The enigma of evaluation: benefits,costs and risks of IT in Australian small–medium-sized enterprises

The evaluation of information technology (IT) is fraught with misconception and there is a lack of understanding of appropriate IT evaluation methods and techniques. The benefits, costs and risks of IT need to be identified, managed, and controlled if businesses are to derive value from their investments. This paper presents findings from an exploratory study that used a questionnaire survey to determine the benefits, costs and risks of IT investments from 130 small-to-medium-sized enterprises (SMEs) in Australia. The analysis revealed that organizations from different industry sectors significantly differ in the amount they invest in IT but that firm size (in terms of turnover and number of employees) does not influence IT investment levels. Second, strategic benefits vary across different industry sectors. Third, the way employees adapt to change as a result of IT implementation depends on the size of the organization. Based upon the findings, a series of benchmark metrics for benefits, costs, and risks of IT are presented. It is posited that these can serve as a reference point for initiating a quality evaluation cycle in which benchmarking forms an integral component of the strategic process.     

Information technology customer aggression: The importance of an organizational climate of support

Information technology personnel are often ill prepared to react in a positive fashion to the aggressive communications from their customers, the users. Being able to regulate the emotions spiked by aggressive customer behavior is important to the long term health and retention of IT employees. Surface acting responses, the ability to display false emotions to mask strong emotions, is common, but not better for the long term health of the individual or organization. Deep acting responses, where emotional responses are modified to encourage expected behavior, are the better response and can be promoted with an organizational climate of support. A model derived from emotion response theory demonstrates these relationships hold for IT employees, who tend to be more introverted than most employees and often react differently to aggressive communication from customers. The model is verified with a sample of IT employees in Taiwan companies. Organizations should provide a climate of support for IT personnel and train them on how to respond appropriately to customer aggression through emotion regulation strategies in a direction that promotes better relationships.     

Risk Assessment for Dummies

Undertaking a complete risk assessment of the information held within an organization is not trivial, particularly if compliance to a standard such as ISO 17799 is sought. For some companies, particularly in the small-to-medium enterprise (SME) range, there may be no appropriately skilled employees and the costs of hiring a consultant may be see as prohibitive. Yet the risks to which these companies are exposed are just as real and potentially destructive as those faced by larger organizations. This dilemma can be solved by applying an off-the-shelf cost effective product that will enable anyone, irrespective of any security knowledge, to identify and address the risks and vulnerabilities     

Successfully Hiring and Retaining it Personnel

Despite the current shortage of qualified IT professionals, a midwestern consulting agency more than tripled its number of employees. the hiring practices of the agency are credited for their ability to attract and retain talent. These practices successfully manage technology, candidates' qualifications, competitive pay, openness about the culture of the firm, and candidates' expectations.     

Bodyshopping versus offshoring among Indian software and information technology firms

Investigations of offshore outsourcing of information systems have presented little evidence on developing country software and information technology (IT) industries. This study probes how Indian software and IT suppliers trade off work in India versus bodyshopping of employees. Worldwide clients view these practices as full offshoring versus on-shore temporary hiring from an Indian firm, but these practices are probed from suppliers’ perspective. Suppliers’ characteristics are theorized to affect their use of bodyshopping versus in-India work. A Reserve Bank of India survey of every Indian software and IT firm elicited suppliers’ use of bodyshopping to serve clients abroad. Consistent with theoretical rationales, suppliers that were larger, incorporated, public, and owned foreign subsidiaries most frequently provided bodyshopping among their international services. Bodyshopping was used frequently for IT purchasing and systems maintenance and infrequently for business process applications, and was infrequent to nations where bodyshopped labor costs were high. The evidence expands knowledge of the vibrant entrepreneurial IT industry in India and how it serves client firms abroad.     

The motivation of information technology consultants: The struggle with social dimensions and identity

Increasingly, customer companies hire external information technology (IT) consultants, often on a special project basis. These consultants are employees of professional service firms, although they receive their assignments from the hiring companies, report to them, and are supervised by them. Using semistructured interviews with 12 IT consultants in Sweden, we examine the factors that influence their work motivation, including the effect of this dual allegiance—to the service firm and to the customer company. The data indicate that the primary motivators are the variety in tasks and the opportunity to influence and/or manage an entire project. Neither monetary incentives nor the consultancy firm norms are strong motivators. A factor that affects work behavior and motivation is the subordinate identity that IT consultants must assume with their powerful clients. The article concludes with practical suggestions for managers who seek to understand what motivates employees who work at a distance, under external control. © 2011 Wiley Periodicals, Inc.     

Policies and procedures to manage employee Internet abuse

Industry analysts estimate that billions of dollars in lost revenue were attributed to employee Internet abuse. Trends also suggest that lost job productivity and corporate liability have emerged as new workplace concerns due to growth of new online technologies and mobile computing. Such employee Internet misuse creates new management dilemmas on how to respond to incidences of such misuse as well poses network security risks and drains on network bandwidth. Within an organization, it is imperative to ensure that employees are using computing resources effectively and appropriately. Utilizing the previous literature in the field, this paper proposed a revised framework to manage employee Internet abuse. The former model proposed did not account for new digital media and recommended screening applicants for Internet addiction, using more of a clinical test than a job performance test. This new model describes both prevention and intervention methods to address incidents of online misuse in the workplace and refocuses hiring decisions into post-employment training. It also examines the new hiring concerns with the new iGeneration of college graduates and it examines how organizations should best utilize acceptable Internet use policies with clear methods of Internet monitoring to enforce that workers are complying with company policies. This paper also talks about the potential benefits of rehabilitation approaches to manage employees who abuse instead of terminating them to decrease job turnover and improve job retention. Implications for current management practices are also discussed.     

Why to gamify performance management? Consequences of user engagement in gamification

Gamification offers one of the most promising solutions for information technology (IT) managers to innovate performance management systems. Yet, evidence on its benefits is limited, and IT managers are left without a clear guidance on why to implement it. To solve the problem, this article shows the benefits of gamification for overall job performance and the intermediating mechanisms through which it exercises its advantageous effects. It is theorized that employees’ engagement in gamification favorably alters their cognitions, transferring their effect onto employee attitudes and behaviors in the workplace. First, user engagement in gamification alters cognitions about the performance management system, making employees perceive justice, which, in turn, affects their satisfaction with the performance system. Second, user engagement in gamification alters cognitions about the job, influencing the perceptions of job stressors that affect job satisfaction. Third, user engagement in gamification alters cognitions about the organization, making employees perceive organizational support, which translates into higher organizational commitment. The improved cognitions then transfer their beneficial effect onto overall job performance as justice is found to exercise a mediating effect. The findings from 268 employees in a human resource service organization support the hypotheses and provide concrete evidence for the benefits of gamification in performance management.     

Escaping ‘localisms’ in IT sourcing: tracing changes in institutional logics in an Italian firm

Organizations are limited in their choices by the institutional environment in which they operate. This is particularly true for IT sourcing decisions that go beyond cost considerations and are constrained by traditions, geographical location, and social networks. This article investigates how a company can disentangle itself from the constraints of the institutional environment. We do so drawing on a longitudinal case study of an Italian SME active in the steel industry that successfully changed its institutionally sound, but increasingly inefficient, IT sourcing practice. Our main result suggests that by attending steadily to institutional logics, organizations can become selective in how the institutional environment influences them and act more purposefully in their decisions. In particular, through the creation of companywide IT management competencies and targeted hiring practices, organizations can strike a balance between the different institutional logics guiding IT sourcing decisions and eventually shift from the dominant logic of localism to a logic of market efficiency. This change does not depend from a choice but rather builds on a process through which IT management competences are slowly integrated in the organization.     

Career anchors and disturbances in job turnover decisions – A case study of IT professionals in Taiwan

Previous models of turnover by IT professionals consider job satisfaction as a key indicator. One common model considers whether an organization matches the internal anchors of IT employees to provisions in the work place. This pattern is often broken by other considerations that disturb the relationship between job satisfaction and intent to seek employment elsewhere. Such disturbances present a problem in planning and are not globally considered in research models. A qualitative study of ten cases yields new insight into the disturbances that break the pattern leading to a more general model of turnover.     

Alignment within the software development unit: Assessing structural and relational dimensions between developers and testers

Just as business-IT alignment has received significant focus as a strategic concern in the IS literature, it is also important to consider internal alignment between the diverse subunits within the IT organization. This study investigates alignment between developers and testers in software development to understand alignment within the IT unit. Prior evidence of tension between these sub-groups (and others as well) suggests that all is not necessarily well within the IT organization. Misalignment within the IT unit can certainly make it difficult for the IT unit to add strategic value to the organization. This study is an important initial step in investigating IT subunit alignment which can inform future research focusing on the alignment of other IT subunits such as architecture, operations, and customer-support. Using theoretical concepts from strategic business-IT alignment, we test a research model through a survey of professional software developers and testers. Results suggest that relational but not structural dimensions influence IT subunit alignment.     

Learning demand and job autonomy of IT personnel: Impact on turnover intention

Information technology jobs require a significant amount of learning to maintain currency and perform expected activities, more so than in many other professions. The sheer volume of learning can increase work exhaustion, with a negative effect on turnover. However, jobs can be designed to provide a large amount of autonomy over pace and process in the hands of the IT employee. According to job demand and control models, the ability of an employee to pace oneself and make task decisions can lessen negative impacts. From another perspective, IT employees differ in their desires to learn as part of personal and career growth. Thus, negative effects of learning demand should be lessened by the IT employee’s motivation to learn, and motivation is a crucial antecedent in turnover models. A model based on the job demand-control model establishes and tests these relationships and finds them to hold in a sample of 306 IT employees. Work exhaustion is reduced by instilling job autonomy in the presence of learning demands and motivation, which then lessens turnover intentions of the IT workers.     

The consequences of information technology acceptance on subsequent individual performance

As more information technology (IT) is deployed in organizations, it is important to understand its impact on individual performance and organizational productivity. Most past research has concentrated on identifying determinants of computer acceptance. This may be inadequate in determining the value and return on investment due to IT. Organizations are able to deploy IT more effectively if the consequences of its acceptance are obviously valuable. This study seeks to investigate the implications and consequences of IT acceptance by examining the relationships between IT acceptance and its impact on the individual user. The research model involves three components: user satisfaction, system usage, and individual impact. It is hypothesized that user satisfaction and system usage affect individual impact and that usage partially mediates the effect of satisfaction on individual impact.A comprehensive questionnaire on computer acceptance was used to collect data from 625 employees of a large organization in Singapore. The results suggest that user satisfaction is an important factor affecting system usage and that user satisfaction has the strongest direct effect on individual impact. The results also demonstrate the importance of system usage in mediating the relationship of user satisfaction on individual impact.     

Career transition antecedents in the information technology area

The more organizations invest in information technology (IT), the more the concern with IT personnel management has increased, namely the hiring, training and retaining of IT professionals needed to deal with such investments. In this context, two issues related to these professionals have often been observed, namely ‘turnover’ – in which the IT professional changes job but still remains in the IT area – and ‘turnaway’ – in which the IT professional abandons the IT area and assumes a job in another area in the same organization or another, usually rising to a managerial position. This work addresses the turnaway of IT professionals in Brazil. The relevance of this research is supported by the shortage of adequately trained IT professionals to work in the productive sector in this country. Therefore, by using and adapting the extant scientific literature, research hypotheses associated with the IT professional turnaway phenomenon are developed and tested via structural equation modelling. It was then concluded that exhaustion with work in the IT area, job dissatisfaction, the need to acquire further experience to remain attractive in the job market, the need for professional growth and prior and conscious managerial capacity development for career transition are the main antecedents of the career transition of IT professionals to other functional areas.     

An extended platform logic perspective of IT governance: managing perceptions and activities of IT

Over the years, Information Technology (IT) has struggled with how to create an effective structure and processes. It is our main thesis that if organizations focused more on implementing a sound IT governance strategy, it might help senior executives to manage not only the IT-related activities, but also the perceptions between IT and the rest of the organization, and, in doing so, foster a more successful IT organization. Using six case studies conducted within the oil and gas industry, we explore differences in perceptions toward IT and in the organization of IT activities. Using an Extended Platform Logic Perspective, we note differences and similarities between the firms, with respect to IT capabilities, relational and integration mechanisms, measures of success, and relationships with the business units. Our results suggest that our colleagues-in-practice have evolved from focusing on one-way architectures within a centralization/decentralization context toward a two-way relationship-oriented approach to managing the IT structure. We conclude by offering some thoughts on how IT executives can help to shape perceptions of IT within their firms and explore how academics can begin to help our colleagues-in-practice as they struggle with the governance of the IT function.     

Dirty laundry: privacy issues for IT professionals

Individual online privacy, already a hot button in the political landscape, is no less important for IT professionals. In 1999, the authors distributed a survey to 500 data workers in the healthcare and financial fields. The results of the study suggest that privacy concerns are not confined to consumers, but the employees who access and collect the data are concerned as well. The survey posed 15 questions regarding the responders' attitudes about the organizational practices at their organization. The data collected from the survey reveals that healthcare workers are concerned about organizational practices causing errors in patient information, as well as unsanctioned use of patient information. Similarly, the survey research indicates that employees of financial institutions are concerned with organizational practices that allow improper access to customer information. Given the results in these two fields, IT workers and managers in all fields must be prepared to deal with this issue, for it is likely to confront them soon     

IT‐mediated social interactions and knowledge sharing: Role of competence‐based trust and background heterogeneity

In the knowledge‐based economy, organizational success is dependent on how effectively organizational employees share information. Many studies have investigated how different types of communication activities and communications media influence knowledge sharing. We contribute to this literature by examining increasingly prevalent yet understudied IT‐mediated social interactions and their effects on knowledge sharing among employees in comparison to face‐to‐face social connections. By integrating the literature on knowledge sharing, social networks, and information systems, we theorize the ability of IT‐mediated social interaction to (1) afford interactions between individuals with heterogeneous backgrounds and (2) facilitate frequent IT‐mediated social interactions that are high in competence‐based trust—both supporting effective sharing of knowledge. Through a social network analysis of the employees in a high‐tech organization, this study finds that IT‐mediated frequent social interactions are the most effective in promoting knowledge sharing.     

The Effect of IT Governance Maturity on IT Governance Performance

There are several best practice based frameworks that detail effective arrangements for the internal structure of an IT organization. Although it is reasonable that there is a correlation between the quality of the internal structure of an IT organization – labeled IT governance maturity, and the external impact of the same IT organization on the business – labeled IT governance performance, this has not been validated. The results, based on 35 case studies, confirm the hypotheses of a positive correlation between IT governance maturity and IT governance performance. Among IT processes described in 34 references, the internal structure of the IT organization, clearly defined organizational structures and relationships, mature quality management, and cost allocation show the strongest positive correlation to IT governance performance. The maturity of project management and service level management, as well as performance and capacity management, show almost no correlation to IT governance performance. The findings can be used to improve current frameworks for IT governance.     

IT education: more specialized in 2010

IT education is about as agile as a barge when it comes to reacting to changes in the IT industry. It takes a while but eventually the educational institutions do align their programs with advances in the technical and business requirements of IT hiring needs and corporate research agendas. Because of institutional inertia, however, program changes are usually years behind changes in industry fundamentals. IT education in 2010 changed in the following ways: 1) specialized educational programs fully reflect changes in the global IT community; 2) universities incorporate product commoditization into their curriculums; 3) remote learning technologies become sophisticated and highly used; 4) and IT education increases its focus on business and communication skills.