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Earning a Seat at the Table: How IT Departments Can Partner in Organizational Change and Innovation

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  • Robert L. Moore

    (School of Government, University of North Carolina at Chapel Hill, NC, USA)

  • Nathan Johnson

    (School of Economics, Management, & Project Management, Western Carolina University, Cullowhee, NC, USA)

Abstract

Few would argue that the information technology department (ITD) is not an essential part of an organization. It is hard to envision a project that does not need the support of the ITD. Despite this importance, the ITD is not always involved in the management of projects. Often, the ITD is brought into the project late in the planning and development process. In many cases, the inclusion of the ITD in an advanced project stage can result in project failure where early involvement could have prevented it. Why is it that ITDs, while clearly a vital part of project implementation, are not always incorporated in the early stages of organizational projects? Is the ITD's role not understood, or are there misconceptions regarding the ITD's value? This paper seeks to provide a clearer understanding of the role of ITDs in organizations through a conceptual model of ITD organizational integration. The model provides actionable recommendations, demonstrates the organizational value of ITDs, and highlights the importance of including ITDs early in organizational project lifecycles.

Suggested Citation

  • Robert L. Moore & Nathan Johnson, 2017. "Earning a Seat at the Table: How IT Departments Can Partner in Organizational Change and Innovation," International Journal of Knowledge-Based Organizations (IJKBO), IGI Global, vol. 7(2), pages 1-12, April.
    • Handle: RePEc:igg:jkbo00:v:7:y:2017:i:2:p:1-12
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