Researchers and managers are beginning to realize that the full advantages of information technologies are not likely to be realized unless both the information technology and the organizational context are adapted during implementation. This highlights the importance of understanding and managing the relationship between information technology and organizational change. This study takes a new look at an old concept: information system utilization. A theoretical framework grounded in the punctuated equilibrium model contends that the mutual adaptation of commercial software packages and organizational processes follows a discontinuous change pattern where stable periods of utilization are occasionally disturbed by internal and external change triggers. Qualitative data gathered from interviews with software vendor personnel and a representative sample of users provide preliminary support for the existence of utilization equilibrium states. The evidence suggests that, when significant changes occur in the appropriation of technology, the users, or the organization context, the existing equilibrium state is disturbed. Following a temporary transition state characterized by redefinition of the technology and/or its context, the changes are incorporated into altered work processes, and a new equilibrium state develops. Various factors associated with the creation, maintenance, and disruption of equilibrium states are identified. Managers and users can enhance and prolong the useful life of software packages by paying careful attention to implementation efforts that heavily influence initial utilization equilibrium, identifying periods of equilibrium and transition, and managing the internal and external change triggers that influence transitions between equilibrium states.
This study compares and contrasts the findings of recent information systems (IS) management studies in ten nations or regions as well as one U.S. multinational study. It examines the key concerns of IS executives in these areas, focusing on identifying and explaining regional similarities and differences. Internationally, there are substantial differences in key issues. Possible reasons for these differences cultural, economic development, political/legal environment, and technological status are discussed. The analysis suggests that national culture and economic development can explain differences in key issues. The paper concludes with a revised framework for key issues studies that will more readily support comparison across time and nations.
Over the past 15 years, the Society for Information Management (SIM) has periodically surveyed its members to determine the most critical issues in IS management. Again in 1994-95, SIM institutional and board members were asked to consider what they felt were the most critical issues facing IS executives over the next three to five years. Signaling an evolutionary shift in IS management, this study shows that business relationship issues have declined in importance compared to technology infrastructure issues. For IS executives and general managers, the key issue framework suggests some general directions for emphasis and provides a coarse measure for benchmarking their own concerns against those of their peers. The results of this study also impact educational missions in teaching and research to the extent that they need to be sensitive to the views of practicing IS executives.
Judging by the wealth of problems reported in the literature, information systems (IS) and general managers are not sure bow to manage the introduction of new information technology. One step toward providing sound management guidelines is to improve understanding of the social forces which affect the introduction and diffusion process within organizations. This research takes a step toward that goal by examining the validity of innovation diffusion theory within the context of end-user computing. The research involved a field study and historical analysis of the diffusion of spreadsheet software in organizations. To assist in controlling exogenous factors, only finance and accounting departments were studied. Over 500 professionals in 24 business units from 18 large businesses in manufacturing and services participated in the research. Findings supported hypotheses that earlier adopters of spreadsheet software were younger, more highly educated, more attuned to mass media, more involved in interpersonal communication, and more likely to be opinion leaders. Also supported was the hypothesized sigmoidal distribution of adoption over time. Application of the theory was not supported in all areas, however, suggesting that information technology diffusion is different from other diffusion phenomena. Contrary to theory, interpersonal channels of communication were dominant in all phases of adoption decision making. And contrary to their hypothesized role as change agent, IS departments played a minor role in the diffusion process. This was consistent with the observed user-led nature of the phenomenon. Implications for research and practice are discussed.
The results from a five-part Delphi survey of chief IS executives and corporate general managers indicate the most critical information systems management issues and consensus on their importance. The research project is the second in a series of such studies conducted by the Society for Information Management and the MIS Research Center at the University of Minnesota. The research confirmed the expected in some areas and revealed surprises in other areas. While strategic planning continued to top all issues in importance, many changes have occurred since 1983. Three new issues have joined the top ten issues in importance. Also, the rank order of several issues in the top ten has shifted. Survey results are discussed in terms of the differing views of IS executives and corporate general managers. A review of how these views have changed over time is also presented. A number of conclusions are drawn about managing information systems and about the changing nature of the IS executive's job.