Information technology has been the catalyst for the new source of economic wealth during the current economic period called the Information Age. Some industries and specific organizations have s uccessfully implemented numerous information technologies and, as a result, enjoy great competitive advantages. Others have not. This article explores whether the internal environment enjoyed by an organization contributes to this success or failure. It also investigates whether the organization's cultural climate and its balance of concern for production issues vs. people issues play a role in implementation success. Data from this 3-year study of 18 companies involved in government and commercial ventures suggest a correlation between specific cultural attributes and the successful implementation of information technology systems. We found that people-oriented rather than production-oriented aspects exerted the most significant influence.

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Information regarding job satisfaction within an organization using a matrix structure is limited. This paper provides empirical evidence regarding the difference in job satisfaction between project managers and functional managers in one matrix organization: a government research and development center. Key findings of this research include the identification of the factors that provide job satisfaction for both groups and the significant difference in job satisfaction between the groups. The perceived efficiencies provided by the matrix structure may be negated by the lack of job satisfaction experienced by the functional managers.

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