THE RELATIONSHIP BETWEEN ORGANIZATIONAL CULTURE AND THE DEPLOYMENT OF SYSTEMS DEVELOPMENT METHODOLOGIES.

Author List: Iivari, Juhani; Huisman, Magda;
MIS Quarterly, 2007, Volume 31, Issue 1, Page 35-58.
This exploratory study analyzes the relationship between organizational culture and the deployment of systems development methodologies. Organizational culture is interpreted in terms of the competing values model and deployment as perceptions of the support, use, and impact of systems development methodologies. The results show that the deployment of methodologies by IS developers is primarily associated with a hierarchical culture that is oriented toward security, order, and routinization. IT managers' critical attitudes of the deployment of methodologies in organizations with a strong rational culture (focusing on productivity, efficiency, and goal achievement) is also worth noting. Based on its empirical findings, the paper proposes a theoretical model to explain the impact of organizational culture on the deployment of systems development methodologies.
Keywords: Systems development; software engineering; systems development methodology; organizational culture; competing values model; information systems developers; information technology managers
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#293 0.303 values culture relationship paper proposes mixed responsiveness revealed specific considers deployment results fragmentation simultaneously challenges explain attribute building indicated obtain
#294 0.238 development systems methodology methodologies information framework approach approaches paper analysis use presented applied assumptions based proposed described examines basis proposes
#1 0.152 organizational organizations effectiveness factors managers model associated context characteristics variables paper relationships level attention environmental technological based maturity organization's relationship
#93 0.126 performance results study impact research influence effects data higher efficiency effect significantly findings impacts empirical significant suggest outcomes better positive
#282 0.075 power perspective process study rational political perspectives politics theoretical longitudinal case social rationality formation construction shows multiple instead understanding fact