Stress dynamics of information systems managers: a contingency model
Journal of Management Information Systems
Strategies for implementation research: combining research methods
ICIS '92 Proceedings of the thirteenth international conference on Information systems
Managing I/S design teams: a control theories perspective
Management Science
Schlumberger's Software Improvement Program
IEEE Transactions on Software Engineering
Software quality and the Capability Maturity Model
Communications of the ACM
An empirical investigation into the adoption of systems development methodologies
Information and Management
Software Process Improvement at Hughes Aircraft
IEEE Software
Process Improvement and the Corporate Balance Sheet
IEEE Software
Software Process Improvement At Raytheon
IEEE Software
How Software Process Improvement Helped Motorola
IEEE Software
Telcordia Technologies: The Journey to High Maturity
IEEE Software
Explaining Software Developer Acceptance of Methodologies: A Comparison of Five Theoretical Models
IEEE Transactions on Software Engineering
The Illusory Diffusion of Innovation: An Examination of Assimilation Gaps
Information Systems Research
ISESE '03 Proceedings of the 2003 International Symposium on Empirical Software Engineering
Portfolios of Control in Outsourced Software Development Projects
Information Systems Research
Software development: processes and performance
IBM Systems Journal
Deploying Common Systems Globally: The Dynamics of Control
Information Systems Research
Managing Change in Software Process Improvement
IEEE Software
Customising agile methods to software practices at Intel Shannon
European Journal of Information Systems - Including a special section on business agility and diffusion of information technology
The Effectiveness of Knowledge Transfer Portfolios in Software Process Improvement: A Field Study
Information Systems Research
SPI agility: How to navigate improvement projects: Research Sections
Software Process: Improvement and Practice
Software Effort, Quality, and Cycle Time: A Study of CMM Level 5 Projects
IEEE Transactions on Software Engineering
The Matrix of Control: Combining Process and Structure Approaches to Managing Software Development
Journal of Management Information Systems
Managing process change in software organizations: Experience and reflection: Research Sections
Software Process: Improvement and Practice - Special Issue on Software Process Simulation
Internet, Mail, and Mixed-Mode Surveys: The Tailored Design Method
Internet, Mail, and Mixed-Mode Surveys: The Tailored Design Method
Acceptance of agile methodologies: A critical review and conceptual framework
Decision Support Systems
Coevolving Systems and the Organization of Agile Software Development
Information Systems Research
A Control Theory Perspective on Agile Methodology Use and Changing User Requirements
Information Systems Research
Control of Flexible Software Development Under Uncertainty
Information Systems Research
Control in Internal and Outsourced Software Projects
Journal of Management Information Systems
Software Process Improvement as organizational change: A metaphorical analysis of the literature
Journal of Systems and Software
Research-in-progress: economic elements of collective memory in it occupational culture
Proceedings of the 2013 annual conference on Computers and people research
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Taking a control theory view of software process innovation, we tested prevalent beliefs regarding software process maturity and Information Systems employee attitudes and perceptions by surveying 736 IS professionals in 10 organizations at varying levels of the CMM (capability maturity model). Although anecdotal reports and the scant empirical studies to date suggest job attitudes and perceptions are more positive for employees in organizations at higher levels of software process maturity, we found evidence of a more complex picture. While our data supported expectations that role conflict and perceived work overload were lower for IS professionals in organizations at a level of maturity where software process behavioral controls are implemented, other results were not fully in line with prevalent beliefs. Most notably, IS workers reported significantly lower professional efficacy and lower job satisfaction in organizations at CMM Level 3, where behavioral controls are the dominant form of formal control, than in organizations at Level 1, which is relatively free of formal controls. Some anticipated positive attitudes and perceptions surfaced in organizations at the highest rungs of software process maturity (CMM Levels 4/5), where the established behavioral controls are supplemented by substantial outcome controls, as IS professionals reported lower role ambiguity and higher job satisfaction than did their counterparts in organizations at CMM Level 3.