A study of information systems issues, practices, and leadership in Europe

2019 | European Journal of Information Systems | Citations: 25

Authors: Kappelman, Leon; Johnson, Vess; Torres, Russell; Maurer, Chris; McLean, Ephraim

Abstract: In the summer of 2017, an online survey was administered to European IT executiv ... Expand

Abstract: In the summer of 2017, an online survey was administered to European IT executives, asking them about their concerns, spending, investments, cloud usage, security, workforce, reporting relationships, and other issues of importance. A total of 276 organisations responded. Their topfive most important IT management concerns were: Alignment, Digital Transformation, Cybersecurity, Cost, and Business Agility. Similarly, their top-five largest IT investments were: Analytics, Software Development, Cloud, Cybersecurity, and ERP. Collapse

Topics: IT workforce Chief Information Officer cloud computing IT investment IT manager

Methods: survey

The Successful Implementation of Customer Relationship Management (CRM) System Projects

2011 | ACM SIGMIS Database | Citations: 0

Authors: Saeed, Khawaja A.; Grover, Varun; Kettinger, William J.; Guha, Subo

Abstract: We draw on information systems (IS) implementation, business process reengineeri ... Expand

Abstract: We draw on information systems (IS) implementation, business process reengineering, and relationship management research to identify specific interventions that contribute to successful implementation of Customer Relationship Management (CRM) system projects. These interventions are examined across multiple cases, which depict varying levels of performance outcomes. The analysis not only confirms the important role of top management found in early studies on IS implementation and information integration, but provides a more granular assessment of these executive level interventions. The study also shines light on the role of CRM system characteristics and cooperative cross-functional and inter-organizational relationships in facilitating successful implementation of CRM systems. Researchers and managers need to consider these interventions in the context of information systems that not only impact multiple functional units but also external business partners. The results of the study provide managers with insights into areas where they can successfully intervene to manage the behavioral aspects of CRM system projects, make effective resource allocation decisions, and better plan for system functionality and structural issues. The propositions derived from the data will provide scholars with impetus for further research in clarifying the formula for successful CRM system implementation. Collapse

Topics: customer relationship management system IT project systems implementation IS implementation success information system use

Methods: qualitative interview case study literature study triangulation survey

A socio-cognitive interpretation of the potential effects of downsizing on software quality performance

2010 | Information Systems Journal | Citations: 0

Authors: Ambrose, Paul J.; Chiravuri, Ananth

Abstract: Organizational downsizing research indicates that downsizing does not always rea ... Expand

Abstract: Organizational downsizing research indicates that downsizing does not always realize its strategic intent and may, in fact, have a detrimental impact on organizational performance. In this paper, we extend the notion that downsizing negatively impacts performance and argue that organizational downsizing can potentially be detrimental to software quality performance. Using social cognitive theory (SCT), we primarily interpret the negative impacts of downsizing on software quality performance by arguing that downsizing results in a realignment of social networks (environmental factors), thereby affecting the self-efficacy and outcome expectations of a software professional (personal factors), which, in turn, affect software quality performance (outcome of behaviour undertaken). We synthesize relevant literature from the software quality, SCT and downsizing research streams and develop a conceptual model. Two major impacts of downsizing are hypothesized in the conceptual model. First, downsizing destroys formal and informal social networks in organizations, which, in turn, negatively impacts software developers' self-efficacy and outcome expectations through their antecedents, with consequent negative impacts on software development process efficiency and software product quality, the two major components of software quality performance. Second, downsizing negatively affects antecedents of software development process efficiency, namely top management leadership, management infrastructure sophistication, process management efficacy and stakeholder participation with consequent negative impacts on software quality performance. This theoretically grounded discourse can help demonstrate how organizational downsizing can potentially impact software quality performance through key intervening constructs. We also discuss how downsizing and other intervening constructs can be managed to mitigate the negative impacts of downsizing on software quality performance. Collapse

Topics: IS downsizing IT workforce system quality self efficacy system development method

Methods: conceptual modelling partial least squares regression survey synthesis theory development

Theories: social cognitive theory

Editorial

2010 | Information Systems Journal | Citations: 0

Authors: Avison, David; Fitzgerald, Guy; Powell, Philip

Abstract: ... Expand

Abstract: Collapse

Topics: IS downsizing enterprise resource planning virtual teamwork IT workforce social presence

Methods: survey case study

The impact of emerging practices on IS specialists: perceptions, attitudes and role changes in Hong Kong

2001 | Information & Management | Citations: 6

Authors: Martinsons, Maris G; Cheung, Catherine

Abstract: The recent literature has addressed many financial and managerial aspects of dow ... Expand

Abstract: The recent literature has addressed many financial and managerial aspects of downsizing, end-user computing, outsourcing, re-engineering, and CASE-based applications development. In contrast, little is known about how the IS community perceives and is affected by these emerging practices. A recent study examined the perceptions and attitudes of IS specialists in Hong Kong, London and New York City. This article reports on the survey results from Hong Kong, where staff members of IS departments expressed serious concerns about emerging IT management practices as well as their changing roles and responsibilities. Few IS specialists foresaw the rise of systems integrators/coordinators or favoured changes away from the traditional IS career path. These attitudes were related to perceptions of skill set inadequacy, limited training and self-development opportunities, and reluctance to serve as change agents. Both gender and work experience significantly affected perceptions as well as attitudes. The implications for both IS and human resource management are considered while specific areas for further research are identified. Collapse

Topics: IT job IS management IS downsizing outsourcing systems analysis

Methods: survey paired t-test F-test one-way ANOVA parametric test

Entrepreneur Or Intermediary: The Nature of the Relationship Manager's Job

1995 | International Conference on Information Systems | Citations: 10

Authors: Iacono, C Suzanne; Subramani, Mani; Henderson, John

Abstract: A new liaison role between Information Systems (IS) and users, the relationship ... Expand

Abstract: A new liaison role between Information Systems (IS) and users, the relationship manager (RM), has recently emerged. Accolding to the prescriptive literature, RMs add value by deep understanding of the businesses they serve and technologyleadership. Uttle is known, however, about their actual work practices. Is the RM an intermediary, filtering information and sometimes misinformation, from clients to IS, or do they play more pivotal roles as entrepreneurs and change agents? This article addresses these questions by studying four RMs in four different industries. The RMs were studied using the structured observation methodology employed by Mintzberg (CEOs), Ives and Olson (MIS managers), and Stephens et at. (CIOs), l'he findings suggest that while RMs spend less time communicating with users than one would expect, they are leaders, often mavericks, in the entrepreneurial work practices necessary to build partnerships with clients and to make the IS infrastructure more responsive to client needs. Collapse

Topics: electronic mail data center system support information technology infrastructure IT workforce

Methods: non participant observation quantitative observational study

Alignment of the IS Function with the Enterprise: Toward a Model of Antecedents

1994 | Management Information Systems Quarterly | Citations: 60

Authors: Brown, Carol; Magill, Sharon

Abstract: Identifying the best way to organize the IS functions within an interprise has ... Expand

Abstract: Identifying the best way to organize the IS functions within an interprise has been a critical IS management issue since the mid-1980s. Yet to date, MIS researchers have offered little empirical evidence on which to base guidelines for the practitioner. This study seeks to explain a firm's IS organization design decision for a decentralized, centralized, or "hybrid" locus of responsibility from an expanded set of environmental overall organizational, and IS-specific antecedents as well as a larger concept of organizational alignment. Potential antecedents (drivers or enablers) are selected from prior contingency research and the IS literature; other variables emerge from the data collection. Data collected via on-site interviews from IS and general managers in six multi-divisional firms, paired by industry, confirm that centralized, decentralized, and hybrid IS structures exist--but often not in "pure" form--and that industry type is not a strong predictor. Data was also collected via survey form to capture ratings of importance for drivers (for enablers) for a recent IS design change in each firm. Based on both qualitative and quantitative data, four configurations are discussed: patterns of antecedents that are associated with (1) highly centralized or (2) highly decentralized IS structures; and patterns of antecedents that explain a firm's choice to (3) decentralize or (4) recentralize systems development and application planning functions in particular. A mode/based on these configurations is then proposed, The article concludes with implications for researchers and practitioners. Collapse

Topics: IT alignment systems development strategic management information system use IT manager

Methods: qualitative interview survey personal interview survey design mixed method

Theories: gestalt principles of perception contingency theory organizational theory