AN is department dealing with end-user computing: a case study

• Authors: Eelko K. R. E. Huizingh
• Venue: SIGCPR '93 Proceedings of the 1993 conference on Computer personnel research
• Year: 1993

During the eighties end-user computing has rapidly grown and has become an irreversible phenomenon. Information Systems departments are facing a highly changed environment that calls for new strategies. Finding new strategies is even more important because not only the advantages of end-user computing are widely recognized, but end-user computing includes some potential organizational risks too. Trying to control end-user computing can easily be regarded as a frontal attack on employee productivity. Therefore, a well thought-out and carefully implemented strategy is required.This case study describes the rise of end-user computing at a marketing department. To deal with the rapidly changing environment, the IS department selected a strategy of mastering, in the same way as it always mastered new applications of information technology. However, this strategy was unsuccessful. The IS department has failed to control, or even lead the rise of end-user computing. It became engaged in a struggle with the users, which it was bound to lose. It lost initiative, its knowledge monopoly, and finally control to the end-users.The IS department failed to find a new balance between meeting user requirements and pursuing its own goals, which were mainly related to typical IS-topics as compatibility of hardware and software, preventing data redundancy, maintaining integrity and consistency of data, etc.The conclusion of this case study is that in order to find a successful strategy it is essential that the IS department is aware of its role in the organization. In most organizations this will be limited to a supporting one. This clarifies the necessity to find a balance between IS related goals and meeting user requirements.