For over a decade, Richard Nolan's stage model on the assimilation of information system IS technology has received a significant amount of attention from both academicians and practitioners. The existing empirical studies addressing aspects of the stage model have shown mixed results. This might be due to the inability of the existing questionnaires in capturing the essence of the stage model. To provide added perspective, this study adapted Nolan's stage benchmarks to develop and test a questionnaire which seems to better capture the essence of the stage model than the existing ones. One hundred and twenty-three companies participated in the study. The results indicated that the instrument possesses reliability and validity in measuring the stages of IS sophistication. The DP-expenditure benchmark was confirmed to have no discriminating power between IS growth stages. It was found that 1 DP expenditures of most firms grow less than the rate of sales growth regardless of the stage of IS growth, 2 the higher the ratio of EDP/MIS budget to sales, the higher the growth of DP expenditure, 3 a company with a higher applications-portfolio stage tends to have a higher DPplanning-and-control or user-awareness stage, and vice versa, 4 a company with a higher technology stage or a higher DP-organization stage does not necessarily have a higher applications-portfolio, DP-planning-and-control, or userawareness stage, and 5 the composite average of the five benchmarks excluding the DP-expenditure one appears to represent the overall status of an organization's IS sophistication and may be used by prospective researchers as a relative measure to compare stages of IS growth between two or more organizations
{"title":"An Empirical Reassessment of the Measure of Information System Sophistication","authors":"H. Chang, Eldon Y. Li, John C. Rogers","doi":"10.4018/IRMJ.1994070101","DOIUrl":"https://doi.org/10.4018/IRMJ.1994070101","url":null,"abstract":"For over a decade, Richard Nolan's stage model on the assimilation of information system IS technology has received a significant amount of attention from both academicians and practitioners. The existing empirical studies addressing aspects of the stage model have shown mixed results. This might be due to the inability of the existing questionnaires in capturing the essence of the stage model. To provide added perspective, this study adapted Nolan's stage benchmarks to develop and test a questionnaire which seems to better capture the essence of the stage model than the existing ones. One hundred and twenty-three companies participated in the study. The results indicated that the instrument possesses reliability and validity in measuring the stages of IS sophistication. The DP-expenditure benchmark was confirmed to have no discriminating power between IS growth stages. It was found that 1 DP expenditures of most firms grow less than the rate of sales growth regardless of the stage of IS growth, 2 the higher the ratio of EDP/MIS budget to sales, the higher the growth of DP expenditure, 3 a company with a higher applications-portfolio stage tends to have a higher DPplanning-and-control or user-awareness stage, and vice versa, 4 a company with a higher technology stage or a higher DP-organization stage does not necessarily have a higher applications-portfolio, DP-planning-and-control, or userawareness stage, and 5 the composite average of the five benchmarks excluding the DP-expenditure one appears to represent the overall status of an organization's IS sophistication and may be used by prospective researchers as a relative measure to compare stages of IS growth between two or more organizations","PeriodicalId":44735,"journal":{"name":"Information Resources Management Journal","volume":"7 1","pages":"3-20"},"PeriodicalIF":1.4,"publicationDate":"1994-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70476054","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}
A research study on motivation perceptions of I.S. managers was conducted in 1978. It was replicated in 1990. Comparisons between the two groups revealed that growth need and motivation potential of the job are not significantly different. Satisfaction levels changed positively -both satisfaction with supervision and pay satisfaction were significantly higher in 1990. General satisfaction was relatively unchanged as was social need. There were gender differences; social need for females continued to be significantly lower. The differences in growth need by gender disappeared, however. Female managers were less satisfied than males in 1990, for all three satisfaction categories. Although growth need and the job's motivating potential were well matched for both males and females on the average, there were cases of individuals whose jobs were not sufficiently rich. An analytical framework is provided for enhancing an individual's job in these cases of mismatch
{"title":"Changes in Motivation of I.S. Managers: Comparison Over a Decade","authors":"J. Couger, Edward B. Oppermann, Donald L. Amoroso","doi":"10.4018/IRMJ.1994040101","DOIUrl":"https://doi.org/10.4018/IRMJ.1994040101","url":null,"abstract":"A research study on motivation perceptions of I.S. managers was conducted in 1978. It was replicated in 1990. Comparisons between the two groups revealed that growth need and motivation potential of the job are not significantly different. Satisfaction levels changed positively -both satisfaction with supervision and pay satisfaction were significantly higher in 1990. General satisfaction was relatively unchanged as was social need. There were gender differences; social need for females continued to be significantly lower. The differences in growth need by gender disappeared, however. Female managers were less satisfied than males in 1990, for all three satisfaction categories. Although growth need and the job's motivating potential were well matched for both males and females on the average, there were cases of individuals whose jobs were not sufficiently rich. An analytical framework is provided for enhancing an individual's job in these cases of mismatch","PeriodicalId":44735,"journal":{"name":"Information Resources Management Journal","volume":"7 1","pages":"5-14"},"PeriodicalIF":1.4,"publicationDate":"1994-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70475402","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 role of the systems analyst continues to be integral to the backbone of the organization-the organization's information system. The nature of the systems analysts' activities and work environment has undergone many changes in recent years. A more computer literate user community, new systems innovations, and a move toward cooperative systems development have contributed to these changes. This study attempted to develop and clarify the roles of the systems analyst based upon the frequency of selected systems analyst activities within the context of human relationships encountered by the systems analyst.
{"title":"The Changing Roles of the Systems Analyst","authors":"D. Graf, M. Misic","doi":"10.4018/IRMJ.1994040102","DOIUrl":"https://doi.org/10.4018/IRMJ.1994040102","url":null,"abstract":"The role of the systems analyst continues to be integral to the backbone of the organization-the organization's information system. The nature of the systems analysts' activities and work environment has undergone many changes in recent years. A more computer literate user community, new systems innovations, and a move toward cooperative systems development have contributed to these changes. This study attempted to develop and clarify the roles of the systems analyst based upon the frequency of selected systems analyst activities within the context of human relationships encountered by the systems analyst.","PeriodicalId":44735,"journal":{"name":"Information Resources Management Journal","volume":"7 1","pages":"15-23"},"PeriodicalIF":1.4,"publicationDate":"1994-03-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70475755","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 study examines the characteristics of cross-fertilization of knowledge of MIS and its related disciplines. The examination is conducted from the perspective of two significantly different models of scientific development. These are the internalist model and the externalist model. Citation data is used to develop a cross-fertilization network of scientific disciplines. The patterns of knowledgesharing among the disciplines are studied. MIS and its reference disciplines are analyzed in terms of the degree to which they remain open to the ideas of other fields. Results indicate that the patterns of cross-fertilization vary greatly among these scientific fields. This suggests that no one model of scientific development serves to describe adequately MIS and its related disciplines. The status of MIS as a scientific discipline is discussed. The authors argue that the multifaceted nature of MIS should be re-conceptualized as progress from multiple directions.
{"title":"Cross-Fertilization of Knowledge: The Case of MIS and its Reference Disciplines","authors":"S. Westin, Chai Kim, Matthew H. Roy","doi":"10.4018/IRMJ.1994040103","DOIUrl":"https://doi.org/10.4018/IRMJ.1994040103","url":null,"abstract":"This study examines the characteristics of cross-fertilization of knowledge of MIS and its related disciplines. The examination is conducted from the perspective of two significantly different models of scientific development. These are the internalist model and the externalist model. Citation data is used to develop a cross-fertilization network of scientific disciplines. The patterns of knowledgesharing among the disciplines are studied. MIS and its reference disciplines are analyzed in terms of the degree to which they remain open to the ideas of other fields. Results indicate that the patterns of cross-fertilization vary greatly among these scientific fields. This suggests that no one model of scientific development serves to describe adequately MIS and its related disciplines. The status of MIS as a scientific discipline is discussed. The authors argue that the multifaceted nature of MIS should be re-conceptualized as progress from multiple directions.","PeriodicalId":44735,"journal":{"name":"Information Resources Management Journal","volume":"7 1","pages":"24-34"},"PeriodicalIF":1.4,"publicationDate":"1994-03-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70475935","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}
Recorded evidence suggests that information systems technology IST can be harnessed at least at a national level to create favorable market asymmetries leading to competitive advantage for the firm. Diffusion of IST over worldwide divisions of a multinational enterprise MNE and its ramifications, however, pose a more complex scenario. Economic analyses have been shown to be insufficient to explain why and how diffusion of technology occurs in MNEs. Cultural and political factors at both the organizational and societal national/regional levels also influence the diffusion process. Is IST a viable competitive weapon in a worldwide market setting? How diverse are the IST needs of the units of an MNE? Is uniform diffusion of IST across the board a necessary condition for the smooth operation and success of an MNE? How does IST diffuse within an MNE? What are the contingent factors that contribute to the differential rate of diffusion of IST across the units of an MNE? This paper proposes a research model to address these questions.
{"title":"Differential Diffusion of Information Systems Technology in Multinational Enterprises: A Research Model","authors":"T. Campbell, Narayan S. Umanath","doi":"10.4018/IRMJ.1994010101","DOIUrl":"https://doi.org/10.4018/IRMJ.1994010101","url":null,"abstract":"Recorded evidence suggests that information systems technology IST can be harnessed at least at a national level to create favorable market asymmetries leading to competitive advantage for the firm. Diffusion of IST over worldwide divisions of a multinational enterprise MNE and its ramifications, however, pose a more complex scenario. Economic analyses have been shown to be insufficient to explain why and how diffusion of technology occurs in MNEs. Cultural and political factors at both the organizational and societal national/regional levels also influence the diffusion process. Is IST a viable competitive weapon in a worldwide market setting? How diverse are the IST needs of the units of an MNE? Is uniform diffusion of IST across the board a necessary condition for the smooth operation and success of an MNE? How does IST diffuse within an MNE? What are the contingent factors that contribute to the differential rate of diffusion of IST across the units of an MNE? This paper proposes a research model to address these questions.","PeriodicalId":44735,"journal":{"name":"Information Resources Management Journal","volume":"7 1","pages":"6-19"},"PeriodicalIF":1.4,"publicationDate":"1994-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70475160","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 examines start-up operations of a videotex information service to transfer technical data from state and federal research laboratories to business and industry, state agencies, county government, and community groups. The study evaluates the demand for information, service operations, factors affecting adoption of the service including promotional and training efforts, and resource integration across cooperative state and national agencies.
{"title":"A State Telecommunications Architecture for Technology Transfer","authors":"R. Maule","doi":"10.4018/IRMJ.1994010103","DOIUrl":"https://doi.org/10.4018/IRMJ.1994010103","url":null,"abstract":"This paper examines start-up operations of a videotex information service to transfer technical data from state and federal research laboratories to business and industry, state agencies, county government, and community groups. The study evaluates the demand for information, service operations, factors affecting adoption of the service including promotional and training efforts, and resource integration across cooperative state and national agencies.","PeriodicalId":44735,"journal":{"name":"Information Resources Management Journal","volume":"7 1","pages":"34-43"},"PeriodicalIF":1.4,"publicationDate":"1994-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70475225","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}
A speech given by Alan Ashton CEO, WordPerfect Corporation at the 1993 Information Resources Management Association International Conference Salt Lake City, Utah
{"title":"The Expert's Opinion","authors":"Alan V. Ashton","doi":"10.4018/IRMJ.1994010104","DOIUrl":"https://doi.org/10.4018/IRMJ.1994010104","url":null,"abstract":"A speech given by Alan Ashton CEO, WordPerfect Corporation at the 1993 Information Resources Management Association International Conference Salt Lake City, Utah","PeriodicalId":44735,"journal":{"name":"Information Resources Management Journal","volume":"7 1","pages":"44-46"},"PeriodicalIF":1.4,"publicationDate":"1994-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70475271","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}
Executive involvement in information systems IS activities has been rigorously examined as a key factor in IS performance. Logic dictates that a more involved executive generates better IS performance. Further, theory indicates that organizational positioning of the IS department management near the top executive results in a more effective IS department. The relationship between these factors and several dimensions of the IS management process is investigated to compare logical and theoretical expectations with actual practices and results in the information processing area. In a nationwide survey, senior IS managers were asked to indicate the importance to their CEOs of several dimensions of the IS process, the extent to which their CEOs are involved in IS, and how their IS performance compares to that of competitors. Findings indicate that there are a variety of differences between prescriptive theory and actual practice. Although executive activities have a significant impact on several activities associated with the IS management process, executives do not effectively pursue these activities. Moreover, executive support through financial resources appears to promote better competitive IS performance than other modes of executive involvement.
{"title":"Linkages Between the CEO and the IS Environment: An Empirical Assessment","authors":"Mary C. Jones, K. Arnett","doi":"10.4018/IRMJ.1994010102","DOIUrl":"https://doi.org/10.4018/IRMJ.1994010102","url":null,"abstract":"Executive involvement in information systems IS activities has been rigorously examined as a key factor in IS performance. Logic dictates that a more involved executive generates better IS performance. Further, theory indicates that organizational positioning of the IS department management near the top executive results in a more effective IS department. The relationship between these factors and several dimensions of the IS management process is investigated to compare logical and theoretical expectations with actual practices and results in the information processing area. In a nationwide survey, senior IS managers were asked to indicate the importance to their CEOs of several dimensions of the IS process, the extent to which their CEOs are involved in IS, and how their IS performance compares to that of competitors. Findings indicate that there are a variety of differences between prescriptive theory and actual practice. Although executive activities have a significant impact on several activities associated with the IS management process, executives do not effectively pursue these activities. Moreover, executive support through financial resources appears to promote better competitive IS performance than other modes of executive involvement.","PeriodicalId":44735,"journal":{"name":"Information Resources Management Journal","volume":"7 1","pages":"20-33"},"PeriodicalIF":1.4,"publicationDate":"1994-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70475184","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}
As government agencies are faced with having to do more with less, interactive multimedia may provide solutions. In this paper some of the challenges are discussed, the nature of interactive multimedia is illuminated and its potential as a tool for production, information, performance support and learning is explored. Government programs using interactive multimedia are briefly described. And finally a strategy is outlined for implementing multimedia solutions that highlights both opportunities and pitfalls.
{"title":"Interactive Multimedia: A Tool for Government Transformation","authors":"David E. Barbee, Ronnie B. Lowenstein","doi":"10.4018/IRMJ.1993100101","DOIUrl":"https://doi.org/10.4018/IRMJ.1993100101","url":null,"abstract":"As government agencies are faced with having to do more with less, interactive multimedia may provide solutions. In this paper some of the challenges are discussed, the nature of interactive multimedia is illuminated and its potential as a tool for production, information, performance support and learning is explored. Government programs using interactive multimedia are briefly described. And finally a strategy is outlined for implementing multimedia solutions that highlights both opportunities and pitfalls.","PeriodicalId":44735,"journal":{"name":"Information Resources Management Journal","volume":"6 1","pages":"4-14"},"PeriodicalIF":1.4,"publicationDate":"1993-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70475381","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 study compares the effectiveness of classroom instruction and multimedia personal computing MPC instruction to teach undergraduate business school majors the principles of Lotus 1-2-3, WordPerfect 5.0, and dBase III+. The effectiveness of three interactive videodisc courses was compared to the effectiveness of regular, traditional, lecture classes TI. For this study, two groups of approximately 55 students each, were randomly selected from 15 sections of an introductory, undergraduate, business school program. For all three courses the posttest scores of the MPC students were higher than those of the TI students; in two of those cases, the differences were statistically significantly higher. In addition, there was no difference in the total average learning time for both groups. Students in the MPC group, surveyed about their learning experience, indicated exceptionally positive attitudes towards the courses they had used and to MPC in general.
{"title":"A Comparative Study of Multimedia Personal Computing and Traditional Instruction in a Business School Curriculum","authors":"S. Reisman","doi":"10.4018/IRMJ.1993100102","DOIUrl":"https://doi.org/10.4018/IRMJ.1993100102","url":null,"abstract":"This study compares the effectiveness of classroom instruction and multimedia personal computing MPC instruction to teach undergraduate business school majors the principles of Lotus 1-2-3, WordPerfect 5.0, and dBase III+. The effectiveness of three interactive videodisc courses was compared to the effectiveness of regular, traditional, lecture classes TI. For this study, two groups of approximately 55 students each, were randomly selected from 15 sections of an introductory, undergraduate, business school program. For all three courses the posttest scores of the MPC students were higher than those of the TI students; in two of those cases, the differences were statistically significantly higher. In addition, there was no difference in the total average learning time for both groups. Students in the MPC group, surveyed about their learning experience, indicated exceptionally positive attitudes towards the courses they had used and to MPC in general.","PeriodicalId":44735,"journal":{"name":"Information Resources Management Journal","volume":"153 1","pages":"15-22"},"PeriodicalIF":1.4,"publicationDate":"1993-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70475504","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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