MANAGING THE USER RELATIONSHIP IM INFORMATION SYSTEMS DEVELOPMENT PROJECTS: A TRANSACTION GOVERNANCE APPROACH

This paper compares the effectiveness of two mechanisms for governing the relationship between an information systems development team and the new system\u27s users. This relationship is traditionally governed using phased commitments and user involvement. Drawing on the organizational economics literature, the paper proposes a new view in which a project is characterized as a transaction, or an exchange, between IS and the users. Two alternatives for governing this exchange, one based on explicit, classical contracting and the other relying more on implicit, social contracting, are hypothesized to be differentially effective in governing exchanges of low or high difficulty, respectively. The model is explored in a field study at a single site and found to be supported, indicating that more rigorous tests of the model are warranted

THE INFORMATION TECHNOLOGY INTERACTION MODEL: A CORE MODEL FOR THE MBA CORE COURSE

This paper presents a teaching model we have used successfully in the MBA core course in Information Systems at several universities. The model is referred to as the "Information Technology Interaction Model" because it maintains that the consequences of information systems in organizations follow largely from the interaction of the technology with the organization and its environment. The model serves a number of pedagogical purposes: to integrate the various course components, to provide a formal foundation for the course content, to foster practical analytical skills, and to provide a framework for case discussions and student projects. Moreover, the model is intended to acquaint students with the dynamics of information systems in organizations and to help them recognize the benefits, dangers, and limitations of these systems. The paper includes a discussion and examples of how the model can be used for proactive and reactive analyses, and it concludes with an assessment of the model's effectiveness in the core course.Information Systems Working Papers Serie

THE INFORMATION TECHNOLOGY INTERACTION MODEL: A CORE MODEL FOR THE MBA CORE COURSE

This paper presents a teaching model we have used successfully in the MBA core course in Information Systems at several universities. The model is referred to as the "Information Technology Interaction Model" because it maintains that the consequences of information systems in organizations follow largely from the interaction of the technology with the organization and its environment. The model serves a number of pedagogical purposes: to integrate the various course components, to provide a formal foundation for the course content, to foster practical analytical skills, and to provide a framework for case discussions and student projects. Moreover, the model is intended to acquaint students with the dynamics of information systems in organizations and to help them recognize the benefits, dangers, and limitations of these systems. The paper includes a discussion and examples of how the model can be used for proactive and reactive analyses, and it concludes with an assessment of the model's effectiveness in the core course.Information Systems Working Papers Serie

Reinventing the IS organization : evolution and revolution in it management practices

HD28 .M414 no.3657-94, Management information systems, Information technology, Information resources management,

Generating value from infrastructure investments : an examination of client-server teams

HD28 .M414 no.3674-, 94,

Developing long-term competitiveness through information technology assets

HD28 .M414 no.3878-95,

Reinventing the IS Organization: Evolution and Revolution in IT Management Practices

Competitive environments and sophisticated technologies are presenting IS executives with new opportunities and pressures, encouraging many to consider new IS management practices. This paper describes a study of fifty executives ' new management practices and the reasons they were implemented. The findings suggest that IS executives are most concerned with delivering business value, but they believe that delivering business value requires attention to five other concerns: the technical infrastructure, the staff infrastructure, productivity, cycle time, and partnership. Executives are making both evolutionary and revolutionary changes in their management practices as they attempt to address multiple objectives simultaneously. The executives ' concerns are summarized in a proposed model of IT management that demonstrates the complex interrelationships between objectives and practices