Perceptions of Conflict and Success in Information Systems Development Projects

Robey, Daniel; Smith, Laurence A.; Vijayasarathy, Leo R.

doi:10.1080/07421222.1993.11517993

Cited by 172 publications

(145 citation statements)

References 31 publications

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“…It is important to extend the findings of empirical studies so that more general support can be established for theoretical relationships that predict well in one setting to be tested in other contexts (Robey and Farrow 1982;Robey et al 1989Robey et al , 1993. This study extends the original framework of Sujan et al (1994) by considering further relationships.…”

Section: Concept and Hypotheses Developmentmentioning

confidence: 98%

Goal orientation effects on behavior and performance: evidence from international sales agents in the Middle East

Chakrabarti

Barnes

Berthon

et al. 2013

The International Journal of Human Resource Management

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Section: Concept and Hypotheses Developmentmentioning

confidence: 98%

Goal orientation effects on behavior and performance: evidence from international sales agents in the Middle East

Chakrabarti

Barnes

Berthon

et al. 2013

The International Journal of Human Resource Management

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“…For example, early researchers have chosen time, cost, user satisfaction, and computer operations as IT project success criteria [30]. Robey and Farrow [31] developed a constructive conflict model that used only conflict resolution as the dependent variable without any success criteria, but later their model was expanded to also include project success as the criterion variable [32]. IT project success is usually conceptualized as a multidimensional construct [33,34] due to its complexity.…”

Section: It Project Successmentioning

confidence: 99%

IT infrastructure capabilities and IT project success: a development team perspective

Zhang

Barkhi

2010

Inf Technol Manag

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In this research we investigate how IT infrastructure capabilities are related to IT project success from a development team perspective. We first conduct an extensive literature review and summarize the insights to suggest an IT infrastructure base model. Drawing upon several other bodies of literature, particularly the psychology literature, we then build upon the base model to propose an integrative research model for IT project success that considers both actual and perceived effects of IT infrastructure capabilities. This research model argues that (1) teamwork quality mediates the effect of technical and human IT infrastructure capabilities on IT project success, and (2) team perceptions of both IT infrastructure and team capabilities shape team perceived likelihood of project success, which subsequently affects team commitment that is crucial to IT project success. We also propose a directeffect model that directly links all constructs to IT project success so that we can test the efficacy of our proposed research model by comparing all three models. We then collect empirical data (n = 91) through an online survey of CIO/CTOs and team leaders. All three models are evaluated and compared using the partial least squares method. The results show strong support for the proposed research model except for two IT infrastructure components. We discuss the practical and theoretical implications of the findings, and suggest several ways this research can be extended.

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“…On the other hand, too little conflict can also be negative as it can lead to a stagnant organization that has no motivation for change. Conflict can also be positive if it facilitates positive change through increased awareness of problems and productive searches for solutions (Ivancevich and Mattson, 1999;Robey and Smith, 1993). Also, when groups with differing opinions try to agree, they gain a better understanding of the others' position (Buchanan and Huczynski, 1985;Dubinskas, 1992).…”

Section: Organizational Conflictmentioning

confidence: 99%

“…• "The two tribes mentality is all too common" (Black, 1997) • "There is an uneasy alliance between senior executives responsible for managing organizations and IT people they hired to operate organizations' computers" (Wang, 1994) • "Stop referring to us and them -we're all part of the one business" (Grindley, 1995;Robey and Smith, 1993). There are numerous reasons for this disconnect between business and IT professionals.…”

Section: The Troubled It-business Relationshipmentioning

confidence: 99%

IT culture: its impact on communication and work relationships in business

Nord¹,

Nord²,

Cormack³

et al. 2007

IJIIM

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Establishing an effective relationship between business and information technology (IT) professionals is essential for organizational success in today's competitive global economy. Despite many attempts to improve the IT-business relationships, tensions still exist. The cultural differences between business and IT have recently been blamed for these tensions. However, academic research on IT culture is lacking. This paper discusses and compares seven widely reported models for assessing organizational culture. From this, an appropriate model is selected and applied using a multiple case study approach to explore the culture of the IT group in five Australian organizations.

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Perceptions of Conflict and Success in Information Systems Development Projects

Cited by 172 publications

References 31 publications

Goal orientation effects on behavior and performance: evidence from international sales agents in the Middle East

Goal orientation effects on behavior and performance: evidence from international sales agents in the Middle East

IT infrastructure capabilities and IT project success: a development team perspective

IT culture: its impact on communication and work relationships in business

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