How effective are GIS in practice? A case study of British local government

Abstract

GIS have received increasing attention in recent years, particularly in local government. Despite the claims in the literature about the potential of the technology, to date there is still little information on the impact GIS applications are having on the organizations in which they are being implemented. With these considerations in mind this paper presents an evaluation of the findings of twelve case studies which were undertaken in a variety of British local government contexts during 1991 and 1992. The evaluation of the findings of the case studies is divided into two parts. The first part indicates the limited impact GIS has had on the local authorities investigated even after at least two years experience. Given these findings the second part seeks to identify the issues which appear to be responsible for inhibiting the effective implementation of GIS in British local government. Overall it is suggested that some organizational cultures are inherently receptive and able to sustain the development of innovations such as GIS. However, whilst very few organizations are inherently innovative it was possible to identify four factors which appeared to enhance the chances of success. These are simple applications producing information which is fundamental to the work of potential users, user directed implementation involving the participation of all the stakeholders in the project, an awareness of the limitations of the organization with respect to the range of available resources, and a high degree of stability with respect to the general organizational environment, or alternatively an ability to cope with change. As a result the evaluation indicates that if GIS are to be effectively implemented much greater consideration must be given to the impact of organizational issues.