Drawing on case study material, this paper explores the politics of career and resources competition that is a medium and outcome of IT investment strategies and system development priorities. This is achieved by examining the manner in which different managers and operating divisions in the case study organization perceive and pursue distinct IT priorities. This they do by involving particular constructions of 'markets,' 'technology,' and 'organization.' The paper argues that the difficulties encountered around the development of IT systems in the case study company are symptomatic of tensions which are a condition and consequence of struggles over resource allocation and career advancement within management. These activities necessarily generate considerable political activity which has potentially painful consequences for actors tied into power/identity relations in the modern organization. (Reprinted by permission of the publisher.)