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Reconceptualizing the Context-Design Issue for the Information Systems Function

Author

Listed:
  • Carol V. Brown

    (Kelley School of Business, Indiana University, Indianapolis, Indiana 46202-5151)

  • Sharon L. Magill

    (College of Business, University of Louisville, Louisville, Kentucky 40292)

Abstract

The authors develop theory for predicting the distribution of decision making between the corporate and business-unit levels of management for a subset of information systems (IS) resources referred to as systems development. Drawing on literature from the fields of MIS, strategic management, and organization theory, they first determine how potentially influential context factors are likely to affect the locus of the lead decision-making role from a multiple-contingencies perspective. Then they theorize how conflicting corporate and business-unit contingencies are likely to be resolved. They present a set of six propositions that predict a centralized, decentralized, or compromise design solution for a given business unit on the basis of (1) business-level strategy, (2) whether or not information technology (IT) plays a strategic role for the business unit, (3) the degree of line managers' IT knowledge at the business-unit level, and (4) the level at which opportunities for IT-related synergies across business units are being pursued at the corporate level.

Suggested Citation

  • Carol V. Brown & Sharon L. Magill, 1998. "Reconceptualizing the Context-Design Issue for the Information Systems Function," Organization Science, INFORMS, vol. 9(2), pages 176-194, April.
    • Handle: RePEc:inm:ororsc:v:9:y:1998:i:2:p:176-194
    DOI: 10.1287/orsc.9.2.176
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    References listed on IDEAS

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    1. Sidney E. Harris & Joseph L. Katz, 1991. "Organizational Performance and Information Technology Investment Intensity in the Insurance Industry," Organization Science, INFORMS, vol. 2(3), pages 263-295, August.
    2. Brian L. Dos Santos & Ken Peffers & David C. Mauer, 1993. "The Impact of Information Technology Investment Announcements on the Market Value of the Firm," Information Systems Research, INFORMS, vol. 4(1), pages 1-23, March.
    3. Carol V. Brown, 1997. "Examining the Emergence of Hybrid IS Governance Solutions: Evidence From a Single Case Site," Information Systems Research, INFORMS, vol. 8(1), pages 69-94, March.
    4. Jeffrey L Kerr & Ellen F. Jackofsky, 1989. "Aligning managers with strategies: Management development versus selection," Strategic Management Journal, Wiley Blackwell, vol. 10(S1), pages 157-170, June.
    5. N. Venkatraman & John E. Prescott, 1990. "Environment‐strategy coalignment: An empirical test of its performance implications," Strategic Management Journal, Wiley Blackwell, vol. 11(1), pages 1-23, January.
    Full references (including those not matched with items on IDEAS)

    Citations

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    Cited by:

    1. Rajiv Sabherwal & Rudy Hirschheim & Tim Goles, 2001. "The Dynamics of Alignment: Insights from a Punctuated Equilibrium Model," Organization Science, INFORMS, vol. 12(2), pages 179-197, April.
    2. Andrea Masini & Luk N. Van Wassenhove, 2009. "ERP Competence-Building Mechanisms: An Exploratory Investigation of Configurations of ERP Adopters in the European and U.S. Manufacturing Sectors," Manufacturing & Service Operations Management, INFORMS, vol. 11(2), pages 274-298, May.
    3. Brown, Carol V., 2003. "Linking intra-organizational stakeholders ; CIO perspectives on the use of coordination mechanisms," Working papers no. 304, Massachusetts Institute of Technology (MIT), Sloan School of Management.
    4. Artur Siurdyban, 2014. "Understanding the IT/business partnership: A business process perspective," Information Systems Frontiers, Springer, vol. 16(5), pages 909-922, November.
    5. Edgar A. Maldonado & Carleen F. Maitland & Andrea H. Tapia, 2010. "Collaborative systems development in disaster relief: The impact of multi-level governance," Information Systems Frontiers, Springer, vol. 12(1), pages 9-27, March.
    6. Amrit Tiwana & Stephen K. Kim, 2015. "Discriminating IT Governance," Information Systems Research, INFORMS, vol. 26(4), pages 656-674, December.
    7. Peterson, R.R. & O'Callaghan, R. & Ribbers, P.M.A., 2000. "Information technology governance by design : Investigating hybrid configurations and integration mechanisms," Other publications TiSEM 80a15cf9-fb7e-4f63-946e-2, Tilburg University, School of Economics and Management.
    8. Brown, Carol V., 2003. "Horizontal mechanisms under differing is organization contexts," Working papers no. 303, Massachusetts Institute of Technology (MIT), Sloan School of Management.

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