THE INFLUENCE OF A LEARNING CULTURE ON IT INVESTMENTS
1. Modify the existing software, to the extent possible, so that the business functions can become more integrated. 2. Purchase an integrated package which contains mod- ules for your core business functions. 3. Have either in-house programmers or a consultant cus- tom design a solution.
You know options 2 and 3 will affect organizational struc- ture, the work sequence, and the sources of data.
Below is a list of possible actions your organization might consider when making this Integrating Business Func- tions investment decision. Please indicate how much EFFORT and/or RESOURCE your organization would spend on each of the following actions in terms of your DECISION PROCESS (1=no effort/resource, 7= an extraordinary amount of effort/resource)
CHANGE MANAGEMENT ITEMS*** (Headings not labeled for survey respondents)
In my organization, we would spend….
Sherry D. Ryan is an Associate Professor of In- formation Technology and Decision Sciences at the Uni- versity of North Texas. She received her Ph.D. in informa- tion systems from the University of Texas at Arlington. Prior to pursuing her doctorate, she had eleven years of experience with IBM. Her current research interests in- clude knowledge management, the human impacts of in- formation technology, and IT training issues. Her work has appeared in Journal of Management Information Sys- tems, Decision Support Systems, Information & Manage- ment, DATA BASE for Advanced in Information Systems, and elsewhere.
Lixuan Zhang is a Ph.D. candidate in the De- partment of Information Technology and Decision Sci- ence at the University of North Texas. She earned her Master of Business Administration and Master of Man- agement Information System from University of Okla- homa, Norman. Her current research interests include pro- ject management, IT personnel and outsourcing.
thinking about the costs of communicating
information about the change to users.
discussing with managers the degree of
employee resistance to change.
considering the time managers will need to
spend overseeing the change.
calculating the time managers will need to
spend overseeing the changes.
evaluating the costs of telling and “selling”
the decision to the users.
TECHNICAL FLEXIBILITY ITEMS*** (Headings not labeled for survey respondents)
In my organization, we would spend ……
Robert J. Pavur is a Professor in the Informa- tion Technology & Decision Sciences Department at the University of North Texas. He holds a master and doctor- ate degree in Statistics from Texas Tech University. Robert Pavur is a long-time member of the Decision Sci- ences Institute and has held various officer positions in Southwest Decision Sciences Institute including President and Vice President for Programs. He has published in journals such as the Annals of Operations Research, IEEE Transactions on Reliability, European Journal of Opera- tional Research, Journal of the Operational Research Society, and International Journal of Operations and Quantitative Management. He is a co-author of the text- book Introduction to Business Statistics: A Computer In- tegrated, Data Analysis Approach published by Thomson Learning Company.
investigating the ability to expand or mod-
ify our option to meet changing requirements.
evaluating the performance and capacity
evaluating how easily the options can be
integrated with our existing systems.
*** Change management and technical flexibility are both measured by 7-point Likert Scale.
Journal of Information Technology Management Volume XVI, Number 3, 2005