This research aimed to capture learning about the management of large-scale IT
projects focusing on organisational issues associated with working in collaborative
networks. This learning was captured through interpretivist research utilising
semi-structured interviews, document collection, participant observation and template
analysis. The context was a complex inter-organisational IT project in the UK public
sector – the Teespath pathology IT project. The analysis led to the development of a
causal loop model using a Critical Success Factors (CSF) as a further development of
previous research studies (Somers and Nelson, 2001; Akkermans and Van Helden,
2002).