A New Paradigm for Is

Farwell, Douglas W.; Kuramoto, Linda; Lee, Denis; Trauth, Eileen M.; Winslow, C.-E. A.

doi:10.1080/10580539208906859

Cited by 42 publications

(10 citation statements)

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“…It was claimed decades ago that IT professionals of the twenty-first century would have to be multi-skilled and possess a combination of technical, business and interpersonal knowledge in order to adjust to new opportunities, properly analyse problems and implement business processes utilising new information technology (Farwell et al, 1992). However, rapid changes in the last few years have had a large impact on the knowledge and skills required of both IT personnel and the business side (Raju, 2014).…”

Section: The Knowledge and Skills Of It Personnelmentioning

confidence: 99%

Establishing a partnership between top and IT managers

Manfreda

Štemberger

2019

ITP

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Purpose A poor relationship between top management and IT personnel is often denoted as a business–IT gap. In an era of digital transformation, bridging this gap and establishing a strong relationship between business and IT are more important than ever before. The purpose of this paper is thus to examine a particular link between business and IT managers – a partnership relationship – together with the factors facilitating it. Design/methodology/approach A partnership construct is developed based on interdisciplinary studies and transferred to the business–IT context since it is not generally used in IT disciplines. The model was empirically tested with structural equation modelling using data obtained from 221 IT managers in Slovenian companies. Findings The results show that both the perceived value of IT and the business orientation of the IT department exert a positive influence on the partnership, while a mere technology-oriented IT department has a negative effect on the partnership relationship. Furthermore, the paper also presents the prerequisites for a business-oriented IT department. Originality/value In this digitalisation era, IT is becoming even more important for its strategic role in organisations. There is thus a strong need to bridge the business–IT gap. Despite significant efforts made to close this gap, it remains a major issue. This research contributes to understanding the business–IT gap and presents the key factors for ensuring a partnership relationship is in place. The study also combines the views of social exchange theory and knowledge-based theory and upgrades findings concerning the influence of social facilitators on collaboration outcomes.

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Section: The Knowledge and Skills Of It Personnelmentioning

confidence: 99%

Establishing a partnership between top and IT managers

Manfreda

Štemberger

2019

ITP

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“…Boundary-spanning activities have been identified as an important component of IT jobs, particularly in systems analysis and design (Farwell & Kuramoto, 1992). It is proposed in the case study that the role of information technology professionals is knowledge brokering in organizations.…”

Section: Boundary-spanning Activities and Inconsistency View On It Employees' Job Satisfactionmentioning

confidence: 99%

Role overload, knowledge acquisition and job satisfaction: An ambidexterity perspective on boundary-spanning activities of IT employees

Wang

Liu

2018

The International Journal of Human Resource Management

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Building upon the ambidexterity perspective, this study conceptualizes boundary-spanning activities as both transactional and learning to illuminate their different effects on IT employees' job satisfaction. Specifically, we offer an overarching theoretical framework rooted in ambidexterity by connecting the role theory and knowledge acquisition perspective to reconcile the inconsistency of extant findings. Role overload has a mediating effect on the relationship between boundary-spanning activities (both transactional and learning) and job satisfaction, whereas knowledge acquisition mediates the relationship between learning boundary-spanning activities and job satisfaction. Furthermore, high achievement motivation and learning goal orientation moderate the positive effect of learning boundary-spanning activities on job satisfaction. The quantitative analysis of IT employees in Chinese state-owned enterprises largely supports our hypotheses. We conclude this paper by discussing theoretical and managerial implications for ambidexterity, boundary spanning, and job satisfaction.

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“…Perhaps, because these metaphors for changing IS departments are so simplistic and due to the ease with which those firms profiled in the computer trade press made these changes, the true challenges that organizations face when implementing these software innovations have not been examined in depth, either in the trade press or the academic literature. Ironically, it is the IS consultants who have focused significant attention on these issues, both in practitioner-oriented journals and on the lecture circuit (DeFiore 1995;Swanborg 1993;Raphaelian 1993;Stokes 1993aStokes , 1993bFarwell et al 1992), rather than IS academics, with the exception of some recent work by Nance (1994, Nance andSessions 1994).…”

Section: Prior Research On Reskilling Is Professionalsmentioning

confidence: 99%

Contradictions among Stakeholder Assessments of a Radical Change Initiative: A Cognitive Frames Analysis

Gallivan

1996

Information Technology and Changes in Organizational Work

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This paper explores the concept of frames of reference by examining stakeholders assumptions regarding but transcending their technological frames. Specifically, the concept of technology frames (Orlikowski and Gash 1994) is expanded in order to identify stakeholders' assumptions regarding the complementary organizational changes necessary to implement successful technological change. Through analysis of data from a case study, the paper identifies inconsistencies among various stakeholders' reports of a change initiative and then identifies a possible resolution to these discrepant reports through an analysis of how stakeholders develop characteristic frames which shape how they understand the goals of the technological change efforts, the set of complementary organizational changes that are required, and their assumptions about what constitutes progress toward achieving these goals.

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A New Paradigm for Is

Cited by 42 publications

References 0 publications

Establishing a partnership between top and IT managers

Establishing a partnership between top and IT managers

Role overload, knowledge acquisition and job satisfaction: An ambidexterity perspective on boundary-spanning activities of IT employees

Contradictions among Stakeholder Assessments of a Radical Change Initiative: A Cognitive Frames Analysis

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