Role conflict and ambiguity: Critical variables in the MIS user-designer relationship

Authors:
Robert P. Bostrom
Affiliations:
-
Venue:
SIGCPR '80 Proceedings of the seventeenth annual computer personnel research conference
Year:
1980

Citing 0
Cited 12

Perceptions of control during systems development: effects on job satisfaction of systems professionals

ACM SIGCPR Computer Personnel
Job attitudes and perceptions of exhausted IS/IT professionals: are we burning out valuable human resources?

SIGCPR '98 Proceedings of the 1998 ACM SIGCPR conference on Computer personnel research
Some new factors influencing user information satisfaction: implications for systems professionals

SIGCPR '86 Proceedings of the twenty-second annual computer personnel research conference on Computer personnel research conference
Technological capacitation in customer service work: a sociotechnical approach

ICIS '00 Proceedings of the twenty first international conference on Information systems
Managing limited-perspective bias in IT

Strategies for managing IS/IT personnel
The relationship between role variables and turnover intentions among IT professionals: an examination of moderating effects

Strategies for managing IS/IT personnel
Person-Job Cognitive Style Fit for Software Developers: The Effect on Strain and Performance

Journal of Management Information Systems
M-M role-transfer problems and their solutions

IEEE Transactions on Systems, Man, and Cybernetics, Part A: Systems and Humans
An ontology-based approach to role-human assignment in human processes for knowledge intensive services

Expert Systems with Applications: An International Journal
An examination of work-related correlates of job satisfaction in programmer/analysts

MIS Quarterly
The impact of role variables on IS personnel work attitudes and intentions

MIS Quarterly
A procedural framework for dynamic changes of human interactions in knowledge intensive services

Expert Systems with Applications: An International Journal

Quantified Score

Hi-index	0.00

Visualization

Abstract

One way to make progress in improving the probability of successful Management Information Systems (MIS) and Management Science and Operation Research (MS/OR)1 projects is to take the view that the design process is a politically-based, planned change process. The political dimension emphasizes that MIS design is inevitable imbedded in an organization with a political order which acts to shape and constrain the design and use of an MIS. The planned change dimension emphasizes the interaction process and relationships among the participants in the design process. Recent articles in the MIS/MS literature have suggested that the politically-based change approach is the most viable for understanding and managing the design process and enhancing the chances for a successful system (for example, see: Bostrom and Heinen, 1977; Keen and Gerson, 1977; and Ginzberg, 1978). But to date little research, other than case studies, has been conducted with this focus.