The analysis, design, and implementation of information systems (3rd ed.)
The analysis, design, and implementation of information systems (3rd ed.)
SIGCPR '80 Proceedings of the seventeenth annual computer personnel research conference
Building synergistic EDP teams
SIGCPR '77 Proceedings of the fifteenth annual SIGCPR conference
SIGCPR '77 Proceedings of the fifteenth annual SIGCPR conference
The impact of personality on information technology team projects
Proceedings of the 2006 ACM SIGMIS CPR conference on computer personnel research: Forty four years of computer personnel research: achievements, challenges & the future
A follow up study of the effect of personality on the performance of software engineering teams
Proceedings of the 2006 ACM/IEEE international symposium on Empirical software engineering
Information and Software Technology
| Hi-index | 0.00 |
Information systems for large firms are typically designed by a group of people which is made up of users and system personnel. The management information system (MIS) literature discusses a communication gap between the organization-oriented users and the more technical systems staff. It has been hypothesized that system personnel and users are different in terms of personality and behavioral characteristics and that these differences are one of the primary reasons for the existence of a communication gap. This paper summarizes a study that investigated personality characteristics of 100 respondents from 33 large firms who worked together on a systems design. Analysis was performed to see if there were significant differences on personality dimensions between users and systems personnel. An operationalization of Jung's personality typology (Myers-Briggs Type Indicator) was employed. Results indicate that the users involved in the systems design were very similar to their systems counterparts. Even more surprising was that these users were closer to the popular descriptions of systems staff than the analysts were. The general implications of these findings in terms of the management of design solving centers and the MIS designs they create are discussed.