La dynamique de transformation de la direction des systèmes d’information

Les directions des systèmes d’information (DSI) se sont considérablement transformées depuis leur apparition dans les organisations. Pourtant, peu de chercheurs ont tenté de mieux comprendre le processus de transformation des DSI. Cet article a donc pour objectif d’explorer la question suivante : comment et pourquoi les DSI se transforment-elles au sein des organisations ? Afin d’étudier cette question, nous avons développé un cadre concep- tuel d’analyse construit autour d’une typologie des DSI qui s’appuie également sur la théorie des équilibres ponctués. Deux études de cas ont été menées dans des entreprises provenant de secteurs d’affaires différents. Nos résultats suggèrent que les DSI se transforment en réaction à des forces secondaires qui les poussent vers le changement, mais uniquement lorsque ces forces secondaires agissent sur elles par l’intermédiaire de trois forces primaires, soient : 1) la vision de l’organisation quant au potentiel des outils technologiques, 2) la participation du chef de l’information (CI) à la prise de décision stratégique et 3) le niveau de connaissance en systèmes d’information des membres de la haute direction. Lorsque les forces secondaires n’affectent pas les forces primaires, une DSI conserve son profil idéal existant. Cette étude vient combler un vide important dans la littérature en systèmes d’information en proposant une théorie explicative de la dynamique de transformation de la DSI dans les organisations

Understanding the Transformation of the IT Function in Organizations

Many IT researchers have tried to describe the IT function and to explain its transformation over time. Nevertheless, we observed that existing characterizations are often based on a single dimension, attached to historical periods or built into a normative discourse that calls for an ideal profile. We do not subscribe to these premises, seeing that there might be a series of distinct archetypes for the IT function, and that each archetype may adapt and evolve in response to organizational and environmental parameters. Based on a literature review, we propose a typology of the roles of IT functions, within archetypes that are defined according to four dimensions: the IT function’s main activities, the skills of IT professionals, the interface between the IT function and the organization’s business units, and the IT function’s governance. Next, using the theory of punctuated equilibria as a foundation, we will apply the proposed typology to investigate the process by which IT functions evolve over time. From a methodological standpoint, we will first conduct a series of interviews with IT executives to validate the proposed typology. Second, we will conduct a longitudinal case study in the healthcare sector to explain how and why an IT function transforms over time and discover forces that foster stasis or inspire change. Ultimately, our study will provide a new conceptual and theoretical perspective on the role and transformation of IT functions in organizations

A Hybrid Tracking System of Human Resources: A Case Study in a Canadian University

Radio Frequency Identification (RFID), including Real-Time Location Systems (RTLS) and Global Positioning Systems (GPS), are technologies that have evolved considerably in the past few years. They have the potential to provide a means by which organizations can follow employees in real time. However, this permanent surveillance may have unexpected impacts on employees as well as on the organization itself. We followed the systems development research process to build a hybrid RFID-GPS system that allowed for the real-time location of human resources both indoors and outdoors. We tested this system in the security service of a Canadian university and explored its impacts on the workgroup and its employees. Our findings suggest that this kind of system can work in a real-world context, and that it has distinct impacts on the individual and the organization of a type not usually observed with more traditional information systems

La dynamique de transformation de la direction des systèmes d’information

IT functions have changed considerably since they first appeared in organizations, but few researchers have tried to develop a better understanding of how they were transformed. The goal of this article is to explore the question: How and why do IT functions in organizations transform? To this end, we developed a conceptual framework built around a typology of the IT function and based on the theory of punctuated equilibrium. Two case studies were conducted in companies from different industries. Our results suggest that IT functions are transformed in response to various forces, designated as secondary forces, that push IT functions toward change, but only when these secondary forces are influencing the primary forces. These primary forces are: 1) the organization’s vision of the potential of technological tools, 2) the CIO’s participation in strategic decision-making, and 3) the level of knowledge of information systems among members of the management team. When these secondary forces have no effect on the primary forces, the IT function continues to be described by the same ideal profile. This study fills a gap in the literature on information systems by proposing a rich, yet parsimonious theoretical explanation of the transformation dynamic experienced by IT functions in organizations.Les directions des systèmes d’information (DSI) se sont considérablement transformées depuis leur apparition dans les organisations. Pourtant, peu de chercheurs ont tenté de mieux comprendre le processus de transformation des DSI. Cet article a donc pour objectif d’explorer la question suivante: comment et pourquoi les DSI se transforment-elles au sein des organisations? Afin d’étudier cette question, nous avons développé un cadre conceptuel d’analyse construit autour d’une typologie des DSI qui s’appuie également sur la théorie des équilibres ponctués. Deux études de cas ont été menées dans des entreprises provenant de secteurs d’affaires différents. Nos résultats suggèrent que les DSI se transforment en réaction à des forces secondaires qui les poussent vers le changement, mais uniquement lorsque ces forces secondaires agissent sur elles par l’intermédiaire de trois forces primaires, soient: 1) la vision de l’organisation quant au potentiel des outils technologiques, 2) la participation du chef de l’information (CI) à la prise de décision stratégique et 3) le niveau de connaissance en systèmes d’information des membres de la haute direction. Lorsque les forces secondaires n’affectent pas les forces primaires, une DSI conserve son profil idéal existant. Cette étude vient combler un vide important dans la littérature en systèmes d’information en proposant une théorie explicative de la dynamique de transformation de la DSI dans les organisations

Toward a New Theory of the Contribution of the IT Function in Organizations

Because changes in organizations and information technology environments are enduring, the alignment of the IT function with business objectives must not only be understood, but constantly renewed and adjusted. This is amply reflected in recent surveys of CIOs, which consistently suggest that the notion of alignment is a top challenge and management priority. Many CIOs face a double challenge when addressing the issue of alignment: they must first clarify top management’s expectations and assumptions about IT, which may be contradictory, and then understand their implications for how the IT department should be managed (i.e., translate the function’s strategic mission into an IT management model that adds value to the organization). The characterization of the IT function has constituted a central and growing subject of research in the information systems field. Although the extant literature has much to teach us, knowledge in this area is nevertheless fragmented and has not been properly integrated. In response to these limitations, this study proposes and tests a new theory of the contribution of the IT function. Specifically, our objective is to offer an explanation of the contribution of the IT function in organizations with a typology of ideal profiles. A field study was conducted in 24 large Canadian companies in order to validate a set of research propositions. Our results first suggest that there are five distinct “ideal” IT management profiles in organizations and each of these profiles tends to focus on specific sources of value. Next, we observed that IT functions that are close to the ideal of any given profile seem to be outperforming those with hybrid profiles. Finally, our findings provide a compelling explanation as to how ideal IT management profiles are adopted in organizations. The article concludes with a discussion of the theoretical and practical implications of the proposed theory

IT Management Model and IT Performance in Hospitals: A Configurational View

This study aims to understand how the IT function manages the hospital’s IT resources and capabilities to enable its clinical, managerial and administrative processes, and to identify the IT management configurations (IT management model, strategic role of IT, organizational context) that allow hospitals to achieve high levels of IT performance. Drawing on data from a survey of 72 Canadian hospitals, we performed a fuzzy set qualitative comparative analysis (fsQCA) on different aspects the IT function’s management configurations. The configurational analysis identified three distinct IT management configurations that were equally associated to high levels of IT performance and three other configurations that were equally associated to low or average levels of IT performance. By taking a configurational approach, we were able to demonstrate that there exist a number of IT management models that hospital CIOs can adopt to achieve high organizational IT performance

Conceptualizing the quality of manager and data analyst relationship in a business intelligence context

Investments in business intelligence and analytics (BI&A) are now at the heart of the decision-making tools used to improve the competitiveness of organizations. However, past literature showed that the lack of trust and collaboration between the manager and the data analyst leads to several conflicts in work teams and prevents the decision maker from having access to the right information, the BI tools developed are underutilized and do not meet the needs of the users, and the delays and costs of carrying out BI projects are increasingly high (Evans, 2004; Luftman & al., 2015; Palonka & Begovic, 2016; Van den Hooff & Winter, 2011). Therefore, the set of strategies implemented in organizations to bring business and IT personnel together need to be rethought. This research aims to propose a new conceptualization the construct of the quality of relationship between manager and data analyst in a BI&A context