Applied multivariate statistics for the social sciences
Applied multivariate statistics for the social sciences
Successful development of small business information systems
Journal of Systems Management
“Implementing packaged software"
Management Information Systems Quarterly
Consultant engagement for computer system selection: a pro-active client role in small businesses
Information and Management
Impact of consultants on computerization success in small businesses
Information and Management
Selection criteria for expert system shells: a socio-technical framework
Communications of the ACM
Top management support in small business information systems implementation: how important is it?
SIGCPR '93 Proceedings of the 1993 conference on Computer personnel research
MIS Quarterly - Special issue on IS curricula and pedagogy
Changing information technology and information technology management
Information and Management
Management of emerging technologies: experiences and lessons learned at US West
Information and Management
A Step-by-Step Approach to Using the SAS System for Factor Analysis and Structural Equation Modeling
A Step-by-Step Approach to Using the SAS System for Factor Analysis and Structural Equation Modeling
Designing Complex Organizations
Designing Complex Organizations
Understanding organizational dynamics of IT-enabled change: a multimedia simulation approach
Journal of Management Information Systems
Procurement strategies for information systems
Journal of Management Information Systems - Special section: Strategic and competitive information systems
An empirical study of factors affecting software package selection
Journal of Management Information Systems
Decision support systems unfrastructure: The root problems of the management of changing IT
Decision Support Systems
Information Resources Management Journal
Thirteen years (2000---2012) at the helm of information technology and management: a retrospective
Information Technology and Management
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Information technology (IT) has become a strategic resource in many organizations. As a result, the management of IT has dramatically increased in importance. However, IT is changing at a rapid rate. This change is increasing the complexity of the challenges facing IT managers. In fact, previous research has hypothesized that IT managers deliberately use specific coping mechanisms to deal with these challenges.The results from that research were used to construct a survey sent to a nationwide sample of 1,000 IT organizations. Two hundred forty-six respondents provided data to confirm the existence of and refine the definitions for coping mechanisms that IT managers apply to handle changing IT. The research contributes knowledge about how IT organizations cope with rapid IT change and about the relationship of various coping mechanisms to the reduction of the problems of rapidly changing IT. Five categories of coping mechanism – Education and Training, Vendor Support, Endurance, Internal Procedures, and Consultant Support – emerged. An overall model proposing that the use of those categories predicts the reduction in problems from new IT was significant. Moreover, Education and Training and Internal Procedures presaged problem reduction, whereas Endurance and Consultant Support presaged increased problems.