G
Gary Klein
Researcher at University of Colorado Colorado Springs
Publications - 219
Citations - 8236
Gary Klein is an academic researcher from University of Colorado Colorado Springs. The author has contributed to research in topics: Information system & Project management. The author has an hindex of 47, co-authored 210 publications receiving 7581 citations. Previous affiliations of Gary Klein include College of Business Administration & Australian National University.
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Measuring information systems service quality: SERVQUAL from the other side
TL;DR: Empirical evidence collected from information system professionals demonstrated a structure similar to previously published studies with adequate reliability, convergent validity, and discriminant validity for the SERVQUAL instrument.
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User resistance and strategies for promoting acceptance across system types
TL;DR: The results of a study investigating the link between resistance reasons and system types and assessing managerial perceptions of the relative importance of various strategies for promoting acceptance in the context of those types suggest that decision support systems and transaction processing systems are resisted for different reasons.
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An exploration of the relationship between software development process maturity and project performance
TL;DR: Not each level of maturity demonstrated observable benefits, indicating that greater caution is needed in the planning and implementation of the activities, and performance of projects in relation to the activities at these various levels of maturity.
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Supervisor support and career anchor impact on the career satisfaction of the entry-level information systems professional
James J. Jiang,Gary Klein +1 more
TL;DR: The data analysis indicates that IS professionals find more satisfaction with their career when supervisor support is prominent and an adequate range of opportunities that satisfy career desires exist within the organization.
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Software development risks to project effectiveness
James J. Jiang,Gary Klein +1 more
TL;DR: The results of a survey of 86 project managers indicate common aspects of project effectiveness are generally under control, but are most effected by lack of expertise on the project team, and lack of clear role definition and conflicts on the team are also elevated risks.