What Really Matters: An Empirical Study on the Relative Importance of the CIO and the Maturity of the IS Organization in Producing Effective IS Performance

How do IS leader effectiveness and IS organizational maturity impact IS unit effectiveness? Drawing on existing CIO capabilities literature, IS organizational maturity literature and IS effectiveness literature, this paper proposes to gather and analyze survey data to compare the capabilities of the CIO with the IS unit’s organizational maturity to empirically determine which more influences IS effectiveness. The role of CIO in creating IS unit organizational maturity will also be tested

Centralization and Decentralization Decisions: Multiple Contingencies for IT Governance in the Public Sector

There is often a tension in organizations between the centralization and decentralization of IT governance, as demonstrated by Sambamurthy and Zmud’s (1999) landmark paper on IT governance and contingencies. Allocation of decision rights over IT resources and capabilities is a complex governance decision, with results that vary considerably over organizations. In this paper, we conduct a conceptual replication of the well-established Centralized-Decentralized-Federal classification scheme for IT governance. Using data from the National Association of State CIOs and the Center for Digital Government, we empirically validate the three original underlying IT governance components of IT infrastructure management, IT use management and project management. We next apply a configurational approach to assess the level of centralization/decentralization of IT governance and to link them to states\u27 digital performance. Finally, we test the original theoretically derived IT governance constructs against the empirically derived ones to confirm existing and find emergent IT governance forms and their links with high and low performance. The results support the existing research but identify additional contingencies regarding the different domains of the studies (public versus private sector) and the evolution of IT architecture since the original study that have led to greater centralization over time

Ricard Trio

Kemp Recital Hall Tuesday Evening November 14, 2000 8:00p.m

Student Recital: Timothy Swenson, Horn; Julian Dawson, Piano; Greg Kunde, Tenor; May 5, 1977

Hayden AuditoriumThursday EveningMay 5, 19778:30 p.m

A Knowledge-centric Examination of Signaling and Screening Activities in the Negotiation for Information Systems Consulting Services

In many professional exchanges, information asymmetry is bilateral, which means that both parties hold information that the other party lacks and, as a result, both parties have the means to be opportunistic. To counter this asymmetry, both parties signal and screen information as they negotiate a consulting engagement. In this paper, we report on how a professional service provider and recipient typically use signaling and screening. The findings highlight that both parties signal and screen and withhold information and that the extent of project knowledge (tacit or explicit) affects how they do so. Tacit knowledge-centric projects have more signaling and screening events than explicit knowledge-centric projects but many of these signals actually increase the amount of information asymmetry

Senior Recital: Rodger Burnett, Horn; Julian Dawson, Piano; Maggie Mooha, Piano; Greg Kunde, Tenor; May 2, 1976

Centennial East Recital HallSunday EveningMay 2, 19768:30 p.m