Hitting a moving target: a process model of information systems control change

Controls are widely regarded as a key factor in driving high performing organisational processes. However, because of ongoing changes within information systems (IS) processes, control modifications are commonly required in order to maintain performance levels. Although past research recognises the ongoing benefits derived from successful control changes, there is a limited understanding of the actual steps taken by organisations, particularly with regard to avoiding negative performance implications such as process delays or employee resistance. This research draws on empirical data from six case studies to propose a new process model that depicts the interconnected steps involved in control changes. Our findings suggest that the sources of IS control change may be more diverse than most past research suggests and that control changes within non‐project‐oriented processes (e.g. enterprise architecture) present additional challenges in comparison to project‐oriented processes (e.g. systems development). Insights from this research can aid practitioners in streamlining control changes as a means to improve effectiveness, whilst also contributing to research by uncovering an enhanced understanding of why and how control changes are made in IS processes.     

Blocking electronic brainstorms.

R. B. Gallupe et al (see record 1991-18315-001) attributed the superiority of electronic brainstorming to a number of factors, including the technology's ability to reduce production blocking. In the present article, the authors manipulated production blocking in 3 experiments and assessed the performance of blocked and unblocked electronic brainstorming groups (EBGs) and verbal brainstorming groups. When normal EBGs were compared with verbal brainstorming groups, EBGs were found to be significantly more productive, which replicated earlier research results. In contrast, blocked EBGs performed at the same (or lower) levels as verbal brainstorming groups in all 3 experiments. The authors conclude that the reduction in production blocking inherent in using the electronic brainstorming technology is 1 reason that EBGs are more productive than verbal brainstorming groups. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Aligning business and information systems thinking: a cognitive approach

Business-information systems (IS) alignment has become an important strategic imperative for organizations competing in the global economy. Recent research (Reich and Benbasat [56]) indicates that building a shared understanding between business and IS executives is one way of strengthening this alignment. This paper describes a study that examines the cognitive basis of shared understanding between business and IS executives. Using Personal Construct Theory (Kelly [36]), this study uses cognitive mapping techniques to explore the commonalities and individualities in the cognition between these executives. Eighty business and IS executives in six companies participated in this study. The results indicate that a higher level of cognitive commonality is positively related to a higher level of business-IS alignment. This is supported by findings that greater diversity in cognitive structure and cognitive content of business and IS executives coincide with a lower level of alignment. Implications for practitioners and researchers are discussed.