Attention-shaping tools, expertise, and perceived control in IT project risk assessment
Decision Support Systems
The qualitative interview in IS research: Examining the craft
Information and Organization
The Journal of Strategic Information Systems
Vendors' perspectives on trust and control in offshore information systems outsourcing
Information and Management
Structural equation model for EDI controls: Controls design perspective
Expert Systems with Applications: An International Journal
Journal of Management Information Systems
Software Process Tailoring: An Empirical Investigation
Journal of Management Information Systems
Journal of Management Information Systems
Using case-based reasoning for the design of controls for internet-based information systems
Expert Systems with Applications: An International Journal
Managing e-government implementation in China: A process perspective
Information and Management
Governance-Knowledge Fit in Systems Development Projects
Information Systems Research
Balancing four factors in system development projects
Communications of the ACM - A View of Parallel Computing
The role of IT in crisis response: Lessons from the SARS and Asian Tsunami disasters
The Journal of Strategic Information Systems
A Control Theory Perspective on Agile Methodology Use and Changing User Requirements
Information Systems Research
Control of Flexible Software Development Under Uncertainty
Information Systems Research
Collaborative systems development in disaster relief: The impact of multi-level governance
Information Systems Frontiers
Information systems development project performance in the 21st century
ACM SIGSOFT Software Engineering Notes
Expert Systems with Applications: An International Journal
Information Systems Research
HCII'11 Proceedings of the 14th international conference on Human-computer interaction: users and applications - Volume Part IV
Information Asymmetry in Information Systems Consulting: Toward a Theory of Relationship Constraints
Journal of Management Information Systems
The institutionalization of information system project management practices
Information and Organization
Factors of stickiness in transfers of know-how between MNC units
The Journal of Strategic Information Systems
Designing digital innovation contests
DESRIST'12 Proceedings of the 7th international conference on Design Science Research in Information Systems: advances in theory and practice
Agile distributed software development: enacting control through media and context
Information Systems Journal
Assimilation of agile practices in use
Information Systems Journal
Runaway Information Technology Projects: A Punctuated Equilibrium Analysis
International Journal of Information Technology Project Management
A Study of Open Source Software Development from Control Perspective
Journal of Database Management
Information Asymmetry in Information Systems Consulting: Toward a Theory of Relationship Constraints
Journal of Management Information Systems
Contract Performance in Offshore Systems Development: Role of Control Mechanisms
Journal of Management Information Systems
Managing organizational identity in the e-commerce industry: An ambidexterity perspective
Information and Management
Cost escalation in information technology outsourcing: A moderated mediation study
Decision Support Systems
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In today's competitive environment, an increasing number of firms are buildingcommon information systems, which will be deployed globally, to support their strategic globalization initiatives. These systems are designed to meet the requirements of a diverse set of stakeholders with different business needs, priorities, and objectives. One managerial tool for addressing and reconciling such differences is control, which encompasses all attempts to motivate individuals to act in a manner that is consistent with organizational objectives. This paper examines two research questions. How do stakeholders exercise control during different phases of large IS projects? Why do control choices change across project phases? Results of two case studies suggest control is exercised differently for each phase. During the initial phase of a project, control is exercised as "collective sensemaking," in which both IS and business stakeholders utilize mostly informal mechanisms of control. During development, "technical winnowing" of mechanisms occurs such that control is vested primarily in IS managers, who structure hierarchical relationships with subordinates and who rely extensively on formal control mechanisms. Both IS and business stakeholders employ formal and informal mechanisms during implementation to exercise control as "collaborative coordinating." The results also suggest that changes in control choices from one project phase to another are triggered by factors in the project, stakeholder, and global contexts. As factors change across phases, so too do control choices. Further, problems that surface in one project phase trigger changes to controls in subsequent phases. These findings are integrated into a model of the dynamics of control. Implications of these results are drawn, and directions for future research are suggested.