Educational Needs as Perceived by IS and End-User Personnel: A Survey of Knowledge and Skill Requirements

Nelson, Reed E.

doi:10.2307/249454

Cited by 215 publications

(179 citation statements)

References 54 publications

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“…Items related to IT infrastructure flexibility were derived from several previous literatures (Nelson, 1991;Duncan, 1995;Byrd & Turner, 2000;Chung et al, 2003;Tallon & Kraemer 2003;Ness, 2005;Paschke, Molla & Matin, 2008;Fink & Neumann, 2009;Masrek & Jusoff, 2009;Tallon & Pinsonneault, 2011). It consists of: 5 connectivity-related items, 6 modularity-related items, 4 compatibility-related items, and 7-IT personnel flexibility-related items.…”

Section: Instrument Developmentmentioning

confidence: 99%

Analysis of IT infrastructure flexibility impacts on IT-Business strategic alignment

Isal

Pikarti

Hidayanto

et al. 2016

JIEM

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Abstract:Purpose: To explore the impacts of IT infrastructure flexibility components (connectivity, modularity, compatibility, and IT personnel flexibility) on IT-business strategic alignment using Luftman's strategic alignment maturity model. Design/methodology/approach: A questionnaire was developed using 5-points Likert scale.The questionnaire was distributed to companies in Indonesia, where 48 companies filled the questionnaire completely. The data were analyzed using partial least squares (PLS) approach using WarpPLS version 3.0.Findings: This research found that amongst four components of IT infrastructure flexibility, only compatibility that gives a positive and significant impact to IT-business strategic alignment.This finding is remarkably in contrast to what had been found by Chung et al (2003) in which connectivity, modularity and IT personnel flexibility showed a positive impact on strategic alignment while compatibility did not. Research limitations:This research used small sample size. More respondents are required to obtain more general conclusions.-657-Journal of Industrial Engineering and Management -http://dx

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Section: Instrument Developmentmentioning

confidence: 99%

Analysis of IT infrastructure flexibility impacts on IT-Business strategic alignment

Isal

Pikarti

Hidayanto

et al. 2016

JIEM

View full text Add to dashboard Cite

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“…strategic planning literature (e.g., [19,20,60,61], the I.S. downsizing and outsourcing literatures (e.g., [54,56,57,84,85], and the end-user training literature (e.g., [74,79,80]). Items designed to measure I.S.…”

Section: Instrument Development Methods For the Information Systems Vmentioning

confidence: 99%

“…Effective end-user education and training involves teaching general problem solving approaches, including abstract reasoning and specific technical skills [79]. Attaining this is critical in an I.S.…”

Section: End-user Computingmentioning

confidence: 99%

The information systems environment of time-based competitors

Rondeau

Ragu-Nathan

Vonderembse

2003

Omega

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Abstract:Time-based competitors create product development and manufacturing practices that reduce response-time and enhance customization capabilities. These practices require an informationrich, internal environment capable of flexible resource deployment and direct and continuous feedback. These firms should have enhanced information systems planning capabilities, crossfunctional involvement in information systems related activities, responsiveness to organizational computing demands, high levels of end-user development, and high levels of information systems performance. Data were collected from 265 manufacturers to develop measures for these information systems variables and to determine if there are relationships between the use of time-based practices and the levels of these variables. Results indicate that firms with high levels of time-based product development practices and time-based manufacturing practices have significantly higher scores across these information systems variables than firms with low levels of these time-based practices.

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“…One example of this approach is the categorization of skills according to the theoretical constructs of organizational and functional learning (e.g., Nelson 1991). Another example is the use of the career anchor model to identify skills that shape an individual IT professional's career (e.g., Ginzberg and Baroudi 1988;Lash and Sein 1995;Josefek and Kauffman 2003).…”

Section: Prior Researchmentioning

confidence: 99%

Information technology workforce skills: The software and IT services provider perspective

Goles¹,

Hawk

Kaiser

2008

Inf Syst Front

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It is now commonplace for an organization to turn to external firms for the provision of IT services and software. As technology advances and the business environment continues to evolve, a key challenge facing IT software and service providers is identifying critical skill sets, both today and in the future. The challenge is compounded as a result of the continuing growth of outsourcing and the increasing demand for technology solutions. This paper explores that challenge through a survey of IT software and service providers. We extend and complement previous studies of non-IT firms by comparing skills sought by non-IT organizations with those of IT services and software providers. Results indicate that, surprisingly, software and services providers place more emphasis on business domain and project management skills than on technical skills. This has implications for the hiring and retention practices of managers, and for academic curriculum and course offerings.Keywords IT . Workforce . Skills . Capabilities . Outsourcing . Software and service providers 1 Why study the information technology workforce?The business environment continues to evolve at a dizzying pace. Advances in technology, emergence of new business practices, and shifting social and geopolitical circumstances have combined to create a "brave new IT world" for organizations. This has raised a host of intriguing challenges for managers and researchers alike. This paper explores one of those challenges: acquiring skilled information technology (IT) professionals. More specifically, it examines the current and future employee skill sets desired by IT software and service provider firms. We focus on providers as a follow-up to previous studies on non-IT firms 1 (Abraham et al. 2006;Zwieg et al. 2006) and because of the projected growth of these organizations as a result of increased demand for technology solutions and outsourcing.Before proceeding further, a note on the terminology used in this paper will be helpful. While it is not the intent of this paper to provide definitive meanings for the following terms, it will be beneficial to ensure that key concepts are interpreted similarly by the readers, and in accordance with the authors' intent. We define "Information Technology" (IT) as a field about the analysis, design, development, implementation, support, and management of computer-based information systems, composed of software, hardware, people, procedures, and data (Davis and Inf Syst Front

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Educational Needs as Perceived by IS and End-User Personnel: A Survey of Knowledge and Skill Requirements

Cited by 215 publications

References 54 publications

Analysis of IT infrastructure flexibility impacts on IT-Business strategic alignment

Analysis of IT infrastructure flexibility impacts on IT-Business strategic alignment

The information systems environment of time-based competitors

Information technology workforce skills: The software and IT services provider perspective

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