“Combining qualitative and quantitative methods information systems research: a case study"
Management Information Systems Quarterly
Aligning MIS with the business goals
Information and Management
ICIS '91 Proceedings of the twelfth international conference on Information systems
Shaping the future: business design through information technology
Shaping the future: business design through information technology
Corporate Information Systems Management: The Issues Facing Senior Executives
Corporate Information Systems Management: The Issues Facing Senior Executives
Identifying the enablers and barriers of IT personnel transition
Strategies for managing IS/IT personnel
Who is "the IT workforce"?: challenges facing policy makers, educators, management, and research
Proceedings of the 2005 ACM SIGMIS CPR conference on Computer personnel research
Identifying the prototypical career paths of IT professionals: a sequence and cluster analysis
Proceedings of the 2005 ACM SIGMIS CPR conference on Computer personnel research
Journal of Management Information Systems
A Discrepancy Model of Information System Personnel Turnover
Journal of Management Information Systems
Changes in MIS research: status and themes from 1989 to 2000
International Journal of Information Systems and Change Management
Information technology management roles: the case of chief information officers in Norway
International Journal of Information Technology and Management
Proceedings of the 2013 conference on Computer supported cooperative work
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As organizations face increased competitive pressures and technological changes, their attention is focusing on how to attain strategic benefits from information technology investments, including investments in people. From a human resources perspective, one debate centers on how to attract and retain information technology (IT) professionals. Somewhat paradoxically, it is suggested that to retain IT professionals, organizations must provide both technical and business oriented career opportunities.This paper presents a case study of one organization, The Mutual Group, in which more than 70 IT professionals permanently moved into non-IT, business unit jobs during the 1980's and early 1990's. Using interviews and surveys of 51 former IT professionals, this research investigated the characteristics of the individual, the organization, the first non-IT job, and the transition period.We conclude from our findings that IT professionals who moved to non-IT jobs in the line made the transition without the benefit of deliberate preparation, formal transition programs, or safety nets to reduce the risk. Some conditions existed at The Mutual Group that may have assisted them, including: good relations between IT and the line, friends and mentors in line units, and a willingness to take risks in pursuit of new challenges.One contribution of this paper is that is begins to fill a gap in the career mobility literature, based on individuals and their stories of change. It also attempts to understand the role of context in one organization that is a recognized leader in the use of IT for competitive advantage.