Mediators Between Conflict Resolution and ISD Program Performance

Program teams can greatly facilitate the successful implementation of client ISD programs. We examined the effects of conflict resolution on ISD program performance. A total of 88 responses from IS program managers from 35 IS offshore outsourcing vendors were solicited, obtained, and analyzed. The results indicated that conflict resolution can enhance the level of communication, mutual support and effort among IS program members. The results further suggested that program performance was improved by increasing communication, promoting mutual supportiveness among program members and augmenting effort towards each other’s projects. Directions for management practice and future research are discussed

Information technology and the first-line manager\u27s dilemma: Lessons from an ethnographic study

This interpretive grounded theory study describes and analyses major power issues in a Scandinavian inter-organisational IS project which spanned four organisations, two suppliers, one national organisation and a research organisation. The paper explores different dimensions of power that emerged during the project – sources of power, power as resistance, reasons for the power struggle, and power as exercised, We conclude that, while power issues in ISD projects are by no means a new phenomenon, these power issues were exacerbated in this IOIS project due to the project governance structures necessary to coordinate several organisations.

Towards unfolding CRM implementation challenges in Pakistan: A case study

This interpretive grounded theory study describes and analyses major power issues in a Scandinavian inter-organisational IS project which spanned four organisations, two suppliers, one national organisation and a research organisation. The paper explores different dimensions of power that emerged during the project – sources of power, power as resistance, reasons for the power struggle, and power as exercised, We conclude that, while power issues in ISD projects are by no means a new phenomenon, these power issues were exacerbated in this IOIS project due to the project governance structures necessary to coordinate several organisation

Direct and Mediating Influences of User-Developer Perception Gaps in Requirements Understanding on User Participation

User participation is considered an effective way to conduct requirements engineering, but user-developer perception gaps in requirements understanding occur frequently. Since user participation in practice is not as active as we expect and the requirements perception gap has been recognized as a risk that negatively affects projects, exploring whether user-developer perception gaps in requirements understanding will hinder user participation is worthwhile. This will help develop a greater comprehension of the intertwined relationship between user participation and perception gap, a topic that has not yet been extensively examined. This study investigates the direct and mediating influences of user-developer requirements perception gaps on user participation by integrating requirements uncertainty and top management support. Survey data collected from 140 subjects were examined and analyzed using structural equation modeling. The results indicate that perception gaps have a direct negative effect on user participation and negate completely the positive effect of top management support on user participation. Additionally, perception gaps do not have a mediating effect between requirements uncertainty and user participation because requirements uncertainty does not significantly and directly affect user participation, but requirements uncertainty indirectly influences user participation due to its significant direct effect on perception gaps. The theoretical and practical implications are discussed, and limitations and possible future research areas are identified

The Impact of Emotional Labor and Conflict-Management Style on Work Exhaustion of Information Technology Professionals

Work exhaustion of information technology (IT) professionals is a serious concern. This study offers a unique perspective on IT professional work exhaustion by drawing on two theoretical domains: emotional labor and conflict management. Emotional labor theory is concerned with employee’s display of emotion in the workplace while conflict management theory addresses one’s preferred style when conflict arises. This study identifies links between the ways in which one responds to conflict situations and the way in which one monitors and controls emotional displays. The experience of conflict tends to generate negative emotions while display rules govern appropriate emotional demeanors in the workplace. The findings suggest that the perception of display rules influences conflict management styles. Furthermore, conflict management styles influence the use of strategies of deep acting and surface acting which have differential relationships with work exhaustion

A systematic review on the relationship between user involvement and system success

© 2014 Elsevier B.V. All rights reserved. Context: For more than four decades it has been intuitively accepted that user involvement (UI) during system development lifecycle leads to system success. However when the researchers have evaluated the user involvement and system success (UI-SS) relationship empirically, the results were not always positive. Objective: Our objective was to explore the UI-SS relationship by synthesizing the results of all the studies that have empirically investigated this complex phenomenon. Method: We performed a Systematic Literature Review (SLR) following the steps provided in the guidelines of Evidence Based Software Engineering. From the resulting studies we extracted data to answer our 9 research questions related to the UI-SS relationship, identification of users, perspectives of UI, benefits, problems and challenges of UI, degree and level of UI, relevance of stages of software development lifecycle (SDLC) and the research method employed on the UI-SS relationship. Results: Our systematic review resulted in selecting 87 empirical studies published during the period 1980-2012. Among 87 studies reviewed, 52 reported that UI positively contributes to system success, 12 suggested a negative contribution and 23 were uncertain. The UI-SS relationship is neither direct nor binary, and there are various confounding factors that play their role. The identification of users, their degree/level of involvement, stage of SDLC for UI, and choice of research method have been claimed to have impact on the UI-SS relationship. However, there is not sufficient empirical evidence available to support these claims. Conclusion: Our results have revealed that UI does contribute positively to system success. But it is a double edged sword and if not managed carefully it may cause more problems than benefits. Based on the analysis of 87 studies, we were able to identify factors for effective management of UI alluding to the causes for inconsistency in the results of published literature

An evaluation of the development of a cash management system.

Thesis (MBA)-University of Natal, 2003.Information systems and information technologies are the fastest growing industries in developed and developing countries. However, " ... studies repeatedly point out that 30 to 45% of systems projects fail prior to completion. Over half of all systems projects overrun their budget and schedules by up to 200% or more" (Lientz & Rea, 1999). The objectives of the research was: • To determine best practices for developing an information system. Regardless of what information system it is, there are certain practices that will be applicable to all information systems. • To evaluate the development of an information system in a financial institution, and • To establish ways to improve the development of information systems. The study was conducted amongst the project team that developed the information system and the users ofthe system. The findings of the study indicated that problems were experienced during all phases of the SDLC. It was evident that the incorrect procedures in the initial phases of the SDLC, caused problems throughout the entire development process. Implementing the recommendations proposed would enable the project team to successfully implement an information system that meets the user requirements