Showing papers in "Management Information Systems Quarterly in 1992"

Perceived usefulness, ease of use, and usage of information technology: a replication

Abstract: This paper presents the findings of two studies that replicate previous work by Fred Davis on the subject of perceived usefulness, ease of use, and usage of information technology. The two studies focus on evaluating the psychometric properties of the ease of use and usefulness scales, while examining the relationship between ease of use, usefulness, and system usage. Study 1 provides a strong assessment of the convergent validity of the two scales by examining heterogeneous user groups dealing with heterogeneous implementations of messaging technology. In addition, because one might expect users to share similar perspectives about voice and electronic mail, the study also represents a strong test of discriminant validity. In this study a total of 118 respondents from 10 different organizations were surveyed for their attitudes toward two messaging technologies: voice and electronic mail.

A social process model of user-analyst relationships

Abstract: The development of an information system is a social process involving users and systems analysts, carried out in an organizational setting. This paper presents a process model of useranalyst relationships to guide research into the social dynamics of system development. The model identifies antecedent conditions, encounters, episodes, and outcomes over the course of a project. The model asserts that established relationships between analysts and users will persist unless critical encounters change the trajectory of the project. By conceiving of systems development as a series of encounters and episodes, researchers may identify critical encounters and study the connections between preceding events and their consequences. Practitioners may use the model to diagnose problems and to enact critical encounters that move a project in a different direction. The descriptive and predictive capacities of the process model are illustrated with two case studies.

Threats to Information Systems: Today's Reality, Yesterday's Understanding

Abstract: Information systems ecutfy remains high on the list of key issues facing information systems exo ecutives. Traditional concerns range from forced entry into computer and storage rooms to destruction by fire, earthquake, flood, and hurricane. Recent attention focuses on protecting information systems and data from accidental or intentional unauthorized access, disclosure, modification, or destruction. The consequences of these events can range from degraded or disrupted service to customers to corporate failure. This article reports on a study investigating MIS executives" concern about a variety of threats. A relatively new threat, computer viruses, was found to be a particular concern. The results highlight a gap between the use of modern technology and the understanding of the security implications inherent in its use. Many of responding information systems managers have migrated their organizations into the highly interconnected environment of modern technology but continue to view threats from a perspective of a pre-connectivity era. They expose their firms to unfamiliar risks of which they are unaware, refuse to acknowledge, or are often poorly equipped to manage.

The impact of data integration on the costs and benefits of information systems

Abstract: For many organizations, the ability to make coordinated, organization-wide responses to today's business problems is thwarted by the lack of data integration or commonly defined data elements and codes across different information systems. Though many researchers and practitioners have implicitly assumed that data integration always results in net benefits to an organization, this article questions that view. Based on theories of organizational information processing, a model of the impact of data integration is developed that includes gains in organization-wide coordination and organization-wide decision making, as well as losses in local autonomy and flexibility, and changes in system design and implementation costs. The importance of each of these impacts is defended by theoretical arguments and illustrated by case examples. This model suggests that the benefits of data integration will outweigh costs only under certain situations, and probably not for all the data the organization uses. Therefore, MIS researchers and practitioners should consider the need for better conceptualization and methods for implementing "partial integration" in organization.

A synthesis of research on requirements analysis and knowledge acquisition techniques

Abstract: Requirements analysis (RA) involves end users and systems analysts interacting in an effort to recognize and specify the data and information needed to develop an information system. In the design of expert systems, a similar process of eliciting information, in this case human knowledge, has been studied under the banner of knowledge acquisition (KA). When examined closely, many entities and processes involved in RA and KA are almost identical. However, researchers in each area are seemingly unaware of the developments in the other area. In order to facilitate a merged awareness of both research streams, this article compares representative RA and KA techniques, which are grouped, according to elicitation mode, on three dimensions: communication obstacles, a technique's focus of control, and the nature of the understanding gained from using the technique. This comparison demonstrates that these two research streams have many things in common and that researchers in one area can benefit from developments in the other area. Additionally, this analysis leads to several suggested research areas: (1) rigorous examinations of these techniques as they are used to overcome communication obstacles and to enrich understanding; (2) investigations into the seeming match between certain elicitation types and problem domain categories; (3) examinations into synergetic effects of elicitation techniques; (4) development of more techniques for eliciting information requirements to serve emerging needs; and (5) comparisons of the relative advantage of generalized versus specialized elicitation techniques.

Revisiting DSS implementation research: a meta-analysis of the literature and suggestions for researchers

Abstract: Information systems are becoming increasingly critical to the daily operations and success of many firms. This, combined with the rising investments in design and development of these systems, make implementation a high priority research topic. Although information systems implementation has been a topic of interest to researchers over the past two decades, the extent to which the existing body of research reflects substantial and cumulative development is not entirely clear.The objective of this study is to conduct a rigorous and quantitative review of the empirical DSS implementation literature as a basis for providing guidelines for implementation management and conduct of future research. Meta-analysis of 144 findings from3 3 studies indicates that user-situational variables (involvement, training and experience) are more important than psychological factors to DSS implementation success and that user-situational variables can improve the implementation success by as much as 30 percent. Furthermore, the meta-analytic findings regarding the methodological characteristics of studies provide useful insights for the design of future research studies of implementation. The findings also allow us to put into perspective the incremental contribution of additional substantive and empirical studies in this area. Additionally, several specific domains (e.g., construct validation research on user involvement and causal modeling) might profit most form future research efforts.

The use of information in decision making: an experimental investigation of the impact of computer-based decision aids

Abstract: The traditional assumption in the decision support systems (DSS) literature is that if decision makers are provided with expanded processing capabilities they will use them to analyze problems in more depth and, as a result, make better decisions Empirical studies investigating the relationship between DSS and decision quality have not borne this out The explanation for such outcomes could be found in behavioral decision-making theories The literature on behavioral decision making indicates that the conservation of effort may be more important than increased decision quality in some cases If ths is so, then the use of a decision aid may result in effort savings but not improved decision performance The two experiments reported here use verbal protocol analysis to compare the extent of information use by unaided decision makers and users of a decision aid designed to support preferential choice problems The results of the two studies indicate that subjects with a decision aid did not use more information than those without one Overall, subjects behaved as if effort minimization was an important consideration For DSS researchers these studies indicate that to understand the DSS-decision quality relationship, it is necessary to consider the decision maker's tradeoff between improving decision quality and conserving effort For DSS designers these results imply a need to focus on the moderating role that effort will play in determining DSS effectiveness

Understanding the CEO/CIO relationship

Abstract: The need for top management involvement in the exploitation of information technology (IT) is a recurring theme of information management. Previous research has suggested that this involvement is linked, with a two-way relationship between CEO and CIO. This paper reports on a n exploratory research study that set out to identify the determinants of a successful two-way relationship. CEOs and CIOs were interviewed in-depth in 14 large organizations based in the United Kingdom. This paper describes an explanatory framework that links the quality of the CEO/CIO relationship to identified attributes of each of the parties, and of their host organization. Successful relationships seem to be linked to a shared vision of the role of IT as an agent of transformation. The CIOs in these successful relationships may have extensive IT backgrounds, but they are accepted into the top management team and are seen to contribute beyond their functional responsibilities.

The use of decision criteria in selecting information systems/technology investments

Abstract: In a competitive environment, selecting and effectively pursuing the right information systems/technology (IST) investments can be a key factor in sustaining corporate viability and prosperity. This study examines the criteria used by 80 organizations in allocating strategic IST resources. Senior executives were asked to indicate which of 15 criteria they use in deciding among competing projects. They also identified how frequently the criteria are used and ranked them by importance. The results indicate that criteria such as the support of explicit business objectives and response to competitive systems are now important in selecting IST investments. Although financial criteria are used by most organizations, the extent of analysis and application appears to leave room for improvement.

New information systems leaders: a changing role in a changing world

Abstract: It is widely argued that the information systems (IS) leadership function has undergone fundamental changes over the past decade TO better understand the changes, this study compares the backgrounds, responsibilities, reporting relationships, and power of newly appointed IS executives (who had been in their position for two years or less) with established IS executives (who had been in their position for five years or more) The study found that approximately half of the new IS executives were external hires, whereas almost all of the established IS executives were promoted from within the company More than two-thirds of the new IS executives had more than five years' experience managing a non-IS function within the past 15 years Established IS executives had spent the majority of their career within the IS function The activities receiving the most attention from new IS executives were information technology (IT) strategic planning and control, IT architecture management and standards development, and human resource management For established IS executives, the activities receiving the most attention were IT architecture management and standards development, human resource management, and operations An increasing number of new IS executives reported directly to the CEO, and almost half were members of the senior management/strategic policy committee These findings have several important implications First, the senior IS executive must be able to bring a broader business perspective to the position Current senior IS executives who have not broadened their own knowledge, skills, and experiences in business strategy, management, and operations should immediately develop a personal career development program to gain these valuable perspectives Second, senior IS executives should implement career development strategies within their own organizations that ensure that IS professionals have the opportunity to acquire the business management experience necessary to advance to higher IS management levels Third, graduate and executive programs designed to prepare future IS managers and leaders must provide both a business and IT perspective throughout the curriculum

Examining the feasibility of a case-based reasoning model for software effort estimation

Abstract: Existing algorithmic models fail to produce accurate software development effort estimates. To address this problem, a case.based reasoning model, called Estor, was developed based on the verbal protocols of a human expert solving a set of estimation problems. Estor was then presented with 15 software effort estimation tasks. The estimates of Estor were compared to those of the expert as well as those of the function point and COCOMO estimations of the projects. The estimates generated by the human expert and Estor were more accurate and consistent than those of the function point and COCOMO methods. In fact, Estor was nearly as accurate and consistent as the expert. These results sug.

Executive or functional manager?: The nature of the CIO's job

Abstract: The role of the chief information officer (CIO)_ continues to be the subject of much discussion and speculation. Is this just a new name for the MIS manager, or is there truly a new and significantly different function? How has the role of the information systems manager evolved with the changing needs of business? How does the CIO bridge the gap between the organization's strategy and its use of information technology?According to much of the prescriptive literature, bridging this gap is the CIO's definitive function. This article addresses these questions by studying five successful CIOs in five divergent industries. The CIOs were studied using the structured observation methodology employed by Mintzberg in his study of CEOs and by Ives and Olson in their study of MIS managers. The findings suggest that the CIO operates as an executive rather than a functional manager. He or she is an active participant in strategy planning and acts as a bridge between the information technology group, the functional areas, and external entities. This study provides a view of how these difficult tasks are accomplished on a day-to-day basis: through scheduled meetings, interaction outside the information technology unit, a skilled reading of situations, and a strategic focus. Factors affecting the CIO's participation in strategy planning meetings include whether he or she has formal are source allocation authority and their level of peer acceptance. Lessons learned from this research pertain to the delegation of day-to-day tasks, expenditure authority, avoiding adversarial relationships, liaison activities, careful use of language, being perceived as a user of information technology, and the need for quiet time.

Factors affecting software developers' performance: an integrated approach

Abstract: Software developers' performance has a direct impact on software development productivity. An understanding of the factors that affect this performance could help determine where to concentrate management efforts (and related financial resources) form a practical standpoint, and where to focus research efforts form an academic perspective. To gain further insight into these factors, this study extends prior research by integrating elements from expectancy theory, goal-setting theory, and organizational behavior specific to the software development process. The research results provide new insights regarding the relative importance of how expectancy theory, goal-setting theory, and individual characteristics affect the perceived performance of software development professionals. These preliminary findings indicate that goal-setting theory may have complex implications for software development performance. Goal difficulty has a negative relationship to performance but a positive relationship to effort. Because of this off-setting effect, the degree of goal difficulty has a relatively small overall effect on performance. Goal clarity also has a relatively small effect on performance. Individual ability has the strongest direct effect on perceived performance, more than twice as strong as the effects o work effort, personality dimensions, and perceived characteristics of the task. High achievement needs were directly related to both effort and perceived performance, whereas self-esteem and locus of control have a direct relationship to perceived performance.

Organizational experiences and career success of MIS professionals and managers: an examination of race differences

Abstract: The role that race plays in influencing the work experiences and career outcomes of MIS personnel has been neglected in the MIS human resource management literature to date, despite the significant demographic changes in the work force projected by the year 2000 and beyond. Thus, the need to understand and eliminate any barriers to advancement for various subgroups is essential if employers are to continue attracting the most qualified employees. This study examines relationships among race, organizational experiences, job performance evaluation, and career outcomes of black and white MIS employees in a large multi-national telecommunications company. Direct and indirect effects of race on job performance evaluations and career outcomes (i.e., advancement prospects, career satisfaction, and organizational commitment) are examined. Compared to white MIS employees, black MIS employees reported less job discretion, less career support, and lower levels of met expectations. In addition, blacks received lower job performance ratings and were less satisfied with their careers than whites. Among other things, it is recommended that organizations be sensitive to and work to prevent the disparate treatment of black and white employees in all areas of the company, especially by supervisors, which negatively affects black employees' opportunities for promotion and advancement and the quality of their experiences on the job. Employers cannot assume automatically that black and white employees, or other subgroups, have the same experiences on the job or that their perceptions of their experiences are the same. Suggestions for additional research are offered and human resource management implications are identified.

Ethical standards for information systems professionals: a case for united code

Abstract: Professionals have adopted ethical codes and codes of conduct. Physicians, lawyers, and engineers have moral responsibilities to know to whom they are responsible. Professionals in the information systems field need similar guidance. Unfortunately, multiple professional standards in the field are offered by individual organizations. Many of the precepts in these codes are similar, but some are not. This article presents the principles of five codes: three U.S. codes, the Canadian code, and the British code. After an examination of their similarities and differences, it is proposed that we (1) resolve the differences and (2) adopt a single, coherent, international code of ethics for the information systems community.

The application of electronic meeting technology to support strategic management

Abstract: Strategic management is often performed by groups of managers By improving the communication process of such groups, strategic management might be enhanced This paper investigates the application of electronic meeting systems (EMS) technology to support strategic management Eight cases involving five organizations using an EMS facility are examined to: (1) determine how organizational groups use EMS for strategic management, (2) assess the overall effectiveness and efficiency of the EMS approach to strategic management, and (3) assess the capability of an EMS to address a variety of group process and communication issues in an organizational context The findings indicate that EMS technology can address a number of the theoretical and practical concerns associated with strategic management meetings involving large heterogeneous groups of managers Implications for the design of EMS to support strategic management are discussed, and opportunities for future research are identified

Toward a better understanding of information technology organization: a comparative case study

Abstract: The role of information technology (IT) has changed from being merely a tool for processing transactions to a weapon that can affect an organization's competitive position. Because of this change, previous organizational structures for IT groups ma no longer be adequate. Organizational theorists have shown that the appropriate structure is influenced by the organization's external environment and strategy. The study contributes toward a better understanding of IT organization by exploring the relationship between the organizational structure of IT groups and the effectiveness of IT support in two companies with similar IT environments. Specifically, the study uses: (1) qualitative analysis to examine IT organizational structure in two very similar companies; (2) quantitative analysis to determine which company has more effective IT support; and (3) an expert panel to identify those difference sin IT organizational structure that appear to facilitate effective IT support. Several propositions from these findings are presented and discussed.

On generalizing the concept of hypertext

Abstract: Hypertext has quickly become an established paradigm in the design of information systems. The success of products in the software market, evident benefits as reported by users, and the flowering of related research activity all attest to the significance and staying power of hypertext-rich information systems. Although standard hypertext has a number of unquestioned benefits, the concept also has a number of well-known problems and limitations. This article reviews the main problems and limitations of basic (standard) hypertext that constrain the use of hypertext in practical applications. Further, this article presents and discusses our "generalization" of the basic hypertext concept, which we call generalized hypertext. These generalizations encompass, among other things, automatic creation of hypertext elements. Generalized hypertext promises to be more powerful than standard hypertext as well as less expensive to implement and maintain. To illustrate these concepts, we describe the implementation of a decision support system currently in use by the U.S. Coast Guard.

The influence of the information systems development approach on maintenance

Abstract: This is an exploratory field study that examines the influence of selected system development methodologies on maintenance time. A number of factors related to the early stages of information systems development and to information systems maintenance were investigated: development methodology, maintenance time and its allocation, number of users, their understanding and involvement, system documentation, software quality, system characteristics, project controllability, system size and age, organization of the maintenance function, use of tools, ability of personnel, stability of organization, and others. The survey findings do not support the proposition that the application of modern information systems development methodology decreases maintenance time. However, some benefits are identified. Time spent on emergency error correction, as well as the number of system failures, decreased significantly with the application of modern methodology. Systems developed with modern methodologies seem to facilitate making greater changes in functionality as the systems age.

Managing telecommunications by steering committee

Abstract: The increasing need for integration and the rapid growth of online systems have made telecommbnications a vital part of management i formation systems (MIS). In search of competitive advantage, organizations make significant in. vestments in telecomunications. Telecommunications management is becoming a top priority of information systems executives. The MIS fiterature suggests that steering committees are effective means of managing information systems. However, there is no information on how steering committees impact the management of the telecommunications function. Drawing on organizational theory and MIS literature, a framework is presented that relates firm size and telecommunications teering committees to planning practices and organizational recognition and support. Using a survey of 137 organizations, this framework is examined. The results of this exploratory research suggest that use of a telecommunications steering committee is associated An earlier version of this adicle was presented at the DSI National Conference in Miami, Florida, November 1991.

Empowerment: key to IS world-class quality

Abstract: Total customer satisfaction is the pre-eminent goal in Coring Incorporated's Information Services Division (ISD). ISD's total quality management approach, characterized by a work system that embodies significant empowerment through self-managing teams, is providing to be a powerful means of delivering outstanding service that customers value, especially in a competitive services-for-sale business environment. Teams influence how ISD does business, fundamentally changing the way work is organized and how service is delivered. Teams have substantially improved customer satisfaction, service, and productivity, while staff skills have been enhanced and costs reduced. This article describes these results and then discusses the approach for developing and sustaining the new work system as well as the key factors that led to its success.

Problems and issues in the management of international data communications networks: the experiences of American companies

Abstract: The trend toward global competition is increasing the importance of international data communications networks. Indeed, many executives believe such networks are critical to their company's future success. The challenge for these companies is to successfully establish and manage a global network to facilitate the transfer of data across international borders. Prior to this study, however, little was known about the problems involved with developing a global network or about the factors contributing to their success. A survey of American companies indicates that the major problems encountered with global networks are technical in nature, related primarily to the quality of foreign telephone network services. These technical problems, however, are exacerbated by politically imposed constraints that are strict firms' options for managing their global network. Respondents also express concern about the lack of adequate top management to support to deal with the problems involved in running a global network. The study also finds that both management policies and firm characteristics that affect the successful operation of a global transfer are more satisfied with their networks than are firms that d not have such a help center. In addition, firms that use their networks to exchange data with outside parties (e.g., customers or suppliers0 are also more satisfied with their networks than are firms that only exchange data internally.

The organizational interface: a method for supporting end users of packaged software

Abstract: The growth of end-user computing and the trend toward the use of packaged software have focused greater attention on issues related to user support. A varied user population is requiring more tailored support, yet vendor-supplied software with a generic interface is increasingly being used. Four case studies illustrate ways in which organizational forms of support can enhance or overcome the limitations of the software interface. A framework called the organizational interface incorporates these organizational mechanisms by integrating the computer-human interaction (CHI), management information systems (MIS), and end-user computing (EUC) approaches to user support. This framework can be used in the design of end-user systems developed with packaged software and for retrofitting outdated user interfaces for an end-user computing environment. The organizational interface provides IS and end-user managers with a means to consider alternative methods of providing support for systems based on purchased software with fixed user interfaces.

The PRISM system: a key to organizational effectiveness at Federal Express Corporation

Abstract: This paper examines a new type of information system rarely described in the MIS literature, probably because very few such systems exist today. The system, which we have labeled as an organizational effectiveness system (OSE), is designed to ensure the health and well-being of an organization in an increasingly complex and turbulent world. Its purpose and net effect are to allow the organization to be flexible and responsive. PRISM, a system developed at Federal Express Corporation, is an imitable example of such a system. As an advanced multi-technology system, it includes core personnel functions, expanded personnel and organizational functions, and extensive external interface features. The PRISM system permits significant and constant interactions with all managers and all employees. This paper describes PRISM in considerable detail as well as its impact and benefits. Bye extrapolating from the Federal Express experience, critical success factors are derived for the development and implementation of organizational effectiveness systems in other organizations.