Managing I/S design teams: a control theories perspective
Management Science
Process innovation: reengineering work through information technology
Process innovation: reengineering work through information technology
Systems Analysis and Design: Best Practices
Systems Analysis and Design: Best Practices
Special section: toward a theory of business process change management
Journal of Management Information Systems - Special section: Toward a theory of business process change management
Managing information about processes
Journal of Management Information Systems - Special section: Toward a theory of business process change management
The implementation of business process reengineering
Journal of Management Information Systems - Special section: Toward a theory of business process change management
Information systems development: can there be “good” conflict?
SIGCPR '00 Proceedings of the 2000 ACM SIGCPR conference on Computer personnel research
A contingency perspective on internet adoption and competitive advantage
European Journal of Information Systems
An empirical test of the job demand/control model among IT users
Proceedings of the 2004 SIGMIS conference on Computer personnel research: Careers, culture, and ethics in a networked environment
Information and Management
Journal of Management Information Systems
Information and Software Technology
A model to develop effective virtual teams
Decision Support Systems
Factors impacting the perceived organizational support of IT employees
Information and Management
Corporate culture, absorptive capacity and IT success
Information and Organization
Project process reengineering (PPR): a BPR method for projects
International Journal of Information Systems and Change Management
A Survey of Knowledge Work Productivity Metrics
International Journal of Productivity Management and Assessment Technologies
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Increases in employee autonomy and the formation of teams often result from reengineering and process innovation efforts, as do moves to "downsize" or "flatten" organizations. Information systems departments have not been insulated from these trends. In spite of the rising interest in these initiatives, little is known about their impact on the systems development process. Past research in blue-collar contexts suggests that teams produce improvements in performance, while anecdotal evidence in the IS industry suggests that such improvements may never materialize. This paper reports on research conducted with 231 IS professionals from 27 systems development teams across 13 organizations. The results indicate that, while autonomy may lead to increased levels of satisfaction and motivation, the level of team development and an organization's learning capacity may be more important in achieving improved work outcomes.