Developing capabilities to use information strategically
MIS Quarterly
Process innovation: reengineering work through information technology
Process innovation: reengineering work through information technology
Information Technology and the Corporation of the 1990s: Research Studies
Information Technology and the Corporation of the 1990s: Research Studies
Corporate Information Systems Management: The Issues Facing Senior Executives
Corporate Information Systems Management: The Issues Facing Senior Executives
Rituals in information system design
MIS Quarterly
Organizational software piracy: an empirical assessment
Behaviour & Information Technology
Ethical behavior issues in software use: An analysis of public and private sectors
Computers in Human Behavior
Information systems management in practice: An empirical study of UK companies
International Journal of Information Management: The Journal for Information Professionals
Our Mousetrap's Fine: So Why Aren't People Beating A Path To Our Door?
Information Resources Management Journal
Barriers to Electronic Commerce Adoption Among Small Businesses in Iran
Journal of Electronic Commerce in Organizations
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The adoption of information technology (IT) is widely perceived as a strategic device and critical to the survival of contemporary organizations. Some writers argue that an ideal organization structure exists which allows the optimum utilization of IT - a decentralized, flat structure where IT is integrated in the business/administrative units rather than a centralized and separate entity. The emergence of a trend towards this structure is examined by the author through empirical research on the management of IT in 184 private and public sector organizations. Several contextual factors relating to IT and structure are examined. They include organization size; finance and accounting for IT; and management roles and responsibilities. A questionnaire survey was sent to a random sample of public and private sector organizations ranging from local authorities, NHS trusts, banks, building societies and manufacturing firms. Preliminary findings suggest that organizational restructuring is often implemented through ad hoc managerial strategies triggered by financial imperatives. Whilst IT plays a part in the restructuring process, complex environmental and internal influences on organization structure and IT make over-generalization highly problematic. This is irrespective of the sector in which the organization operates.