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Prior work on leadership in information systems development (ISD) teams has assumed that all developers are treated equally by their team leader and ignored the possibility that differentiated leader-member exchange (LMX) may be an important instrument for team leaders to influence self-organizing, agile ISD teams. We conducted a concurrent mixed methods inquiry to understand how LMX differentiation is associated with developer satisfaction in agile ISD teams and through which team processes agile ISD teams address LMX differentiation. We ran a multilevel, multistage survey of 1,894 software developers in 217 teams and an embedded case study of five ISD teams drawing on qualitative data from 40 interviews of developers and team leaders. Two focus groups (one with 10 developers and one with 10 team leaders) helped to substantiate the meta-inferences from the quantitative and qualitative studies. The results showed that LMX differentiation was positively associated with developer satisfaction, especially in teams with high-quality team-member exchange (TMX). We identify three team processes (i.e., collectivization of resources, visible appreciation of privileges, and freeing up leader capacities) that are enacted through agile ISD practices and allow ISD teams to leverage benefits from LMX differentiation for all their members. [ABSTRACT FROM AUTHOR]

Information systems development (ISD) requires both business domain and technology domain knowledge. How cross-domain knowledge affects ISD outcomes is one of the most fundamental and persistent problems in the IS field. We argue that the effect of cross-domain knowledge depends on its distribution across business and IT units and ISD complexity in terms of level and pattern of design element interdependencies. We systematically investigate the complex effects of cross-domain knowledge on ISD performance by using simulations based on the NK fitness landscapes model. We find that cross-domain knowledge not only increases ISD performance but also reduces its variability. These effects are greater when ISD complexity is greater. Crossdomain knowledge is found to increase the robustness of ISD performance across different patterns of design element interdependencies. Interestingly, ISD performance is higher when cross-domain knowledge is unevenly distributed across business and IS units and when its distribution pattern matches the pattern of the design element interdependencies. These findings suggest that the effect of cross-domain knowledge on ISD performance is not fixed but depends on its structural pattern, the level and pattern of design element interdependencies, and their interactions. This study illuminates how and why challenges in ISD might be structural and how, why, and when cross-domain knowledge might help to overcome these challenges. We develop a theoretical framework and propositions based on our findings. [ABSTRACT FROM AUTHOR]

Although information systems development (ISD) projects are critical to organizations and improving them has been the focus of considerable research, successful projects remain elusive. Focusing on the cognitive aspects of ISD projects, we investigate how and why mutual understanding (MU) among key stakeholder groups (business and information technology managers, users, and developers) changes within and across projects, and how it affects project success. We examine relationships among project planning and control mechanisms; sensegiving and sensemaking activities by, and MU among, these stakeholder groups; and project success. Combining deductive and inductive approaches for theory building, we develop an initial model based on the literature and then modify it based on the results of a longitudinal embedded mixed-methods study of 13 projects at 2 organizations over a 10-year period. The results provide insights into the development of MU within projects, including (1) how MU changes during projects as a result of cognitive activities (sensegiving and sensemaking); (2) how planning and control mechanisms (and the associated artifacts) affect these cognitive activities; (3) how MU, and achieving it early in the project, affects success; and (4) how stakeholder engagement (in terms of depth, scope, and timing) affects the relationships in (1) and (2). The results also indicate that project management mechanisms, stakeholder engagement, and MU may change (either improve or deteriorate) across projects, depending on the disagreements among stakeholders in previous projects, the introduction of new project elements in subsequent projects, and the reflection on previous projects. [ABSTRACT FROM AUTHOR]

This exploratory study analyzes the relationship between organizational culture and the deployment of systems development methodologies. Organizational culture is interpreted in terms of the competing values model and deployment as perceptions of the support, use, and impact of systems development methodologies. The results show that the deployment of methodologies by IS developers is primarily associated with a hierarchical culture that is oriented toward security, order, and routinization. IT managers' critical attitudes of the deployment of methodologies in organizations with a strong rational culture (focusing on productivity, efficiency, and goal achievement) is also worth noting. Based on its empirical findings, the paper proposes a theoretical model to explain the impact of organizational culture on the deployment of systems development methodologies. [ABSTRACT FROM AUTHOR]

Information technology (IT) innovation can be defined as the creation and new organizational application of digital computer and communication technologies. The paper suggests that IT innovation theory needs to be expanded to analyze IT innovations in kind that exhibit atypical discontinuities in IT innovation behaviors by studying two questions. First, can a model of disruptive IT innovations be created to understand qualitative changes in IT development processes and their outcomes so that they can be related to architectural discontinuities in computing capability? Second, to what extent can the observed turmoil among systems development organizations that has been spawned by Internet computing be understood as a disruptive IT innovation? To address the first question, a model of disruptive IT innovation is developed. The model defines a disruptive IT innovation as an architectural innovation originating in the information technology base that has subsequent pervasive and radical impacts on development processes and their outcomes. These base innovations establish necessary but not sufficient conditions for subsequent innovation behaviors. To address the second question, the impact of Internet computing on eight leading-edge systems development organizations in the United States and Finland is investigated. The study shows that the adoption of Internet computing in these firms has radically impacted their IT innovation both in development processes and services. [ABSTRACT FROM AUTHOR]

This paper examines the changes engendered when moving from a structured to an object-oriented systems development approach and reconciles the differing views concerning whether this represents an evolutionary or revolutionary change. Author co-citation analysis is used to elucidate the ideational and conceptual relationships between the two approaches. The difference in conceptual distance at the analysis and design level compared to that at the programming level is explained using Henderson's framework for organizational change. The conceptual shift during analysis and design is considered architectural, whereas for programming it is deemed merely incremental. The managerial implications of these findings are discussed and suggestions for improving the likelihood of success in the adoption of object-oriented systems development methods are provided. [ABSTRACT FROM AUTHOR]

We identify top management leadership, a sophisticated management infrastructure, process management efficacy, and stakeholder participation as important elements of a quality-oriented organizational system for software development. A model interrelating these constructs and quality performance is proposed. Data collected through a national survey of IS executives in Fortune 1000 companies and government agencies was used to test the model using a Partial Least Squares analysis methodology. Our results suggest that software quality goals are best attained when top management creates a management infrastructure that promotes improvements in process design and encourages stakeholders to evolve the design of the development processes. Our results also suggest that all elements of the organizational system need to be developed in order to attain quality goals and that piecemeal adoption of select quality management practices are unlikely to be effective. Implications of this research for IS theory and practice are discussed. [ABSTRACT FROM AUTHOR]

Given the continuing prevalence of information systems (IS) failure, this paper contends that a fresh theoretical perspective and new methodological principles are required. It is argued that learning is crucial to the success of information systems development (ISD), and that many IS projects miscarry due to the inherently high levels of stress and anxiety that imbue ISD and that elicit defense-avoidance behavior patterns in project teams. Such social defenses reflect modes of group behavior that operate primarily to reduce anxiety, rather than reflecting genuine engagement with the task at hand. It is argued that the operation of these defenses can come to paralyze the learning processes that are critical to effective IS development. Following a clinical research strategy, case studies are presented illustrating the working of defensive processes which undermined three IS projects. Three social defenses are illustrated: the organizational ritual, the sibling horde, and paranoid isolationism. Drawing on psychodynamic theory, the concept of transitional space is introduced. Such spaces have two important aspects: a supportive psychological climate and a supply of appropriate transitional objects (i.e., entities that provide temporary emotional support). It is argued that IS development should be reframed as a transitional space, with particular attention given to the selection of appropriate transitional objects to assist in breaking down defensive processes. The cases are revisited to illustrate this approach in action; useful insights and positive practical outcomes are shown. It is concluded that the present psychodynamic perspective has considerable value in relation to the IS discipline: theoretically, in terms of our understanding of the social dynamics of ISD and at a practical level too, through the provision of diagnostic concepts and remedial measures that have significant potential to enhance IS praxis and to redress the high rate of IS failure. [ABSTRACT FROM AUTHOR]

Strategic information systems planning (SISP) requires significant outlays of increasingly scarce human and financial resources. Yet, there exists very little understanding of how the success of this planning activity is measured. Using classical frameworks for measurement development as well as contemporary statistical techniques for assessing dimensionality, this study theoretically develops and empirically tests a measurement model of SISP success. The results suggest that SISP success can be operationalized as a second-order factor model. The first order constructs of the model are termed alignment, analysis, cooperation, and improvement in capabilities. These factors are governed by a second-order construct of SISP success. The results of the study are framed as a tool, for benchmarking planning efforts as well as a foundation for operationalizing a key dependent variable in SISP research. [ABSTRACT FROM AUTHOR]

This study examines the efficacy of user participation in developing an accounting application. The research takes place over a 19-month time frame, involves 516 clerical-level accounting subjects, and includes experimental manipulations in a field setting. The model of user participation and involvement proposed by Hartwick and Barki (1994) provides the foundation for the research framework. Their model is augmented by the inclusion of concepts from procedural justice and self-efficacy research. Participation is manipulated at three increasing levels: (1) no voice, (2) non-instrumental voice, and (3) instrumental voice. Research findings suggest that users' pre-experiment level of involvement with and attitude toward the present system are positively associated with their desire to participate in the development of the new system. Study results also indicate that users' a priori self-efficacy beliefs regarding their perceived ability to effectively contribute to the development process are positively related to desired participation. Pre- to post-experiment gains in psychological and behavioral variables are next assessed. In the instrumental voice condition, user involvement, user attitude, and performance gains are significantly highest. User attitude and involvement gains are significantly higher in the non-instrumental voice condition than in the no voice condition; however, gains in user performance are not significantly different between these treatment conditions. Research findings indicate that user participation can be effective, particularly when users perceive a noticeable degree of instrumental control over the decision outcome. [ABSTRACT FROM AUTHOR]

This article presents a new approach to the management of evolutionary prototyping projects. The prototyping approach to systems development emphasizes learning and facilitates meaningful communication between systems developers and users. These benefits are important for rapid creation of flexible, usable information resources that are well-tuned to present and future business needs. The main unsolved problem in prototyping is the difficulty in controlling such projects. This problem severely limits the range of practical projects in which prototyping can be used. The new approach suggested in this article uses an explicit risk mitigation model and management process that energizes and enhances the value of prototyping in technology delivery. An action research effort validates this risk analysis approach as one that focuses management attention on consequences and priorities inherent in a prototyping situation. This approach enables appropriate risk resolution strategies to be placed in effect before the prototyping process breaks down. It facilitates consensus building through collaborative decision making and is consistent with a high degree of user involvement. [ABSTRACT FROM AUTHOR]

Commitment to an information systems (IS) development project is widely believed to affect the eventual success of the system. Problems arising from low commitment have also been described. However, there has been little research on the factors that influence the level of commitment to an IS project. This paper provides some initial insights into the determinants of commitment based on a longitudinal study of an IS project that was stopped and then restarted on several occasions over a 17-year period (1975-1992). The paper draws four types of determinants - project, psychological, social, and structural - from the organization behavior literature and uses them to explain six decisions that were made during the 17-year period. A comparison of these six decisions suggests that project determinants play a central role during the initial commitment decision, but the other determinants assume greater importance in later stages. Moreover, it seems that in this case study, project and psychological determinants affected the decision to increase commitment, whereas social and structural determinants influenced the decision to withdraw commitment to the project Some implications for practice and future research are examined. [ABSTRACT FROM AUTHOR]

Expert systems (ES) were among the earliest branches of artificial intelligence (Al) to be commercialized. But how successful have they actually been? Many well-publicized applications have proven to be pure hype, numerous Al vendors have failed or been completely reorganized, major companies have reduced or eliminated their commitment to expert systems, and even Wall Street has become disillusioned-a predicted $4 billion market proving to be smaller by an order of magnitude. Yet, in spite of these set- backs, there are many companies who remain enthusiastic propodents of the technology and continue to develop important ES applications. This paper explores how the first wave of commercial expert systems, built during the early and mid-1980s, fared overtime. An important subset of these systems, identified in a catalog of commercial applications compiled in 1987, was located through a telephone survey, and detailed information on each system was gathered. The data collected show that most of these systems fell into disuse or were abandoned during a five- year period from 1987 to 1992, while about a third continued to thrive. Quantitative and qualitative analysis of the data further suggests that the short-lived nature of many systems was not attributable to failure to meet technical performance or economic objectives. Instead, managerial issues such as lack of system acceptance by users, inability to retain developers, problems in transitioning from development to mainte- nance, and shifts in organizational priorities appeared to be the most significant factors resulting in long-term expert system disuse. [ABSTRACT FROM AUTHOR]

User participation has been widely touted by the MIS community as a means to improve user satisfaction within systems development. This claim, however, has not been consistently substantiated in the empirical literature. In seeking to explain such equivocal results, the effects of four contingency factors-task complexity, system complexity, user influence, and user- developer communication-on the relationship between user participation and user satisfaction were investigated. As suggested in the literature, this research tests hypotheses that these specific contingency factors should aid in identifying situations where user participation would have a strong relationship with satisfaction. Analysis of 151 independent systems development projects in eight different organizations indicated that user participation has a direct relationship with user satisfaction. In addition, the four contingency factors were found to play key roles on this relationship. Task complexity and system complexity proved to be pure moderators. That is, the strength of the participation-satisfaction relationship depended on the level of these factors. In projects where there was a high level of task complexity or system complexity, the relationship between user participation and user satisfaction was significantly stronger than in projects where task complexity or system complexity was low. User influence and user-developer communication were shown to be independent predictors of user satisfaction. That is, user influence, or user-developer communication, was positively related to user satisfaction regardless of the level of participation. The results help explain the relationship between user participation and user satisfaction by suggesting the nature of the relationship under different sets of conditions. The implications are relevant to systems developers and to academicians seeking to explain how, when, why, and where user participation is needed. [ABSTRACT FROM AUTHOR]

Identifying the best way to organize the IS functions within an interprise has been a critical IS management issue since the mid-1980s. Yet to date, MIS researchers have offered little empirical evidence on which to base guidelines for the practitioner. This study seeks to explain a firm's IS organization design decision for a decentralized, centralized, or "hybrid" locus of responsibility from an expanded set of environmental, overall organizational, and IS-specific antecedents as well as a larger concept of organizational alignment. Potential antecedents (drivers or enablers) are selected from prior contingency research and the IS literature; other variables emerge from the data collection. Data collected via on-site interviews from IS and general managers in six multi-divisional firms, paired by industry, confirm that centralized, decentralized, and hybrid IS structures exist-but often not in "pure" form-and that industry type is not a strong predictor. Data was also collected via survey form to capture ratings of importance for drivers (for enablers) for a recent IS design change in each firm. Based on both qualitative and quantitative data, four configurations are discussed: patterns of antecedents that are associated with (1) highly centralized or (2) highly decentralized IS structures; and patterns of antecedents that explain a firm's choice to (3) decentralize or (4) recentralize systems development and application planning functions in particular. A model based on these configurations is then proposed. The article concludes with implications for researchers and practitioners. [ABSTRACT FROM AUTHOR]

Information systems development methodologies have been the subject of much attention over the years. A substantial body of research has focused on the need to develop methodologies that support viewing information systems as social constructs, and information systems development (ISD) as a social process. But if development is a social process, what principles/ideals should inform it? Recent research has called for "emancipatory" ideals to be included. This debate can be expanded to explore not only what emancipatory principles might be applied in information systems development, but also how. Existing ISD methodologies only partially embrace emancipatory principles. One of these, "Ethics," seems the most likely candidate to be extended or "reformulated" to achieve emancipatory ideals more comprehensively. Organizations using this reformulated version of "Ethics" should make some progress advancing emancipation while at the same time confronting limited resources and the presence of power and authority. The approach undertaken here is generic; researchers can similarly apply these reformulation techniques to other methodologies based on other paradigms. [ABSTRACT FROM AUTHOR]

Defining user participation as the activities performed by users during systems development, user involvement as the importance and personal relevance of a system to its user, and user attitude as the affective evaluation of a system by the user, this study aims to: (1) develop separate measures of user participation, user involvement, and user attitude, (2) identify key dimensions of each construct, and (3) investigate the relationships among them. Responses from users in organizations developing new information systems were used to create an overall scale measuring user participation (along with three subscales reflecting the dimensions of responsibility, user-IS relationship, and hands-on activities), an overall scale measuring user involvement (along with two subscales reflecting the dimensions of importance and personal relevance), and a scale measuring user attitude. Analysis of the data provides evidence for the reliability and validity of the three constructs and their dimensions. User participation has long been considered a key variable in the successful development of information systems. However, past research has failed to clearly demonstrate its benefits. The measures developed in this study pro vide a useful starting point for deciphering the precise nature of the relationship among user participation, involvement, and attitude during systems implementation. [ABSTRACT FROM AUTHOR]

This paper presents the findings of an empirical study into two organizations' experiences with the adoption and use of CASE tools over time. Using a grounded theory research approach, the study characterizes the organizations' experiences in terms of processes of incremental or radical organizational change. These findings are used to develop a theoretical framework for conceptualizing the organizational issues around the adoption and use of these tools--issues that have been largely missing from contemporary discussions of CASE tools. The paper thus has important implications for research and practice. Specifically, the framework and findings suggest that in order to account for the experiences and outcomes associated with CASE tools, researchers should consider the social context of systems development, the intentions and actions of key players, and the implementation process followed by the organization. Similarly, the paper suggests that practitioners will be better able to manage their organizations' experiences with CASE tools if they understand that such implementations involve a process of organizational change over time and not merely the installation of a new technology. [ABSTRACT FROM AUTHOR]

Executive information systems (EISs) are challenging applications to develop, and many organizations are unsuccessful in their efforts. A major problem is determining the information requirements for the system. A multi-stage study was conducted to explore (1) methods used to determine the information requirements for the initial and ongoing versions of an EIS; (2) how frequently the methods are used; (3) how useful the methods are; and (4) in what situations the methods are useful or not useful. Telephone interviews identified 16 methods used to determine information requirements and provided insights into what makes the methods useful or not useful. Survey questionnaires revealed how frequently the methods are used and how useful they are. The use of the 16 methods for the initial and ongoing versions of an EIS are discussed as are suggestions for further research. [ABSTRACT FROM AUTHOR]

Metaphors are the cognitive lenses we use to make sense of all situations. Intimately interconnected with the way we think, metaphors are fundamental in shaping reality. Building on work about metaphors in organizational life, this paper examines the language of information systems users in 16 different organizations. The results confirm the existence of six main metaphors (journey, war, game, organism, society, and machine) and adds three metaphors that also emerged from the language of IS users (family, zoo, and jungle). Dramatistic analysis was used to reveal that seven of these principal metaphors are found in commonly used systems development methodologies. For example, the systems development life cycle draws upon the "game" metaphor, and structured methodologies and CASE tools are akin to the "machine" metaphor. Analysts who are aware of the existence of these metaphors (both in the user organization and within the methodologies themselves) will begin to see the systems development process in an entirely different light. Caution must be undertaken, however, when using this approach. First, analysts should lead the systems development process by selecting a methodology to match user metaphors, not the other way around. Second, analysts must see, rather than suppress, the paradoxical richness of metaphors. Third, analysts should not limit the number of metaphors because it limits the usefulness of this approach. Fourth, analysts should be adequately trained in a variety of systems development methodologies. Finally, analysts should use metaphorical analysis in conjunction with other approaches. Using the recommendations and findings for guidance, analysts can begin to develop the power of metaphorical analysis to better understand and communicate with users during the development process. [ABSTRACT FROM AUTHOR]

This is an exploratory field study that examines the influence of selected system development methodologies on maintenance time. A number of factors related to the early stages of information systems development and to information systems maintenance were investigated: development methodology, maintenance time and its allocation, number of users, their understanding and involvement, system documentation, software quality, system characteristics, project controllability, system size and age, organization of the maintenance function, use of tools, ability of personnel, stability of organization and others. The survey findings do not support the proposition that the application of modern information systems development methodology decreases maintenance time. However, some benefits are identified. Time spent on emergency error correction, as well as the number of system failures, decreased significantly with the application of modern methodology. Systems developed with modem methodologies seem to facilitate making greater changes in functionality as the systems age. [ABSTRACT FROM AUTHOR]

The development of an information system is a social process involving users and systems analysts, carried out in an organizational setting. This paper presents a process model of user-analyst relationships to guide research into the social dynamics of system development. The model identifies antecedent conditions, encounters, episodes, and outcomes over the course of a project. The model asserts that established relationships between analysts and users will persist unless critical encounters change the trajectory of the project. By conceiving of systems development as a series of encounters and episodes, researchers may identify critical encounters and study the connections between preceding events and their consequences. Practitioners may use the model to diagnose problems and to enact critical encounters that move a project in a different direction. The descriptive and predictive capacities of the process model are illustrated with two case studies. [ABSTRACT FROM AUTHOR]

Requirements analysis (RA) involves end users and systems analysts interacting in an effort to recognize and specify the data and information needed to develop an information system. In the design of expert systems, a similar process of eliciting information, in this case human knowledge, has been studied under the banner of knowledge acquisition (KA). When examined closely, many entities and processes involved in RA and KA are almost identical. However, researchers in each area are seemingly unaware of the developments in the other area. In order to facilitate a merged awareness of both research streams, this article compares representative RA and KA techniques, which are grouped, according to elicitation mode, on three dimensions: communication obstacles, a technique's locus of control, and the nature of the understanding gained from using the technique. This comparison demonstrates that these two research streams have many things in common and that researchers in one area can benefit from developments in the other area. Additionally, this analysis leads to several suggested research areas: (1) rigorous examinations of these techniques as they are used to overcome communication obstacles and enrich understanding; (2) investigations into the seeming match between certain elicitation types and problem domain categories; (3) examinations into synergetic effects of elicitation techniques; (4) development of more techniques for eliciting information requirements to serve emerging needs; and (5) comparisons of the relative advantage of generalized versus specialized elicitation techniques. [ABSTRACT FROM AUTHOR]

Information systems are becoming increasingly critical to the daily operations and success of many firms. This, combined with the rising investments in design and development of these systems, make implementation a high priority research topic. Although information systems implementation has been a topic of interest to researchers over the past two decades, the extent to which the existing body of research reflects substantial and cumulative development is not entirely clear. The objective of this study is to conduct a rigorous and quantitative review of the empirical DSS implementation literature as a basis for providing guidelines for implementation management and conduct of future research. Metaanalysis of 144 findings from 33 studies indicates that user-situational variables (involvement, training and experience) are more important than psychological factors to DSS implementation success and that user-situational variables can improve the implementation success by as much as 30 percent. Furthermore, the meta-analytic findings regarding the methodological characteristics of studies provide useful insights for the design of future research studies of implementation. The findings also allow us to put into perspective the incremental contribution of additional substantive and empirical studies in this area. Additionally, several specific domains (e.g., construct validation research on user involvement and casual modeling) might profit most from future research efforts. [ABSTRACT FROM AUTHOR]

In spite of strong conceptual arguments for the value of strategic data planning as a means to increase data integration in large organizations, empirical research has found more evidence of problems than of success. In this paper, four detailed case studies of SDP efforts, along with summaries of five previously reported efforts, are analyzed. Fifteen specific propositions are offered, with two overall conclusions. The first conclusion is that SDP, though conceived of as a generally appropriate method, may not be the best planning approach in all situations. The second conclusion is that the SDP method of analyzing business functions and their data requirements may not be the best way to develop a "data architecture," given the required level of commitment of talented individuals, the cost, the potential errors, and the high level of abstraction of the result. These lessons can aid practitioners in deciding when to use SDP and guide them as they begin the process of rethinking and modifying the SDP to be more effective. [ABSTRACT FROM AUTHOR]

This paper describes an approach to application software development (the Application Software Factory) that enables over 90 percent reuse of code, produces application code where quality is measured in defects per million lines of code, and generates productivity exceeding that of interpretative 4GL environments. The environment is built on top of a commercial CASE tool and does not rely on exotic technology. The delivered systems are COBOL transaction processing systems using relational database technology and are predominantly online. Two applications of approximately 200,000 lines of code have each been developed by teams at two different sites. A third application of over 2 million lines of code is nearing completion. The paper depicts the important relationships between technology, management, methods, and design approaches that comprise the Application Software Factory. [ABSTRACT FROM AUTHOR]

Information systems failure is a widely recognized problem in the IS community. However, abandonment of IS projects is an aspect of IS failure that has not gained much attention in either IS practice or research. This article examines the organizational practices resulting in the underlying characteristics of IS project abandonment. The results of a survey show IS project abandonment to be a complex multidimensional issue defying easy explanations. IS projects may be abandoned for any combination of factors including cost overruns and/or schedule slippages, technological inadequacies, and behavioral, political, or organizational issues. The last set of factors emerged as being the most dominant in most companies' decisions. [ABSTRACT FROM AUTHOR]

Executive information systems (EIS) are now successfully providing computer support for senior executives in a growing number of organizations. Previous attempts to support senior executives are discussed with a focus on why these attempts failed and what was learned that should be incorporated in future efforts. An EIS development framework is presented that includes a structural perspective of the elements and their interaction, the development process, and the dialog between the user and the system. Survey data from 50 firms having an EIS are presented and discussed in the context of the development framework. While most of the findings confirm conventional EIS wisdom, others are somewhat surprising, such as the significant role that in formation systems management often plays in initiating the development of an EIS or serving as its operational sponsor. The findings lead to additional suggestions for EIS research opportunities, as well as predictions about the future nature of EIS. [ABSTRACT FROM AUTHOR]

Today's typical information systems (IS) organization clings to the belief that it is primarily in the new system development business, a notion based increasingly on substantial self-deception. In reality, many IS development staffs now devote the majority of their efforts to the repair and enhancement of currently installed systems. This "maintenance" task, as it is commonly termed, is widely misunderstood, misrepresented, and undervalued. A reconstructed view of the systems development organization is necessary, one in which the repair and ongoing development of installed systems is given proper emphasis and strategic recognition. [ABSTRACT FROM AUTHOR]

Within the field of information systems (IS), user involvement generally refers to participation in the systems development process by potential users or their representatives and is measured as a set of behaviors or activities that such individuals perform. This article argues for a separation of the constructs of user participation (a set of behaviors or activities performed by users in the system development process) and user involvement (a subjective psychological state reflecting the importance and personal relevance of a system to the user). Such a distinction is not only more consistent with conceptualizations of involvement found in other disciplines, but it also leads to a number of new and interesting hypotheses. These hypotheses promise a richer theoretical network that describes the role and importance of participation and involvement in the implementation process. [ABSTRACT FROM AUTHOR]

Despite the fact that commercial computer systems have been in existence for almost three decades, many systems in the process of being implemented may be classed as failures. One of the factors frequently cited as important to successful system development is involving users in the design and implementation process. This paper reports the results of a field study, conducted on data from forty-two systems, that investigates the role of user involvement and factors affecting the employment of user involvement on the success of system development. Path analysis was used to investigate both the direct effects of the contingent variables on system success and the effect of user involvement as a mediating variable between the contingent variables and system success. The results show that high system complexity and constraints on the resources available for system development are associated with less successful systems. [ABSTRACT FROM AUTHOR]

The process to develop computer-based information systems has changed significantly within the last ten years. Research was conducted to determine how organizations currently perform systems analysis and design. Responding organizations provided evaluations of their current approaches and tools. The results should provide insights for information systems practitioners and have implications for educational efforts and research in the information systems field. [ABSTRACT FROM AUTHOR]

Information generated from communications between users and analysts forms the basis for information systems development and is therefore a major determinant of success. This research investigates the effectiveness of these user/analyst interactions. Tape recordings of user/analyst communications during systems development are used to analyze traditional interaction methods. An alternative "organizational/earning" interaction methodology is developed based on the Argyris and Schon organizational learning theory. Finally, this new methodology is used by a group of professionals involved in systems projects and again evaluated based on tape recordings of their user/analyst communications. Results show that traditional user/analyst interactions display primarily error-prone characteristics, and that the new interaction methodology successfully generated more valid information with increased detection of errors. [ABSTRACT FROM AUTHOR]

Arguments have been made supporting internal auditor involvement in the systems development process -- arguments based primarily on the differential skills that auditors are thought to possess in the evaluation of internal controls. This study investigates whether internal auditors possess such skills. A second objective is to investigate the impact of recall versus recognition in the identification of control weaknesses and control measures.
Two major findings are reported. First, no consistent between group differences in different aspects of internal control evaluation were found. Second, a significant prompting effect was shown across all three respondent groups. [ABSTRACT FROM AUTHOR]

The Management Information and Decision Support System (MIDS) has been supporting senior executives at Lockheed-Georgia for the past eight years. MIDS combines off-the-shelf hardware with in-house developed software to provide a system with unique capabilities. MIDS' benefits include better information, improved communications, an evolving understanding of information requirements, a test-bed for system evolution, and cost reductions. It is a success as measured by an assessment of benefits, frequency of use, and user satisfaction. Factors contributing to the success of MIDS include a committed senior executive sponsor, carefully defined systems requirements, carefully defined information requirements, a team approach to systems development, an evolutionary development approach, and careful computer hardware and software selection. [ABSTRACT FROM AUTHOR]

This research article reports on those factors project team members perceive as leading to systems development success. The amount of perceived impact of environmental variables, task variables and personal characteristics of project team members on systems success was explored. Results demonstrate that project team members are concerned with group process issues as well as with technical issues within the ranks of the project team. The sobering finding in their responses was that information systems personnel perceive neither management support nor user involvement as critical to the successful development of systems. [ABSTRACT FROM AUTHOR]

MIS design approaches call for managers to specify their information needs to be used as requirements in the design process. To explore the merits of this practice, managers from organizations across the United States were interviewed. The managers were asked to indicate their preference for personal, interactive, report, and analytic types of information for various stages of decision making and decision familiarity. These preferences were assessed to determine if they were influenced by managers' personal characteristics (such as psychological makeup and experience), by the decision task, or both. Analysis found that preferences were not influenced by manager characteristics but were influenced by the decision task. The managers demonstrated an understanding of information uses consistent with the decision support literature, providing support for user specification of MIS information requirements. [ABSTRACT FROM AUTHOR]

A laboratory experiment was conducted to assess the influence of color and information presentation differences on user perceptions and decision making under varying time constraints. Three different information presentations were evaluated: tabular, graphical, and combined tabular-graphical. Tabular reports led to better decision making and graphical reports led to faster decision making when time constraints were low. The combined report, which integrated the advantages associated with both tabular and graphical presentation, was the superior report format in terms of performance and was rated very highly by decision makers. Color led to improvements in decision making; this was especially pronounced when high time constraints were present. [ABSTRACT FROM AUTHOR]

Although relatively recent in information systems design, the prototyping technique has a long tradition in developing engineering systems. An engineering system is defined as any artificial system that performs actions to achieve a desired transformation of objects undergoing a change of state. We will review the application of and experience with prototyping in engineering systems design and relate these to the development of information systems.
Drawing on the strong similarities between the design processes of engineering systems and information systems results in the identification of a number of different types of prototypes that can be used for a variety of purposes and integrated into the various stages of the systems development life cycle. The experience gained from applying the prototyping method in the design of engineering systems permits us to exploit its advantages and to avoid its misapplications when it is used in information systems development. [ABSTRACT FROM AUTHOR]

The article discusses the paper "Revolution or Evolution? A Comparison of Object-Oriented and Structured Systems Development Methods," by Sumit Sircar, Sridhar P. Nerur, and Radhakanta Mahapatra.

An abstract is presented for the article "Reconstructing the Systems Development Organization," by E. Burton Swanson and Cynthia M. Beath.