A management system for the information business: organizational analysis
A management system for the information business: organizational analysis
The hidden messages in computer networks
Harvard Business Review
Managing for innovation: leading technical people
Managing for innovation: leading technical people
Different perspectives on information systems: problems and solutions
ACM Computing Surveys (CSUR)
Agents of change: managing the introduction of automated tools
Agents of change: managing the introduction of automated tools
CASE is software automation
Managing the software process
Four paradigms of information systems development
Communications of the ACM
Japan's software factories: a challenge to U.S. management
Japan's software factories: a challenge to U.S. management
Supporting the information technology champion
MIS Quarterly - Special issue on the strategic use of information systems
Social Analyses of Computing: Theoretical Perspectives in Recent Empirical Research
ACM Computing Surveys (CSUR)
Power, politics, and MIS implementation
Communications of the ACM
The control of information systems developments after implementation
Communications of the ACM - Special section on management of information systems
Managing the computer resource: a stage hypothesis
Communications of the ACM
A Critical Look at Software Capability Evaluations
IEEE Software
Boiling the Frog or Seducing the Fox: Organizational Aspects of Implementing CASE Technology
Proceedings of the IFIP WG8.2 Working Group on Information Systems Development: Human, Social, and Organizational Aspects: Human, Organizational, and Social Dimensions of Information Systems Development
SIGCPR '95 Proceedings of the 1995 ACM SIGCPR conference on Supporting teams, groups, and learning inside and outside the IS function reinventing IS
| Hi-index | 0.00 |
Organizations are shaped based on a number of implicit and explicit assumptions. Usually, these assumptions are made by the founder of a company. Management of Information Technology (IT) is shaped in much the same way. It is based on several assumptions how to carry out information systems development, maintenance, information services, and how to plan for and control all these activities. Based on such assumptions, the authors identify four different approaches or paradigms to management of IT. A model is presented to position organizations in detail according to these paradigms. Potential ways of using the model are presented. Based on results of three types of empirical research, two ways of using the model are discussed in detail: the development of a necessary vision on the management of IT, and the identification of critical issues for the management of IT. The empirical results and the discussion of vision and critical issues lead to two major conclusions. First, there seemed to be no single goal to which IT organizations grow, i.e. all paradigms for managing IT were visible in practice. Second, although all paradigms were visible in practice, one paradigm, the paradigm of management control, dominated, despite the fact that for a lot of organizations this paradigm may not be the most obvious to rely upon. “Ja mach' nur einen Plan!/ Sei nur ein grosses Licht!/ Und mach' dann noch'nen Zweiten Plan,/ Geh'n tun sie beide nicht” (Bertold Brecht, Die Dreigroschenoper, Hofstede, 1978).