Effects of computer experience and task complexity on attitudes of managers

Mykytyn, Peter P.; Green, Gary I.

doi:10.1016/0378-7206(92)90057-m

Cited by 13 publications

(4 citation statements)

References 35 publications

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“…The researchers used the following criteria to classify projects: > 5 tasks = simple project; 6-20 tasks = moderately complex; > 20 tasks = highly complex. These criteria closely follow the measures of complexity used by Mykytyn and Green [73]. In our study, there were no simple projects; only moderately complex (HTML) and highly complex (LAN and WAN) projects were represented.…”

Section: Task Complexitymentioning

confidence: 97%

“…Wood further states that as the number of acts increases, then the knowledge and skill requirements for completion of the tasks also increase. Several studies have used the number of subtasks to rate task complexity [15,27,73]. As a further check for the level of task complexity, we conducted an additional survey of telecommunications student subjects.…”

Section: Task Complexitymentioning

confidence: 99%

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The Effects of Information Technology Project Complexity on Group Interaction

Roberts

Cheney

Sweeney

et al. 2004

Journal of Management Information Systems

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Section: Task Complexitymentioning

confidence: 97%

Section: Task Complexitymentioning

confidence: 99%

The Effects of Information Technology Project Complexity on Group Interaction

Roberts

Cheney

Sweeney

et al. 2004

Journal of Management Information Systems

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“…In the literature reviewed, the indicators expressed attributes of (absolute) novelty – technology that is cutting edge, or uncommon contractual framework (Shenhar, 2001; Tatikonda and Rosenthal, 2000), experience – the previous experience of an organisation, manager, team or stakeholder with such a project (Maylor et al , 2008; Mykytyn and Green, 1992), and availability of information – whether the information needed for decisions is available and its level of ambiguity (Geraldi and Adlbrecht, 2007; Hobday, 1998; Maylor et al , 2008).…”

Section: Uncertaintymentioning

confidence: 99%

Now, let's make it really complex (complicated)

Geraldi

Maylor

Williams

2011

International Journal of Operations &Amp; Production Management

406

125

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PurposeThe purpose of this paper is to contribute to operations management (OM) practice contingency research by describing the complexity of projects. Complexity is recognised as a key independent (contingent) variable that impacts on many subsequent decisions in the practice of managing projects.Design/methodology/approachThis paper presents a systematic review of relevant literature and synthesises an integrated framework for assessing the complexities of managing projects.FindingsThis framework comprises five dimensions of complexity – structural, uncertainty, dynamics, pace and socio‐political complexity. These five dimensions present individuals and organisations with choices about how they respond to each type of complexity, in terms of business case, strategic choice, process choice, managerial capacity and competencies.Originality/valueThe contribution of this paper is to provide a clarification to the epistemology of complexity, to demonstrate complexity as a lived experience for project managers, and offer a common language for both practitioners and future empirical studies considering the individual or organisational response to project complexities. The work also demonstrates an application of systematic review in OM research.

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“…With few exceptions (e.g., Handzic, 2001), most of the research in the area has been situated in the field of management information systems (MIS). Even there, its use has been limited to a rapidly growing a number of studies that have used the construct as an independent variable (e.g., Barki, Rivard, & Talbot, 1993;Blili, Raymond, & Rivard, 1998;Bolt, et al, 2003;Fisher, et al, 2003;Gill, 1996;Jacko & Salvendi, 1996;Kishore, Agrawal, & Rao, 2004;Liao & Palvia, 2000;Mascha, 2001;Mykytyn & Green, 1992;Roberts, Cheney, Sweeney, & Hightower, 2004;Speier & Morris, 2003;Swink & Speier, 1999;) in the prediction of some other outcome. There are also examples of research that employ MIS-related tasks as part of general investigations of the construct (e.g., Campbell & Gingrich, 1986).…”

Section: Introductionmentioning

confidence: 99%

Task Complexity and Informing Science: A Synthesis

Gill

Hicks²

2006

InformingSciJ

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Task complexity is a construct widely used in the behavioral sciences to explore and predict the relationship between task characteristics and information processing. Because the creation and use of IT in the performance of tasks is a central area of informing science (IS) research, it follows that better understanding of task complexity should be of great potential benefit to IS researchers and practitioners. Unfortunately, applying task complexity to IS is difficult because no complete, consistent definition exists. Furthermore, the most commonly adopted definition, objective task complexity, tends to be of limited use in situations where discretion or learning is present, or where information technology (IT) is available to assist the task performer. These limitations prove to be severe in many common IS situations.The paper presents a literature review identifying thirteen distinct definitions of task complexity, then synthesizes these into a new five-class framework, referred to as the Comprehensive Task Complexity Classes (CTCC). It then shows the potential relevance of the CTCC to IS, focusing on different ways it could be applied throughout a hypothetical information systems lifecycle. In the course of doing so, the paper also illustrates how the interaction between different classes of task complexity can serve as a rich source of questions for future investigations.

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Effects of computer experience and task complexity on attitudes of managers

Cited by 13 publications

References 35 publications

The Effects of Information Technology Project Complexity on Group Interaction

The Effects of Information Technology Project Complexity on Group Interaction

Now, let's make it really complex (complicated)

Task Complexity and Informing Science: A Synthesis

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