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The article investigates the relationship between Performance Management Systems (PMS) and IS in a single Italian Public University, starting from the gap that exists between what is declared in University policy statements— ostensibly oriented towards empowerment—and what is actually implemented by public managers. We are particularly interested in understanding how ICT could support PMS in the control process. In our empirical analysis we observed that the role of IS depends on the strategy adopted in planning and implementing the PMS.

The main goal of the paper is to explore the importance of the complementarities between ICT and organizational change in order to plan new organizational forms. In particular, the paper analyzes whether and how technology can be an important instrument of coordination for healthcare organizations. Results from our empirical research indicate that ICT solutions and initiatives play a significant role in improved information management and therefore re-engineering of business processes. We show how traditional organizational models and coordination are no longer consistent and sufficient in turbulent environments such as that of the Italian health. ICT provides new ways of coordination and control. So the traditional coordination mechanisms are scaled or enhanced with the use of ICT.

This chapter focuses on the reciprocal relationship between information systems and organizational control. It introduces the volume, describing both the theoretical frameworks and the topics analyzed and discussed. In particular, the volume is divided into three sections, each one focusing on a specific topic: organizational control, accounting and information systems; organizational change, innovation and ICT; and information, knowledge and project management practices.