The Impact of Influence Tactics in Information System Development Projects: A Control-Loss Perspective

Narayanaswamy, Ravi; Grover, Varun; Henry, Raymond M.

doi:10.2753/mis0742-1222300106

Cited by 35 publications

(31 citation statements)

References 65 publications

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“…For example, Narayanaswamy, Grover, and Henry () defined control loss as the extent to which people, processes, and resources do not progress as expected, which resonates with the unfulfilled expectations identified by Gregory et al (). Other factors that can be defined as risk perception suggest a possible condition for adjusting control mechanisms to mitigate exchange hazards and uncertainty between exchange partners in a scenario of opportunism and bounded rationality (Williamson, , ).…”

Section: Methodsmentioning

confidence: 95%

Managing critical success factors for IS implementation: A stakeholder engagement and control perspective

Ahmed

Kumar

2017

Can J Adm Sci

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Enterprise information systems (IS) implementation is often part of an organization's strategic IT initiatives and requires a large investment of organizational resources, yet may fail due to inadequate management of critical success factors (CSF). Using a revelatory case study of a multi‐partner COTS implementation process by a large Canadian government organization, this research investigates successful management of CSF through optimal stakeholder engagement and a balancing of control configurations. This research identifies four distinct project orientations related to stakeholder engagements—strategic, responsibility, harmony, and persuasion—that can be of significant value in managing CSF and other challenges during implementation and post‐implementation phases. In addition to the identification of a need for control balancing in a multi‐partner IS implementation, three key drivers responsible for triggering control balancing are identified: (a) shared understanding, (b) negative anticipation, and (c) deviation of expectations. Copyright © 2017 ASAC. Published by John Wiley & Sons, Ltd.

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Section: Methodsmentioning

confidence: 95%

Managing critical success factors for IS implementation: A stakeholder engagement and control perspective

Ahmed

Kumar

2017

Can J Adm Sci

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“…Early studies focused almost exclusively on control choices in internal IS development projects (eg, Kirsch, 1996Kirsch, , 1997Kirsch et al, 2002), while recent research directs more attention to the performance effects of such choices in IS outsourcing and offshoring projects (eg, Gopal & Gosain, 2010;Tiwana, 2008Tiwana, , 2010Tiwana & Keil, 2009). Adding to this, there is currently an emergent interest in how IS project control is enacted through the interaction between controller and controllee (eg, Gregory & Keil, 2014;Narayanaswamy et al, 2013;Wiener et al, 2016). Through its focus on control transmission, our study follows and extends this recent "turn.…”

Section: Is Project Controlmentioning

confidence: 93%

“…In addition, controllers and controllees operating at the client-vendor interface of an IS offshoring project often develop a close working relationship (Levina & Vaast, 2005). In line with the relational governance view, social interaction between the client and the vendor manager facilitate the development of a shared understanding, shared 1 A similar approach was recently used to study the communicational congruence of influence tactics in intraorganizational projects teams (Narayanaswamy et al, 2013), finding that lack of communicational congruence can lead to project performance problems.…”

Section: Control Transmission In Is Offshoring Projectsmentioning

confidence: 99%

Getting the control across: Control transmission in information systems offshoring projects

Mähring

Wiener

Remus

2017

Information Systems Journal

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Offshoring of information systems (IS) projects has become a widespread global practice. While prior research suggests that controlling, and communicating with, offshore vendors represent key managerial challenges, the topic of how control is communicated, or transmitted, from client to vendor has been widely neglected. Our study focuses on control transmission in the critical relationship between client and offshore vendor managers, and its impact on the performance of IS offshoring projects. Drawing on a matched‐pair survey with 172 client and vendor managers from 86 projects, our results provide several new insights to the IS literature: First, we find that both behaviour and outcome control have the capacity to be transmitted consistently in lateral IS offshore project relationships. Second, our results show that consistent transmission translates into a performance effect only for outcome control. Third, we find that high‐performing offshore projects are characterized by both greater control transmission consistency and greater use of outcome control compared to low‐performing projects. In sum, our study extends theory on IS project control by highlighting that effective control of IS offshoring projects is not only about selecting proper controls but also about ensuring that, as a controller, you get the control across to the controllee.

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“…An enabling control style, on the other hand, is used to achieve compliant behavior while granting flexibility in decision making to deal with uncertainties in daily work procedures [1,43]. Moreover, with regard to "how" controls can be put into practice, we consider the concept of control congruence as another important element of control enactment in ASD [36,53]. Control congruence can be understood as the "level of agreement" and "degree of understanding" between a controller's and controllee's perceptions of distinct controls [36].…”

Section: Selfcontrolmentioning

confidence: 99%

“…Moreover, with regard to "how" controls can be put into practice, we consider the concept of control congruence as another important element of control enactment in ASD [36,53]. Control congruence can be understood as the "level of agreement" and "degree of understanding" between a controller's and controllee's perceptions of distinct controls [36]. The level of agreement regarding the appropriateness of controls is also called "evaluational congruence", whereas the degree of (a shared) understanding is known as "communicational congruence" [36].…”

Section: Selfcontrolmentioning

confidence: 99%

The Impact of Modes, Styles, and Congruence of Control on Agile Teams: Insights from a Multiple Case Study

Dreesen¹,

Diegmann²,

Rosenkranz³

2020

Proceedings of the Annual Hawaii International Conference on System Sciences

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Agile software development (ASD) strongly relies on social interaction and teamwork. Team processes and agile practices adopted by team members play an important part for the outcome of software development projects. Agile practices promise teams to be able to respond to change by granting them autonomy. Existing studies, however, imply that these projects can benefit from different elements of control. Our objective is to improve our understanding of how to enact control in agile teams and how these control mechanisms influence team autonomy and team performance. In this paper, we present our findings from four case studies conducted within two insurance companies and two software development firms. We found that it is not a question of 'what' controls should be exercised, but rather 'how' controls are implemented in practice. Our results prompt to the need for further studies on control mechanisms in ASD.

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The Impact of Influence Tactics in Information System Development Projects: A Control-Loss Perspective

Cited by 35 publications

References 65 publications

Managing critical success factors for IS implementation: A stakeholder engagement and control perspective

Managing critical success factors for IS implementation: A stakeholder engagement and control perspective

Getting the control across: Control transmission in information systems offshoring projects

The Impact of Modes, Styles, and Congruence of Control on Agile Teams: Insights from a Multiple Case Study

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