Governance-Knowledge Fit in Systems Development Projects

Abstract

T his study addresses the theoretically underexplored question of how fit between project governance configurations, and the knowledge of specialized information technology (IT) and client departments, influences information systems development (ISD) performance. It conceptualizes project governance configurations using two classes of project decisions rights-decision control rights and decision management rights. The paper then develops a middle-range theory of how governance-knowledge fit shapes ISD performance by influencing the effective exercise of these decision rights during the development process. Further, the two dimensions of ISD performance-efficiency and effectiveness-are shaped by different classes of project decision rights. Data from 89 projects in 89 firms strongly support the proposed ideas. Implications for theory and practice are also discussed.

IS Use and Quality of Life: A Conceptualization and Empirical Investigation

“…Other studies reported higher variance between 35% and 36% from a first factor (e.g., Hess et al, 2009;Phang et al, 2009) and concluded that common method bias is not substantially present. A few studies reported 72% -76% total variance explained by all factors (Dinev and Hart, 2006;Dinev and Hu, 2007;Tiwana, 2009). In our data, we found 37.7% variance from the first factor and 77.6% total variance explained.…”

“…We examined survey studies in leading IS journals that used Harman's single-factor test and reported explained variance from factor analysis. Some studies reported 12% -18% of variance explained by a first factor (e.g., Dinev and Hart, 2006;Dinev and Hu, 2007;Pavlou and Gefen, 2004;Tiwana, 2009). Other studies reported higher variance between 35% and 36% from a first factor (e.g., Hess et al, 2009;Phang et al, 2009) and concluded that common method bias is not substantially present.…”

The Impact of Influence Tactics in Information System Development Projects: A Control-Loss Perspective

“…ISD project failures can be expensive and have dire consequences on organizational performance [22]; moreover, ISD projects involve knowledge-intensive tasks that must be performed by highly skilled team members [61]. It is important to reach beyond management of contracts and move toward management of relationships.…”

Shadow Systems, Risk, and Shifting Power Relations in Organizations

“…Prior research indicates that this inability may arise if the official IT unit lacks resources (Winkler & Brown, 2014), business knowledge (Tiwana, 2009;Winkler & Brown, 2013), openness and honesty (Nwankpa & Roumani, 2014), or agility (see Györy et al, 2012). Thus, the central IT "refuses" to act.…”