Autonomy, Procedural Justice, and Information Systems Planning Effectiveness in Multinational Firms

Job characteristics and procedural justice theories offer an avenue through which to better understand information systems planning effectiveness in multinational firms. The first theory suggests that greater autonomy leads to greater perceptions of fair treatment, and the second suggests that perceptions of fair treatment lead to greater commitment and performance. A postal survey of 131 chief information officers of U.S. subsidiaries of multinational firms collected data to test hypotheses based on the theory. Data analysis revealed that autonomy for IS planning significantly predicted feelings of procedural justice, and procedural justice predicted IS planning with greater effectiveness. These findings not only lend support to the theories but, more importantly, also suggest that parent managers consider delegating greater planning autonomy to the managers of their foreign subsidiaries

Information Systems Planning Autonomy in U.S.-Based Subsidiaries of Foreign Firms

Globally competing firms are increasingly dependent on information systems (IS) for managing and monitoring their international businesses. To utilize IS effectively, the need for IS planning is critical. This research-in-progress examines IS planning autonomy in U.S.-based subsidiaries of foreign (based outside the U.S.) firms and organizational variables that might influence this autonomy. It aims to determine if IS planning autonomy is a predictor of effective IS planning for these firms

The Effect of Emerging IT Groups on Coping with Rapid IT Change

Rapid IT change increases the complexity of IT management. In response, many organizations dedicate a group of IT professionals to evaluate emerging IT. A survey was sent to a nationwide sample of 1,000 IT organizations asking whether or not they had such a group, and how they coped with rapid IT change. Two hundred forty-six respondents provided data. The data revealed five categories of coping, Education and Training, New Procedures, Vendor Support, Consultant Support, and Endurance. Organizations with and without a group differed significantly on all but Endurance. These findings provide a basis for future research as well as a practical understanding of how IT managers cope with changing IT