Organizations are increasingly implementing Enterprise Information Systems (EIS), and Enterprise Resource Planning (ERP) systems in particular. Despite the notable studies on the advantages of an EIS, many organizations are not satisfied with the benefits or advantages gained. At the same time, it is assumed that such systems with increasing innovations and technological enhancements would generate abundant business advantages, if organizations exploited these opportunities. The investigation in this work drew on the sociomateriality perspective, using imbrication notion, and focused on a telecomm case study to examine how organizations can exploit the technological possibilities of an EIS to create business benefits. The study findings suggest that business benefits can be achieved when the EIS as a technical system is interwoven with the organizational work in which both dynamically change in practice (not from the technical features of the system), when the system provides interesting and beneficial technological possibilities that attract organizations, and when the firm has the organizational capabilities to translate these possibilities into real business benefits.
{"title":"Developing business advantages from the technological possibilities of enterprise information systems","authors":"Luay Anaya","doi":"10.12821/IJISPM020203","DOIUrl":"https://doi.org/10.12821/IJISPM020203","url":null,"abstract":"Organizations are increasingly implementing Enterprise Information Systems (EIS), and Enterprise Resource Planning (ERP) systems in particular. Despite the notable studies on the advantages of an EIS, many organizations are not satisfied with the benefits or advantages gained. At the same time, it is assumed that such systems with increasing innovations and technological enhancements would generate abundant business advantages, if organizations exploited these opportunities. The investigation in this work drew on the sociomateriality perspective, using imbrication notion, and focused on a telecomm case study to examine how organizations can exploit the technological possibilities of an EIS to create business benefits. The study findings suggest that business benefits can be achieved when the EIS as a technical system is interwoven with the organizational work in which both dynamically change in practice (not from the technical features of the system), when the system provides interesting and beneficial technological possibilities that attract organizations, and when the firm has the organizational capabilities to translate these possibilities into real business benefits.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2022-02-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45589677","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
V. Rodríguez Montequín, César Álvarez Pérez, Francisco Ortega Fernández, Joaquín Villanueva Balsera
Financial corporations and especially banking institutions have important needs concerning to the development of software around their business core. The software, that traditionally had been developed in house by the IT departments, is now usually outsourced to IT firms. These firms work under the software factories model. An important feature within this sector is that usually the financial groups keep the ownership of these firms because the strategic value of the software for the core business. These firms work almost exclusively for the owner financial group developing their software, but they have to demonstrate that they are so profitable and competitive like any other firm. The organizational structure of these firms has some differential features. Top level tasks (software design and project management) are usually performed by the IT firm but the development is usually subcontracted to other software companies. Although financial corporations have always paid a special interest to investing in management and organizational policies to improve their efficiency, there have being always an important lack regarding to the control and monitoring of the software projects. They do not have suitable tools for monitoring actual process effectiveness. Adapting scorecards to this environment could be a useful tool for monitoring and improvement the process. Scorecard could here be used both as a tool for internal effectiveness measurement as well as externally, presenting sustainabilityindicators for the shareholders, the financial institutions. This paper aims to identify and define a collection of Key Performance Indicators which permit effectiveness to be improved under this context, focusing in the specific supplychain model given by owner (financial group), software factory and software developers (subcontracted).
{"title":"Scorecard and KPIs for monitoring software factories effectiveness in the financial sector","authors":"V. Rodríguez Montequín, César Álvarez Pérez, Francisco Ortega Fernández, Joaquín Villanueva Balsera","doi":"10.12821/ijispm010302","DOIUrl":"https://doi.org/10.12821/ijispm010302","url":null,"abstract":"Financial corporations and especially banking institutions have important needs concerning to the development of software around their business core. The software, that traditionally had been developed in house by the IT departments, is now usually outsourced to IT firms. These firms work under the software factories model. An important feature within this sector is that usually the financial groups keep the ownership of these firms because the strategic value of the software for the core business. These firms work almost exclusively for the owner financial group developing their software, but they have to demonstrate that they are so profitable and competitive like any other firm. The organizational structure of these firms has some differential features. Top level tasks (software design and project management) are usually performed by the IT firm but the development is usually subcontracted to other software companies. Although financial corporations have always paid a special interest to investing in management and organizational policies to improve their efficiency, there have being always an important lack regarding to the control and monitoring of the software projects. They do not have suitable tools for monitoring actual process effectiveness. Adapting scorecards to this environment could be a useful tool for monitoring and improvement the process. Scorecard could here be used both as a tool for internal effectiveness measurement as well as externally, presenting sustainabilityindicators for the shareholders, the financial institutions. This paper aims to identify and define a collection of Key Performance Indicators which permit effectiveness to be improved under this context, focusing in the specific supplychain model given by owner (financial group), software factory and software developers (subcontracted).","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2022-02-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47817204","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
IT procurement represents a business process of high importance, including the ability to articulate requirements that the procurement deals with. Furthermore, specifying requirements is of importance for both procurer and potential supplier, as it functions as central contractual element between the two. The purpose of this article is two-fold: (i) to show how established terminology for requirement specification is represented in current call for bids for the procurement of IT; and (ii) to introduce an organizing framework that may assist procurers in actively addressing functional requirements and business requirements. Ten “call for bids” were examined from a Swedish national procurement database. From the analysis of the bids, it can be concluded that: (i) the call for bids displays a high degree of precision regarding hardware aspects, but less precision regarding software; (ii) supplier experience and competence is stressed, but rarely elaborated on in detail; and (iii) call for bids vagueness may be used as a lock-in opportunity for suppliers. From the discussion on this, a tentative procurement framework is suggested, aiming on increasing the logical transparency for the procurement of IT.
{"title":"Getting the balance right between functional and non-functional requirements: the case of requirement specification in IT procurement","authors":"B. Johansson, M. Lahtinen","doi":"10.12821/IJISPM010101","DOIUrl":"https://doi.org/10.12821/IJISPM010101","url":null,"abstract":"IT procurement represents a business process of high importance, including the ability to articulate requirements that the procurement deals with. Furthermore, specifying requirements is of importance for both procurer and potential supplier, as it functions as central contractual element between the two. The purpose of this article is two-fold: (i) to show how established terminology for requirement specification is represented in current call for bids for the procurement of IT; and (ii) to introduce an organizing framework that may assist procurers in actively addressing functional requirements and business requirements. Ten “call for bids” were examined from a Swedish national procurement database. From the analysis of the bids, it can be concluded that: (i) the call for bids displays a high degree of precision regarding hardware aspects, but less precision regarding software; (ii) supplier experience and competence is stressed, but rarely elaborated on in detail; and (iii) call for bids vagueness may be used as a lock-in opportunity for suppliers. From the discussion on this, a tentative procurement framework is suggested, aiming on increasing the logical transparency for the procurement of IT.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2022-02-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48597518","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The traditional approach to assess information system (IS) project success is adherence to planning (ATP) – meeting budget, schedule, and requirements targets. Today, scholars agree that ATP is insufficient to adequately assess IS project success, but an agreed-on set of success criteria is still missing. Many works on this topic are based on theoretical considerations rather than empirical inquiries. We analyze practitioners’ subjective perspectives by investigating what criteria IS project managers consider relevant for IS project success assessment. We interview eleven experienced project managers in Germany, applying Repertory Grid and Laddering to minimize potential biases. Our results yield eight success criteria, indicating that criteria like process efficiency and stakeholder satisfaction must be considered in addition to ATP. Scholars can use our findings to apply the identified success criteria in future studies. Practitioners gain insights into the expert perspective on project success and might rethink the way of assessing success in their projects.
{"title":"Ladder to success – eliciting project managers’ perceptions of IS project success criteria","authors":"Oleg Pankratz, Dirk Basten","doi":"10.12821/IJISPM020201","DOIUrl":"https://doi.org/10.12821/IJISPM020201","url":null,"abstract":"The traditional approach to assess information system (IS) project success is adherence to planning (ATP) – meeting budget, schedule, and requirements targets. Today, scholars agree that ATP is insufficient to adequately assess IS project success, but an agreed-on set of success criteria is still missing. Many works on this topic are based on theoretical considerations rather than empirical inquiries. We analyze practitioners’ subjective perspectives by investigating what criteria IS project managers consider relevant for IS project success assessment. We interview eleven experienced project managers in Germany, applying Repertory Grid and Laddering to minimize potential biases. Our results yield eight success criteria, indicating that criteria like process efficiency and stakeholder satisfaction must be considered in addition to ATP. Scholars can use our findings to apply the identified success criteria in future studies. Practitioners gain insights into the expert perspective on project success and might rethink the way of assessing success in their projects.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2022-02-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44199213","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This paper applies the Red Queen theory to explain how organizations utilize various sourcing arrangements in order to compete in an evolutionary arms race where only the strongest competitors will survive. The case study incorporates competition, and views sourcing strategies as a means to improve the firm’s viability to survive competition in the marketplace. The study begins by positioning the Red Queen theory within the sourcing literature. It subsequently applies the framework to a case study of SAP AG to illustrate how sourcing strategies have changed over time in response to the logic of competition. The case study reveals that (a) organizations are adaptive systems and capable of learning to make strategic changes pertaining to sourcing arrangements; (b) organizations select the terms on which they want to compete by developing certain capabilities within the firm; (c) organizations are reflexive and over time develop competitive hysteresis which allows them to become stronger competitors. In the case of SAP AG, various sourcing arrangements were selected over its 40-year history to respond to technological and market changes.
{"title":"Sourcing strategies to keep up with competition: the case of SAP","authors":"M. Antero, J. Hedman, S. Henningsson","doi":"10.12821/IJISPM020403","DOIUrl":"https://doi.org/10.12821/IJISPM020403","url":null,"abstract":"This paper applies the Red Queen theory to explain how organizations utilize various sourcing arrangements in order to compete in an evolutionary arms race where only the strongest competitors will survive. The case study incorporates competition, and views sourcing strategies as a means to improve the firm’s viability to survive competition in the marketplace. The study begins by positioning the Red Queen theory within the sourcing literature. It subsequently applies the framework to a case study of SAP AG to illustrate how sourcing strategies have changed over time in response to the logic of competition. The case study reveals that (a) organizations are adaptive systems and capable of learning to make strategic changes pertaining to sourcing arrangements; (b) organizations select the terms on which they want to compete by developing certain capabilities within the firm; (c) organizations are reflexive and over time develop competitive hysteresis which allows them to become stronger competitors. In the case of SAP AG, various sourcing arrangements were selected over its 40-year history to respond to technological and market changes.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2022-02-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46457291","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
According to the literature, formal project governance often stops at the steering committee, which is also identified as the main link between the permanent and temporary organizations. Generally, top managers play an active role as sponsors in this committee until the project is approved and launched. Afterwards, the project execution is usually delegated, enabling middle managers to participate in strategy operationalization. As such, they are likely to take part in the project governance and its operationalization. In this study, we are especially interested in the governance zone reporting to the steering committee. Within this zone, formal and informal governance is intertwined, and there is likely to be considerable overlap with the permanent organization. Our study focuses on a specific liaison device within this zone: the Project Coordination Committee, which has rarely been studied. We explore how project governance evolves and is represented by project participants. Our results show a surprising diversity in participants’ representations. This allows us to identify a number of conclusions that go beyond the governance form issues and relate to the complexity of this governance zone and its influence on the disruptions between permanent and temporary governance structures within a large organization.
{"title":"Governance challenges in temporary organizations: a case of evolution and representations","authors":"Magali Simard, D. Laberge","doi":"10.12821/ijispm020402","DOIUrl":"https://doi.org/10.12821/ijispm020402","url":null,"abstract":"According to the literature, formal project governance often stops at the steering committee, which is also identified as the main link between the permanent and temporary organizations. Generally, top managers play an active role as sponsors in this committee until the project is approved and launched. Afterwards, the project execution is usually delegated, enabling middle managers to participate in strategy operationalization. As such, they are likely to take part in the project governance and its operationalization. In this study, we are especially interested in the governance zone reporting to the steering committee. Within this zone, formal and informal governance is intertwined, and there is likely to be considerable overlap with the permanent organization. Our study focuses on a specific liaison device within this zone: the Project Coordination Committee, which has rarely been studied. We explore how project governance evolves and is represented by project participants. Our results show a surprising diversity in participants’ representations. This allows us to identify a number of conclusions that go beyond the governance form issues and relate to the complexity of this governance zone and its influence on the disruptions between permanent and temporary governance structures within a large organization.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2022-02-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44780400","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Susan P. Williams, Verena Hausmann, Catherine A. Hardy, P. Schubert
This paper presents the findings of an in-depth survey to examine the current status of enterprise information management (EIM) in organizations. The survey explores five key areas: drivers and capabilities of EIM; current status of EIM strategies; EIM content and technologies; EIM and compliance; and the changing role of the information professional. The survey reveals that the drivers for EIM cannot be simply reduced to a series of technical or organizational needs and that EIM is a complex sociotechnical phenomenon. A fine balance is required to achieve business performance objectives whilst at the same time also meeting conformance requirements. To date, few organizations have implemented enterprise-wide EIM strategies; however those who do have them are better able to keep track of, and achieve, performance objectives. In terms of technologies and content the landscape is complex with organizations focusing their efforts into managing and reducing this complexity. Finally information management work is changing; the survey reveals EIM as a multi-stakeholder activity requiring the combination of a wide range of professional groups, skills and knowledge. The survey findings provide the basis for further research investigations in supporting organization in their EIM initiatives.
{"title":"Managing enterprise information: meeting performance and conformance objectives in a changing information environment","authors":"Susan P. Williams, Verena Hausmann, Catherine A. Hardy, P. Schubert","doi":"10.12821/ijispm020401","DOIUrl":"https://doi.org/10.12821/ijispm020401","url":null,"abstract":"This paper presents the findings of an in-depth survey to examine the current status of enterprise information management (EIM) in organizations. The survey explores five key areas: drivers and capabilities of EIM; current status of EIM strategies; EIM content and technologies; EIM and compliance; and the changing role of the information professional. The survey reveals that the drivers for EIM cannot be simply reduced to a series of technical or organizational needs and that EIM is a complex sociotechnical phenomenon. A fine balance is required to achieve business performance objectives whilst at the same time also meeting conformance requirements. To date, few organizations have implemented enterprise-wide EIM strategies; however those who do have them are better able to keep track of, and achieve, performance objectives. In terms of technologies and content the landscape is complex with organizations focusing their efforts into managing and reducing this complexity. Finally information management work is changing; the survey reveals EIM as a multi-stakeholder activity requiring the combination of a wide range of professional groups, skills and knowledge. The survey findings provide the basis for further research investigations in supporting organization in their EIM initiatives.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2022-02-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46878226","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Sylvain Goyette, L. Cassivi, Mathieu Courchesne, E. Elia
This paper examines the knowledge transfer process in ERP post-implementation projects, and specifically between the ERP project teams and the IT support team. Case studies were conducted in three large organizations and data was collected via semi-structured interviews. Descriptive and graphical representations were used to analyze knowledge transfer processes for each case and a cross-case analysis was performed. Results from this exploratory study shed light on the relation between the ERP evolution structure and the use of knowledge transfer mechanisms based on different types of knowledge (functional and technical). This paper highlights the necessity of relying on both formal and informal knowledge transfer mechanisms to cover recurring and ad hoc exchanges between the different stakeholders responsible for the evolution of an ERP. The paper also highlights the impact of the ERP integrator and its different inclusion strategies that are critical for the knowledge being shared by the ERP project stakeholders.
{"title":"The ERP post-implementation stage: a knowledge transfer challenge","authors":"Sylvain Goyette, L. Cassivi, Mathieu Courchesne, E. Elia","doi":"10.12821/ijispm030201","DOIUrl":"https://doi.org/10.12821/ijispm030201","url":null,"abstract":"This paper examines the knowledge transfer process in ERP post-implementation projects, and specifically between the ERP project teams and the IT support team. Case studies were conducted in three large organizations and data was collected via semi-structured interviews. Descriptive and graphical representations were used to analyze knowledge transfer processes for each case and a cross-case analysis was performed. Results from this exploratory study shed light on the relation between the ERP evolution structure and the use of knowledge transfer mechanisms based on different types of knowledge (functional and technical). This paper highlights the necessity of relying on both formal and informal knowledge transfer mechanisms to cover recurring and ad hoc exchanges between the different stakeholders responsible for the evolution of an ERP. The paper also highlights the impact of the ERP integrator and its different inclusion strategies that are critical for the knowledge being shared by the ERP project stakeholders.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2022-02-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46690209","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Conflicts are an inherent part of organizational life and managers deal with confrontations and conflicts on an almost daily basis. Information Systems (IS) implementations are a type of change that often leads to open or hidden conflicts. Managers and others involved can only deal with such conflicts effectively if they understand the nature and causes of information system conflicts (IS conflicts). To contribute to such an understanding, this study focuses on the analysis of IS conflicts. In so doing, it aims to identify various types of IS conflicts and to develop a framework that can be helpful in assessing these conflicts. To this end, we have conducted a meta-ethnographic study – that is, we synthesized earlier case studies in which IS conflicts are described. We purposefully selected 11 descriptions of IS conflicts and we analyzed the topics, contexts, and processes of these conflicts. Based on this analysis, we propose a two-dimensional framework of IS conflicts that leads to a categorization involving four IS conflict types: task; implementation process; structure; and value conflicts. Based on the conflicts that were studied, this paper also reveals that, in reality, many IS conflicts have a hybrid form and develop from one type to another over time.
{"title":"Information system conflicts: causes and types","authors":"A. Boonstra, J. D. Vries","doi":"10.12821/IJISPM030401","DOIUrl":"https://doi.org/10.12821/IJISPM030401","url":null,"abstract":"Conflicts are an inherent part of organizational life and managers deal with confrontations and conflicts on an almost daily basis. Information Systems (IS) implementations are a type of change that often leads to open or hidden conflicts. Managers and others involved can only deal with such conflicts effectively if they understand the nature and causes of information system conflicts (IS conflicts). To contribute to such an understanding, this study focuses on the analysis of IS conflicts. In so doing, it aims to identify various types of IS conflicts and to develop a framework that can be helpful in assessing these conflicts. To this end, we have conducted a meta-ethnographic study – that is, we synthesized earlier case studies in which IS conflicts are described. We purposefully selected 11 descriptions of IS conflicts and we analyzed the topics, contexts, and processes of these conflicts. Based on this analysis, we propose a two-dimensional framework of IS conflicts that leads to a categorization involving four IS conflict types: task; implementation process; structure; and value conflicts. Based on the conflicts that were studied, this paper also reveals that, in reality, many IS conflicts have a hybrid form and develop from one type to another over time.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2022-02-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45887252","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Globally distributed IT projects are common practice in today’s globalized world. Typically, project team members work on interdependent tasks, with a common goal to be achieved as one team. However, being split between multiple locations impedes communication among team members and hampers the development of trust. Information and communications media enable communication between geographically distributed project team members and help to create and maintain trust within project units. Communication and trust are particularly significant for fostering a feeling of oneness among project team members. Oneness, also referred to as “teamness”, is repeatedly mentioned as one of the challenges facing global project teams. However, prior literature on teamness is very scarce and its importance is underrepresented. This research contributes to the field in two ways. First, the theoretical study based on a systematic literature review examines available evidence of teamness in globally distributed projects. Secondly, an empirical study based on interviews conducted with global project managers fills the current gap in literature on the link between use of ICT and establishing a sense of team unity. This paper draws practitioners’ attention to the importance of striving for teamness in spite of the geographical distance that exists between project team members.
{"title":"Distributed team cohesion – not an oxymoron. The impact of information and communications technologies on teamness in globally distributed IT projects","authors":"Olga Stawnicza","doi":"10.12821/ijispm030202","DOIUrl":"https://doi.org/10.12821/ijispm030202","url":null,"abstract":"Globally distributed IT projects are common practice in today’s globalized world. Typically, project team members work on interdependent tasks, with a common goal to be achieved as one team. However, being split between multiple locations impedes communication among team members and hampers the development of trust. Information and communications media enable communication between geographically distributed project team members and help to create and maintain trust within project units. Communication and trust are particularly significant for fostering a feeling of oneness among project team members. Oneness, also referred to as “teamness”, is repeatedly mentioned as one of the challenges facing global project teams. However, prior literature on teamness is very scarce and its importance is underrepresented. This research contributes to the field in two ways. First, the theoretical study based on a systematic literature review examines available evidence of teamness in globally distributed projects. Secondly, an empirical study based on interviews conducted with global project managers fills the current gap in literature on the link between use of ICT and establishing a sense of team unity. This paper draws practitioners’ attention to the importance of striving for teamness in spite of the geographical distance that exists between project team members.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":null,"pages":null},"PeriodicalIF":3.3,"publicationDate":"2022-02-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45358264","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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