E-government adoption in public administration organizations: integrating institutional theory perspective and resource-based view

We develop and test a theoretical model to investigate the adoption of government-to-government (G2G) information systems in public administration organizations. Specifically, this model explains how top management commitment (TMC) mediates the impact of external institutional pressures on internal organizational resource allocation, which finally leads to the adoption decision. The hypotheses were tested using survey data from public administration organizations in China. Results from partial least squares analyses suggest that coercive and normative pressures positively affect TMC, which then positively affects financial and information technology (IT) human resources in the G2G adoption process. In turn, financial and IT human resources are confirmed to positively affect the intention to adopt G2G. Surprisingly, we do not find support for our hypothesis that mimetic pressures directly influence TMC. Rather, a post hoc analysis implies that mimetic pressures indirectly influence TMC via the influence of coercive pressures. Our findings provide important managerial implications for public administration organizations.     

A model of information systems development project performance

abstract. Performance in information systems development (ISD) projects can be critical to business success. But, while project performance has been the subject of much debate, there has been little empirical research into its determinants. A survey of IS projects in the UK and New Zealand is analysed to test hypotheses concerning performance in terms of both project completion and budget (time-cost) variances. Subsequently, a secondary analysis of the findings is used to build a more complete empirical model of project performance. The paper helps to develop the theory of IS development project performance and also has significant implications for practice. Discussion of the findings highlights the importance of project team dynamics, risk management, senior management support for strategic projects and user participation in ensuring successful IS project performance.     

Senior managers’ perception on green information systems (IS) adoption and environmental performance: Results from a field survey

Based on a Belief-Action-Outcome framework, we produced a model that shows senior managers’ perception of both the antecedents to and the consequences of Green IS adoption by a firm. This conceptual model and its associated hypotheses were empirically tested using a dataset generated from a survey of 405 organizations. The results suggest that coercive pressure influences the attitude toward Green IS adoption while mimetic pressure does not. In addition, we found that there was a significant relationship between Green IS adoption, attitude, and consideration of future consequences. Finally, we found that only long term Green IS adoption was positively related to environmental performance.     

Applying institutional theory to the adoption of electronic health records in the U.S.

This study uses institutional theory to explain adoption of electronic health records (EHRs) in ambulatory medical practices in the U.S. Health care is a highly institutionalized industry, subject to multiple regulatory forces, high levels of professionalism, and growing network externalities that can influence adoption decisions. We found that mimetic forces were more critical predictors when there was greater uncertainty, coercive forces were significant predictors after the U.S. government established incentives, and normative forces have continually influenced adoption. This study demonstrates the impact of the institutional effect of government policies and industry norms on adoption of critical technologies.     

Pre-project partnering impact on an information system project,project team and project manager

Information system (IS) managers have long recognised the need to use project management approaches in the design and delivery of their system development projects. The result has been the widespread use of project teams headed by a project leader or manager. However, given the fact that there has been a low success rate for IS projects, there is a growing need to seek out new methods and controls for projects. One approach involves the practice of altering the project environment prior to the commencement of project tasks. To determine whether such pre-project activities may be effective, a model is proposed and tested relating the activities to the performance of the project manager and characteristics of an effective project team. Data from a sample of 186 project team members indicate that the pre-project activities lead to more effective teams and managers and eventually to project success. Thus, it is important that organisations begin work on projects at an earlier stage.     

The consistency among facilitating factors and ERP implementation success: A holistic view of fit

Traditionally, various ERP implementation factors have been deemed critical to success within diverse business environments. The interaction relationships among these ERP implementation success factors, however, have been overlooked. The objective of this study is to explore the interaction patterns among the ERP implementation success factors from a covariation (co-alignment) perspective. We conceptualize the “consistency” among the factors that facilitate ERP implementation and evaluate them in terms of their positive impact on successful ERP implementation. The results from a field survey of 90 Taiwanese manufacturing firms show that the “consistency” among these facilitating factors of ERP implementation had a significant positive impact on ERP implementation success. The factors examined in this study include vendor support, consultant competence, ERP project team member competence, ERP project manager leadership, top management support, and user support. Implications for managers and researchers conclude this study.     

Using organizational influence processes to overcome IS implementation barriers: lessons from a longitudinal case study of SPI implementation

A fundamental tenet of the information systems (IS) discipline holds that: (a) a lack of formal power and influence over the organization targeted for change, (b) weak support from top management, and (c) organizational memories of prior failures are barriers to implementation success. Our research, informed by organization influence, compellingly illustrates that such conditions do not necessarily doom a project to failure. In this paper, we present an analysis of how an IS implementation team designed and enacted a coordinated strategy of organizational influence to achieve implementation success despite these barriers. Our empirical analysis also found that technology implementation and change is largely an organizational influence process (OIP), and thus technical-rational approaches alone are inadequate for achieving success. Our findings offer managers important insights into how they can design and enact OIPs to effectively manage IS implementation. Further, we show how the theory of organizational influence can enhance understanding of IS implementation dynamics and advance the development of a theory of effective IS change agentry.     

Discriminative effect of user influence and user responsibility on information system development processes and project management

Context

User participation in information system (IS) development has received much research attention. However, prior empirical research regarding the effect of user participation on IS success is inconclusive. This might be because previous studies overlook the effect of the particular components of user participation and other possible mediating factors.

Objective

The objective of this study is to empirically examine how user influence and user responsibility affect IS project performance. We inspect whether user influence and user responsibility improve the quality of the IS development process and in turn leads to project success, or if they have a direct positive influence on project success.

Method

We conducted a survey of 151 IS project managers in order to understand the impact of user influence and user responsibility on IS project performance. Regression analysis was conducted to assess the relationship among user influence, user responsibility, organizational technology learning, project control, user-developer interaction, and IS project management performance.

Results

This study shows that user responsibility and user influence have a positive effect on project performance through the promotion of IS development processes as mediators, including organizational technology learning, project control, and user-IS interaction.

Conclusion

Our results suggest that user responsibility and user influence respectively play an important role in indirectly and directly impacting project management performance. Results of the analysis imply that organizations and project managers should use both user participation and user influence to improve processes performance, and in turn, increase project success.     

Towards an integrated measurement of IS project performance: The project performance scorecard

Determining the contribution of information system (IS) projects is a difficult endeavour. This research presents a framework for evaluating and measuring IS project performance that seek to address this problem while moving away from the reliance on the traditional assessment method (time, cost, specifications). When IS projects fail or succeed is difficult to determine what conditions enabled the outcome. However, if we are to develop a higher level of IS project management competence we need frameworks that can help in assessing IS project outcomes while critically reflecting and learning from IS project management practices. The Project Performance Scorecard (PPS) recommended here is one framework that can help to advance our understanding IS project management and evaluation approaches. This framework integrates concepts from existing models of IS success, the Balanced Scorecard and project management practices. A case study approach is used to illustrate the use of the PPS, and offers insights into how it can be useful in assessing the performance of IS projects.

Corporate mergers and the problems of IS integration

The process of integrating information systems (IS) during corporate mergers can be critical to their success. Factors that can support or impede the successful integration of IS include organizational and IS attributes, organizational merger management and IS integration activities. This study develops a conceptual framework for measuring IS integration success and identifies the factors influencing it. A field survey investigates the relationship between these factors and success. According to the results of our field survey of CIOs, prior merger experience, IS participation in merger planning, the quality of merger planning, the criteria used for setting IS integration priorities, and a high level of data sharing across applications appear to have a positive influence on the success of the IS integration. When changes that directly affect personnel have a significant impact, that impact seems to be mostly negative. Programming language incompatibilities also have a negative impact on IS integration success.     

Examining the effects of information system characteristics and perceived usefulness on post adoption usage of information systems

Understanding post adoption behavior has emerged as an important issue in IS research. Organizations have invested in a plethora of Information Systems (IS) and the benefits that can be gained from these systems depend on their usage. Prior research has examined factors that impact users’ intention to continue using the IS. However, comprehending post adoption IS usage behavior has not received much attention. Building on TAM and IS success model, this study proposes that information quality and system integration influence perceived IS usefulness which will then drive post adoption usage of the IS. Post adoption IS usage is conceptualized as a broad concept that includes extended usage and exploratory usage. Data (N = 1032) was collected to test the model, in the context of a web-based student information system that students use to manage their academic work. The results show that at the post adoption stage, perceived IS usefulness is a good predictor of extended usage and exploratory usage. However, surprisingly IS usefulness was found to explain a much larger variance in exploratory usage. Information quality and system integration were found to influence IS usefulness. However, information quality also has a direct affect on extended usage, while system integration directly influenced exploratory usage. Assessment of the moderating role of gender and internet experience on model relationships reveals interesting insights. Implications are drawn for future research and practice.     

A process model for successful CRM system development

According to industry analysts, almost two-thirds of customer relationship management system development projects fail. Information systems developers and researchers ultimately want to lower these failure rates and support successful development. Most IS research has focused on identifying the factors, or ingredients, correlated with IS development success. We propose a process model as a recipe for successful IS development. Adopting a process theory approach permits examining the sequence of and interplay between specific factors involved in the process. Two case studies - one success, one failure - illustrate how these factors influence customer relationship management (CRM) system development and, ultimately, determine whether a project succeeds or fails.     

Identity ambiguity and the promises and practices of hybrid e-HRM project teams

The role of IS project team identity work in the enactment of day-to-day relationships with their internal clients is under-researched. We address this gap by examining the identity work undertaken by an electronic human resource management (e-HRM) ‘hybrid’ project team engaged in an enterprise-wide IS implementation for their multi-national organisation. Utilising social identity theory, we identify three distinctive, interrelated dimensions of project team identity work (project team management, team ‘value propositions’ (promises) and the team’s ‘knowledge practice’). We reveal how dissonance between two perspectives of e-HRM project identity work (clients’ expected norms of project team’s service and project team’s expected norms of themselves) results in identity ambiguity. Our research contributions are to identity studies in the IS project management, HR and hybrid literatures and to managerial practice by challenging the assumption that hybrid experts are the panacea for problems associated with IS projects.     

Blending bureaucratic and collaborative management styles to achieve control ambidexterity in IS projects

Managing information systems (IS) projects requires what we refer to as ‘control ambidexterity’, which is the use of different types of control to meet conflicting demands. This leads to the use of contrasting styles of IS project management and creates tensions in managerial practice, neither of which are well understood. We address this theoretical gap in our understanding based on an exploratory case study of an IS implementation project in the financial services industry. Adopting the lens of management styles as a meta-theoretical perspective, we sought to address two research questions: (1) Which management style(s) do IS project managers draw upon in practice and why? (2) What kinds of tensions result for IS project managers and team members from drawing upon contrasting management styles in combination – and how do IS project managers and team members deal with these tensions? Two contrasting styles of management emerged from our data – bureaucratic and collaborative – that are drawn upon by IS project managers to achieve control ambidexterity. Furthermore, drawing upon these two different styles in combination within the confines of a single project creates tensions. We explore these tensions and present an illustrative example of how IS project managers can deal with these tensions successfully in practice. Specifically, we find that they can be dealt with effectively by a tandem of two project managers who share responsibility for managing the IS project. The findings of this study have important implications for our understanding of control ambidexterity in IS projects.     

Management competences,not tools and techniques: A grounded examination of software project management at WM-data

Traditional software project management theory often focuses on desk-based development of software and algorithms, much in line with the traditions of the classical project management and software engineering. This can be described as a tools and techniques perspective, which assumes that software project management success is dependent on having the right instruments available, rather than on the individual qualities of the project manager or the cumulative qualities and skills of the software organisation. Surprisingly, little is known about how (or whether) these tools techniques are used in practice. This study, in contrast, uses a qualitative grounded theory approach to develop the basis for an alternative theoretical perspective: that of competence. A competence approach to understanding software project management places the responsibility for success firmly on the shoulders of the people involved, project members, project leaders, managers. The competence approach is developed through an investigation of the experiences of project managers in a medium sized software development company (WM-data) in Denmark. Starting with a simple model relating project conditions, project management competences and desired project outcomes, we collected data through interviews, focus groups and one large plenary meeting with most of the company’s project managers. Data analysis employed content analysis for concept (variable) development and causal mapping to trace relationships between variables. In this way we were able to build up a picture of the competences project managers use in their daily work at WM-data, which we argue is also partly generalisable to theory. The discrepancy between the two perspectives is discussed, particularly in regard to the current orientation of the software engineering field. The study provides many methodological and theoretical starting points for researchers wishing to develop a more detailed competence perspective of software project managers’ work.     

Understanding the successful adoption and use of IS/IT in SMEs: an explanation from Portuguese manufacturing industries

Abstract. The objectives of the research were to identify factors enabling or inhibiting the adoption and use of information systems and technology (IS/IT) in Portuguese manufacturing small and medium‐sized enterprises (SMEs) and understand how these factors interrelate in determining relative success in the adoption and use of IS/IT. This research elicited factors from previous quantitative and qualitative research, which had been shown to influence IS/IT adoption in SMEs in other contexts. A strategic change framework was used to structure the factors and ensure that comprehensive evidence about their nature and effects could be obtained in the empirical research. Further factors were identified by initial fieldwork, before carrying out 12 in‐depth case studies, across a range of situations – different industries, different levels of adoption and a range of degrees of success in IS/IT use. The pattern that emerged from the analysis of the data shows that certain factor combinations and relationships appear to determine the relative degrees of IS/IT success across the firms. This pattern can also be explained by interpreting the roles and relationships of the key actors involved in the process of IS/IT adoption and use. Top management perspectives and attitudes towards IS/IT adoption and use play an important role in the development of internal IS/IT competencies and provide an important contribution to the development of a context that enables IS/IT success.     

Using resource-based theory to interpret the successful adoption and use of information systems and technology in manufacturing small and medium-sized enterprises

The purpose of this paper is to consider how resource-based theory can be used to explain success with the adoption and use of information systems and information technology (IS/IT) in manufacturing small and medium-sized enterprises (SMEs). A number of authors have explored the applicability of resource-based theory to the IS/IT domain, mainly at a conceptual level. Overall they infer that the key differentiators for long-term successful IS/IT deployment reside within the internal context of an organisation, based on organisational competences. This paper is based on in-depth case study research in 12 Portuguese manufacturing SMEs, which identified two factors that, from the empirical evidence, appeared to be the determinants of the different levels of success in IS/IT adoption and use. These factors were also primarily associated with the internal context of the organisations. Therefore, the findings were analysed from the perspective of resource-based theory, to understand why and how the attributes of these factors caused the differential levels of IS/IT success in the firms studied.     

Opening the black box: Managers’ perceptions of IS project success mechanisms

In general, works on information system (IS) project success focus on either project success factors or project success criteria, neglecting the relationships (mechanisms) between these concepts. Accordingly, it is mainly unclear how success factors actually contribute to success criteria. We attempt to illuminate this black box by conducting semi-structured qualitative interviews with experienced IS project managers by applying Repertory Grid and Laddering. Our exploratory study yields numerous success mechanisms, revealing project-related motivation to be the central hub in the factors-criteria network. Factors preceding project-related motivation such as transparency, certainty, and management attention are described.     

Determinants of software quality: A survey of information systems project managers

Software quality is important for the success of any information systems (IS). In this research, we find the determinants of software quality. We used five attributes for software quality: system reliability, maintainability, ease of use, usefulness, and relevance. By surveying 112 IS project managers, we collected data about their perceptions on the software quality attributes and their determinants. We arrived at six factors through exploratory factor analysis. We determined the individual factors that impacted the software quality attributes; for example, reliability is associated with responsiveness of IS department; ease of use is influenced by the capabilities of users and attitude of management; and usefulness is impacted by capabilities of IS department and responsiveness of IS department. We show that organizational factors are more important than technical factors in impacting software quality in IS projects. We provide implications of our research to practice and to future research.     

Agile Methodologies: Organizational Adoption Motives,Tailoring, and Performance

Today, organizations tailor the practices from several agile methodologies to serve their particular environment. But are there situations that drive how an organization should tailor methodologies in a particular manner? This article places 12 commonly used agile development practices into a typology based upon whether they are primarily project management focused or software development approach focused and examines how organizations’ motivations for adopting agile impact the practices they adopt. Finally, it explores how a fit between an organization’s motives for agile method adoption and the tailored agile practices it adopts may lead (or not lead) to differences in project performance.