The user of formal mechanisms for linking the information systems function with
Managers, micros and mainframes: integrating systems for end-users
The relationship of MIS steering committees to size of firm and formalization of MIS planning
Communications of the ACM
Management strategies for information technology
Management strategies for information technology
Managing telecommunications by steering committee
MIS Quarterly
Corporate systems management: an overview and research perspective
Communications of the ACM
Impact of the CEO's participation on information systems steering committees
Journal of Management Information Systems
A comparative analysis of MIS project selection mechanisms
ACM SIGMIS Database
Selecting MIS projects by steering committee
Communications of the ACM
Designing Complex Organizations
Designing Complex Organizations
Information Management: The Organizational Dimension
Information Management: The Organizational Dimension
Managing Information Technology: What Managers Need to Know
Managing Information Technology: What Managers Need to Know
Managing in an Information Age: Transforming the Organization for the 1990s
Proceedings of the IFIP WG8.2 Working Conference on Information Technology and New Emergent Forms of Organizations: Transforming Organizations with Information Technology
Reconceptualizing the Context-Design Issue for the Information Systems Function
Organization Science
Journal of Management Information Systems - Special issue: Information technology and organization design
ICIS '00 Proceedings of the twenty first international conference on Information systems
The impact of IS Department organizational environments upon project team performances
Information and Management
Multiple Faces of Codification: Organizational Redesign in an IT Organization
Organization Science
Critical IS professional activities and skills/knowledge: A perspective of IS managers
Computers in Human Behavior
Using Enterprise Architecture Standards in Managing Information Technology
Journal of Management Information Systems
International Journal of Electronic Commerce
Mediators between coordination and IS project performance
Information and Management
A knowing-in-practice framework for the corporate governance of information systems/technology
International Journal of Business Information Systems
Changes in MIS research: status and themes from 1989 to 2000
International Journal of Information Systems and Change Management
Organizing IT to promote agility
Information Technology and Management
Achieving IT-Business Strategic Alignment via Enterprise-Wide Implementation of Balanced Scorecards
Information Systems Management
One Size Does Not Fit All---A Contingency Approach to Data Governance
Journal of Data and Information Quality (JDIQ)
Communications of the ACM - Amir Pnueli: Ahead of His Time
Data governance strategy: a key issue in building Enterprise Data Warehouse
Proceedings of the 11th International Conference on Information Integration and Web-based Applications & Services
Comparative advantage model founded on enterprise architecture in Japanese firms
International Journal of Business Information Systems
Information Systems Research
IT service climate, antecedents and IT service quality outcomes: Some initial evidence
The Journal of Strategic Information Systems
International Journal of IT/Business Alignment and Governance
Determinants of knowledge management with information technology support impact on firm performance
Information Technology and Management
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Horizontal mechanisms are structural overlays (such as roles and groups) and non-structural devices (such as physical co-location) that are designed to facilitate cross-unit collaboration. The objective of this study is to increase our cumulative knowledge about what top-down mechanisms are being used to promote the coordination of IS activities across corporate/division boundaries. Propositions about how mechanism usage differs under Centralized versus Federal IS organization contexts are developed based on a synthesis of prior organization science and empirical IS literature. Multiple methods are used to collect data from IS and non-IS senior managers from two case sites with theoretically different IS coordination needs. As predicted, multiple types of structural and non-structural mechanisms were implemented for business-IS coordination in the company with a Centralized IS context, and for corporate IS-decentralized IS coordination in the company with a Federal IS context. An unexpected finding was that mechanisms for both of these kinds of IS coordination were valued at each case site. The prediction that a formal group mechanism would be perceived as more effective for achieving cross-unit coordination than an integrator role mechanism was not supported. The article concludes with a discussion of implications for research and practice.