The relative influence of management control and user-IS personnel interaction on project performance

  • Authors:

  • Eric T. G. Wang;Sheng-Pao Shih;James J. Jiang;Gary Klein

  • Affiliations:

  • Department of Information Management, National Central University, No. 300, Jhongda Road, Jhongli City, Taoyuan County 320, Taiwan, ROC;Department of Information Management, National Central University, No. 300, Jhongda Road, Jhongli City, Taoyuan County 320, Taiwan, ROC;Department of Management Information Systems, University of Central Florida, Orlando, FL 32816-1400, USA;College of Business and Administration, The University of Colorado at Colorado Springs, 1420 Austin Bluffs Parkway, P.O. Box 7150, Colorado Springs, CO 80933-7150, USA

  • Venue:
  • Information and Software Technology
  • Year:
  • 2006

Quantified Score

Hi-index 0.00

Visualization

Abstract

Research has failed to establish a conclusive link between levels of user involvement and information system project success. Communication and control theories indicate that the quality of interactions between users and inofrmation personnel may serve to better the coordinaton in a project and lead to greater success. A model is developed that directly relates management control to the quality of interaction and project success, with interaction quality as a potential intermediary. These variables provide a more distinct relationship to success as interactions are more structurally defined and controlled. A survey of 196 IS professionals provides evidence that management control techniques improve the quality of user-IS personnel interactions and eventual project success. These formal structures provide guidelines for managers in controlling the critical relations between users and IS personnel.