Organizational power and the information services department
Communications of the ACM
Power, politics, and MIS implementation
Communications of the ACM
The control of information systems developments after implementation
Communications of the ACM - Special section on management of information systems
Information systems and power: structural versus personal views
SIGCPR '93 Proceedings of the 1993 conference on Computer personnel research
Power and information technology: a review using metatriangulation
ICIS '00 Proceedings of the twenty first international conference on Information systems
Dimensions of power and IS implementation
Information and Management
The impact of office information systems on potential power and influence
Journal of Management Information Systems - Special section: Strategic and competitive information systems
Do information technology units have more power than other units in academic libraries?
Journal of the American Society for Information Science and Technology
| Hi-index | 48.22 |
In a recent application of the theory of strategic contingencies in three large multinational firms, Lucas found that information services departments were perceived by others as having low levels of power and influence and suggested a variety of reasons for the results. This note continues the application of the theory of strategic contingencies to the information services department by describing a study of intraorganizational power that uses basically the same procedures as the Lucas study and obtains similar results. In an effort to stimulate future power-related research in the information systems area, this note concludes by suggesting several reasons, beyond those given by Lucas, for the levels of power attributed to information services departments.