چگونگی مشارکت، اثربخشی مدیریت IS و تاثیر نهایی محاسبات عملکرد IS در شرکت های تولیدی

A rapidly changing environment requires firms to adopt a customer-driven approach in managing their information systems. Study results indicate that firms with high levels of organizational involvement in IS related activities have higher levels of IS management effectiveness. In turn, these higher levels lead to lower levels of end-user self-reliance in application development and higher levels of end-user dependence on IS expertise. In our study, end-user self-reliance indicated the presence of independent end-users circumventing the IS unit by developing software applications and engaging in traditional IS activities. In contrast, end-user dependence on IS expertise indicated that end-users believed that the IS unit was a valuable and reliable source of technical knowledge and application support. More effective IS management practices, combined with higher end-user dependence on the IS expertise, were found to lead to improved perceptions of IS performance. Data were collected from 265 senior manufacturing managers who were selected because their perspective of IS activities and performance was desired and manufacturing units are an important user of the services. Structural equation modeling was used to test our hypotheses.

The information-based society requires firms to develop IS that are more flexible, integrative, responsive, and information rich. Firms must align their IS unit with core business processes. Multiple paths toward strategic alignment can exist and conflicts may arise when a firm's IS technology strategies exceeds its ability to align them with its business strategies. Misalignments in IS strategies, goals, and objectives may be avoided by increasing end-user involvement [20]. The implementation of cross-functional decision processes creates greater work system integration, collapses traditional organizational boundaries, and promotes interdependent work [18]. With greater organizational involvement comes a revised set of IS management practices that better fit the IS requirements of a firm operating in an information-intensive society. The result is improved IS management effectiveness [21] and [35]. In contrast, a lack of effectiveness is often cited as a reason for end-users taking control of IS application development [14]. Many firms remain dependent on the IS unit for software application skill and knowledge as well as technical expertise [29]. An IS unit that delivers dependable and accurate service is viewed as reliable [39]. Therefore, greater IS management effectiveness and end-users’ willingness to depend on IS expertise creates positive end-user perceptions of IS performance. When IS management is viewed as highly effective, users are more likely to report greater satisfaction with their systems and to exhibit high levels of IS performance [6]. We developed and tested a framework that relates organizational involvement in IS development, IS management effectiveness, end-user self-reliance in application development, end-user dependence on IS expertise, and IS performance. To test this framework, valid and reliable measures were developed to assess each variable, except for IS performance where a proven measure by Raghunathan and Raghunathan was used. To develop these instruments and to test the structural model, data was collected from 265 senior manufacturing managers who depend heavily on IT to reduce costs and improve business processes effectiveness. Structural equation modeling was used to test the proposed relationships.

We explored the relationship between the IS unit and end-user in the context of organizational involvement in IS related activities. Managers can create an environment that fosters cooperation and teamwork towards organizational rather than functional goals but in many firms, the relationship has been framed in an adversarial manner. If the IS unit asserts its authority to make the rules without the participation and cooperation of the other business units, end-users will continue to break them. If organizations can create an atmosphere of mutual respect and cooperation among these units for the common good of the firm, IS resources will be highly valued and effectively used and end-user perceptions of IS performance will increase. Increased IS strategic planning effectiveness, more highly responsive and better designed computing solutions, and more useful end-user training programs are significant improvements resulting from this process. Thus, self-reliant end-users or departments currently circumventing their IS unit should reconsider their actions and engage in a dialogue on the current status and future directions of the firm's IS unit. Our study provided valid and reliable measures for end-user involvement in IS related activities, cross-functional involvement in IS related activities, IS strategic planning effectiveness, IS responsiveness to organizational computing demands, end-user self-reliance in application development, and end-user dependence on IS expertise. Measures were developed carefully and proved through rigorous validation methods. The final instruments are short and easy to use. The instruments exceed generally accepted validity and reliability standards for basic research.