New Information Systems Leaders: A Changing Role in a Changing World

Applegate, Lynda M.; Elam, Joyce J.

doi:10.2307/249732

Cited by 158 publications

(103 citation statements)

References 16 publications

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“…Another type of formal role mechanism, corporate IS oversight roles, has emerged as IT investment expenditures throughout the enterprise have increased and standardized IT architectures have become more important (Applegate and Elam 1992). For example, formal mechanisms for setting and monitoring IT infrastructure standards, such as corporate review roles for IT acquisition requests, are likely to be found in firms with shared IS resources--i.e., in firms with either Centralized or Federal governance forms.…”

Section: A Categorization Scheme Of Horizontal Mechanisms Based On Prmentioning

confidence: 99%

Horizontal Mechanisms under Differing IS Organization Contexts

Brown¹

1999

MIS Quarterly

123

114

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Abstract:Horizontal mechanisms are structural overlays (such as roles and groups) and nonstructural devices (such as physical co-location) that are designed to facilitate cross-unit collaboration. The objective of this study is to increase our cumulative knowledge about what top-down mechanisms are being used to promote the coordination of IS activities across corporate/division boundaries. Propositions about how mechanism usage differs under Centralized versus Federal IS organization contexts are developed based on a synthesis of prior organization science and empirical IS literature. Multiple methods are used to collect data from IS and non-IS senior managers from two case sites with theoretically different IS coordination needs. As predicted, multiple types of structural and non-structural mechanisms were implemented for business-IS coordination in the company with a Centralized IS context, and for corporate IS-decentralized IS coordination in the company with a Federal IS context. An unexpected finding was that mechanisms for both of these kinds of IS coordination were valued at each case site. The prediction that a formal group mechanism would be perceived as more effective for achieving cross-unit coordination than an integrator role mechanism was not supported. The article concludes with a discussion of implications for research and practice.

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Section: A Categorization Scheme Of Horizontal Mechanisms Based On Prmentioning

confidence: 99%

Horizontal Mechanisms under Differing IS Organization Contexts

Brown¹

1999

MIS Quarterly

123

114

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“…Related research has examined the role of the Chief Information O$cer (CIO) (Applegate & Elam, 1992), the IS planning executive (Raghunathan & Raghunathan, 1989), and the IS Department (Janson, 1989). Other research has examined the role of IT in the context of business-IS planning integration (King & Teo, 1997) and IT management sophistication or IT maturity (Sabherwal & Kirs, 1994).…”

Section: Role Of Information Technology (It )mentioning

confidence: 99%

Information technology (IT) investment and the role of a firm: an exploratory study

Teo

Wong

Chia

2000

International Journal of Information Management

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This study extends Weill's (Do computers payow ? A study of information technology investments and manufacturing performance. Washington, DC: International Center for Information Technologies, Information Systems Research, 3(4), 307}333) work by categorizing IT investment into four types of management objectives: transactional, strategic, informational and threshold. The relationships between these management objectives and "rm's role (de"ned in terms of traditional, evolving and strategic) are investigated through a questionnaire survey of managers in the service sector. As expected, "rms adopting a traditional role seem to favor investment in transactional IT. However, there appears to be an increasing emphasis on strategic IT investment for all three types of "rms, regardless of the role of IT. Implications of the results are discussed.

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“…The rapidly changing technologies and business environment demand comprehensive skills and knowledge of IT professionals on both the technical and managerial aspects of IT (Applegate and Elam, 1992;Grindley, 1992;Mathiassen et al, 1999). To acquire skills and knowledge, in addition to attending formal training courses, IT professionals learn from their daily jobs when dealing with different assignments and projects.…”

Section: Introductionmentioning

confidence: 99%

“…Prior research on experience-based learning suggested that over 70% of individual learning can be explained by work experience (McCall et al, 1988;Morrison and Brantner, 1992;Morrison and Hock, 1986). As such, it is highly desirable for IT professionals to understand the skills and knowledge they should acquire through their work experiences at different stages of their career development (Applegate and Elam, 1992). Such understanding is also important for firms as it allows the management to (i) assign appropriate tasks to the right IT professionals, (ii) assess the IT professionals in terms of their skills and knowledge at different stages or phases of career progress, and (iii) leverage their skills and knowledge to improve firm performance.…”

Section: Introductionmentioning

confidence: 99%

“…Second, although past studies have acknowledged the growing importance of IT-related intellectual and human resources in managing IT activities (e.g., Applegate and Elam, 1992;Lee et al, 1995;Thoms and Pinto, 1999), they provide limited insights on the IT professionals' skills and knowledge needed at different career stages to ensure a match between their job assignments and experiences.…”

Section: Introductionmentioning

confidence: 99%

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Experience-based learning of Japanese IT professionals: A qualitative research

Matsuo

Wong

Lai

2008

The Journal of Strategic Information Systems

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Grounded in the Experiential Learning Theory and expertise research, this study examines the processes of experience-based learning, i.e., acquisition of skills and knowledge from direct experience, at different career stages of different types of IT professionals. A qualitative research method was used to compile a series of case studies on the basis of theoretical replication to answer this research inquiry. Semi-structured interviews were conducted with 10 IT consultants and 14 project managers in six Japanese IT firms. Our findings indicate that these different IT professionals have acquired different skills and knowledge from their job experiences at their different career stages. Academic and managerial implications of this study are discussed.

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New Information Systems Leaders: A Changing Role in a Changing World

Cited by 158 publications

References 16 publications

Horizontal Mechanisms under Differing IS Organization Contexts

Horizontal Mechanisms under Differing IS Organization Contexts

Information technology (IT) investment and the role of a firm: an exploratory study

Experience-based learning of Japanese IT professionals: A qualitative research

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