapt their business processes instead of merely modifying the system itself This shift results in changes to routines, job roles, and operational methods Consequently, the Royal Thai Air Force (RTAF) must update its maintenance routines and business processes to align with the requirements of the Fenix (E) system.

Information Systems (IS) play a crucial role in enhancing work monitoring and enabling greater managerial control, as highlighted by Davies (2009) Lucey (2005) further emphasizes that IS improves administration, communication, and coordination both within organizations and with external stakeholders Notably, the Fenix (E) system's ARM module generates reports that provide valuable information to support decision-making for top management at RTAF Headquarters.

While organizational impacts can be positive, they can also lead to negative consequences Information systems (IS) may cause frustration among employees due to system errors and users' lack of familiarity with new technologies.

In 2006, users exhibited resistance to change; however, this challenge is manageable for the Fenix (E) System The project team benefits from strong administration and management practices, complemented by the high standards of the COTS software package.

According to Davies (2009), information systems can reduce social interaction among operational levels; however, this research does not address this issue because the Fenix (E) System has primarily been implemented in Wing 7 of the RTAF, affecting only a limited group rather than the entire organization.

Summary

The implementation of Management Information Systems (MIS) is a complex endeavor that encompasses both technical and managerial challenges This study aims to identify and discuss the key challenges, success factors, and organizational impacts associated with MIS implementation The summary in this chapter will highlight the most significant findings from the analysis, rather than covering every aspect in detail.

The analysis of "MIS implementation challenges" reveals that personnel issues are the most significant obstacles in the implementation process, with findings predominantly focusing on human factors rather than technical aspects In contrast, technical system issues are relatively minor, attributed to the high standards and quality of vendors Furthermore, the key factors for "MIS implementation success" emphasize the importance of teamwork and the capabilities of the project team Additionally, the analysis of "Organisational impacts" highlights that the primary concerns of MIS implementation relate to its effects on business processes and their subsequent consequences.

The analysis of the research framework model reveals that the implementation of Management Information Systems (MIS) significantly impacts organizations Key factors such as leadership, organizational environment, management processes, personnel, and technical issues play crucial roles in the MIS implementation process While technical system issues can facilitate this process, certain aspects of these issues may hinder it Consequently, the model has been adjusted to reflect these findings, as illustrated in Figure 5.1.

Figure 5.1 Modified Research Framework Model (source: constructed by the author, 2012)

This study aimed to identify key issues related to both the challenges and successes of Management Information System (MIS) implementation It outlined the implementation process by detailing each stage and the associated activities A significant finding was the categorization of problematic issues into five main areas affecting the introduction of new MIS within organizations Furthermore, the research highlighted essential success factors that contribute to effective MIS implementation Additionally, it examined the effects and consequences that arise from implementing MIS.

The author identified several challenges in the implementation of Management Information Systems (MIS), which were organized into a framework derived from a literature review comprising five key categories The first category addresses leadership challenges, such as insufficient individual and top management support, along with organizational characteristics The second category pertains to management process issues, including a lack of strategic planning and absence of written procedures or guidelines The third category highlights challenges related to the organizational environment, encompassing internal and external policy issues, particularly concerning security and confidentiality, as well as the need for external consultants The fourth category focuses on technical system issues, notably the lack of system integration Finally, the fifth category deals with personnel challenges, which include the management of training and education processes, inadequate staffing, and resistance to change among employees.

Successful implementation of Management Information Systems (MIS) hinges on several critical factors First, effective coordination and cooperation among project teams are essential Additionally, team members must possess the right skills and demonstrate efficiency in their roles Strategic planning is also crucial for guiding the project towards its objectives Finally, an intensive testing and evaluation phase is necessary to verify the system's accuracy, availability, and overall readiness for deployment.

The implementation of Management Information Systems (MIS) significantly affects an organization and its business processes, leading to changes in organizational structure and operational routines This transformation necessitates the development of individual skills and knowledge to effectively utilize the information system Consequently, end users must undergo training and education to ensure efficient and effective system usage Additionally, the level of resistance to change among users largely depends on the management of the system and the change process itself.

This chapter discusses key trends identified in the study, focusing on the challenges, success factors, and organizational impacts related to the implementation of Management Information Systems (MIS) Additionally, it highlights valuable lessons learned from the implementation of the Fenix System, providing further insights into the research findings.

Implementing COTS (Commercial Off-The-Shelf) products can pose challenges as they may not align perfectly with an organization’s business processes, necessitating adaptations to fit the software The project team should prioritize using the Maintenix business process instead of modifying applications to meet organizational needs Initial user requirements can complicate system development, underscoring the importance of thorough business analysis In the case of the Fenix (E) System, time constraints and a lack of understanding of the RTAF business process hindered progress, highlighting the need for operational personnel to be involved from the start A well-planned IT environment, encompassing development, testing, and production, is crucial for achieving project objectives Additionally, a focused testing phase with limited personnel is essential to manage diverse requirements effectively The system baseline is critical for the Fenix System, but multiple versions can complicate administration; thus, the project team must grasp baseline development and not solely rely on vendors.

The success of the Fenix System implementation heavily relies on the project team, as highlighted in this study Consistency in team membership is crucial; introducing new members can significantly delay knowledge acquisition Effective knowledge management is essential for Information Systems (IS) implementation, although it requires considerable time investment Additionally, the education and training process plays a vital role in this implementation, encompassing various aspects such as documentation, personnel, and strategic planning.

In order to ensure the efficiency and effectiveness of the system, the end user should test the system as much as possible

The implementation of the Fenix System at the RTAF presents significant organizational impacts, both direct and indirect, on its business processes While this study focuses solely on the RTAF without examining other supply chain actors, it highlights the potential for closer relationships with suppliers, such as FMV, facilitated by information systems Additionally, the importance of in-house knowledge and expertise is emphasized, as RTAF's internal capabilities constitute a small portion of the Fenix (E) Project Consequently, as the agreement with the vendor approaches its conclusion, the RTAF may face challenges and critical questions regarding future operations.

The RTAF faces significant challenges in developing and maintaining its systems, particularly regarding integration with existing frameworks Additionally, the need for system upgrades is crucial, as each aircraft system requires specific adaptations to ensure optimal performance.

To enhance information availability and readiness for top management and operational levels, the Royal Thai Air Force (RTAF) must integrate its various information systems for seamless data exchange Implementing a unified aviation management information system, such as the Fenix System, across all RTAF units involved in aircraft operations will significantly improve airworthiness and safety This cohesive approach will also provide greater visibility in managing aviation assets throughout their operational lifecycle.

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Recorded facts events, transactions, or figures (Lucey, 2005; Kroenke, 2007)

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Appendix 2 – Interview Guide

The following questions have been used for in-depth interviews with the respondents

-Your current position, tasks, responsibilities, etc.?

-Before implementing Fenix System, did you have experience with other information systems? How long have you had experience working with this area?

-Do you have some problems/challenges in implementation process? And what problems/challenges have you been faced with?

-Can you describe the management information system (MIS) or information system (IS) implementation stage/process? And from your perspective, which stage is the most important?

-What are the reasons for changing a new information system (IS) in your organisation? -Did you have some problems when using the new information system (IS)?

-What do you think about “MIS implementation is used to facilitate organisation process; however, it makes change and conflicts within the organisational culture”?

-In the implementation process, which challenges do you think are the most problematic (for example training process, rapidly changing technology, resistance to change, etc.)

- When MIS is implemented, how about the project outcome? In addition, what do you expect from this new information system?

-Could you explain the IT strategy or MIS strategy in your organisation? (Long-/short- term)

Success Factors (SFs)/Success Key Issues

-What success factors do you see as necessary for a successful MIS implementation? , Why?

-What effects and consequences have you faced by implementing a new information system, regarding business processes/organisation?

- What barriers do you think will affect improving the MIS implementation process?

- Do you have any desirable future improvements and functions in the system?