Author List: Goodhue, Dale L.; Wybo, Michael D.; Kirsch, Laurle J.;
MIS Quarterly, 1992, Volume 16, Issue 3, Page 293-311.
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 organizations.
Keywords: data integration; flexibility; implementation costs; interdependence; Organization-wide information systems
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#165 0.185 uncertainty contingency integration environmental theory data fit key using model flexibility perspective environment perspectives high conditions processing examine issue uncertain
#227 0.096 commitment need practitioners studies potential role consider difficult models result importance influence researchers established conduct investigated establishing appear clearly determining
#151 0.089 costs cost switching reduce transaction increase benefits time economic production transactions savings reduction impact services reduced affect expected optimal associated
#63 0.079 mis problems article systems management edp managers organizations ;br> data survey application examines need experiences recent organization reports departments oriented
#170 0.072 information processing needs based lead make exchange situation examined ownership analytical improved situations changes informational examine developed receive perceptions facilitates
#180 0.071 multiple elements process environments complex integrated interdependencies design different developing integration order approach dialogue framework capabilities settings building focus distinct
#219 0.068 response responses different survey questions results research activities respond benefits certain leads two-stage interactions study address respondents question directly categories
#17 0.062 empirical model relationships causal framework theoretical construct results models terms paper relationship based argue proposed literature issues assumptions provide suggest