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Introduction. This paper investigates the power operation in information system development processes. Because key actors in different departments possess different professional knowledge, their diverse contexts lead to some employees supporting the information system, while others resist it. This study uses the perspectives of technological frames theory and Chinese power game theory to explore this problem.
Method. Qualitative data were collected from a port authority in Taiwan. Interviews were carried out with a total of twenty-five persons in five departments of the authority and five customer organizations.
Analysis. Qualitative, interpretative analysis was carried out on the interview records by three analysts using four technological frames: motivation adoption, strategies and goals relating to the quay management information system (referred to internally as the DHS-IS) and control of the system's functions.
Results. Key actors employed Chinese cultural perspectives to affect information systems and achieve self-interest.
Conclusions. The results demonstrate the significance in information system development of Chinese cultural perspectives and power relationships.
