Henri Barki

Measuring user participation, user involvement, and user attitude

Defining user participation as the activities performed by users during systems development, user involvement as the importance and personal relevance of a system to its user, and user attitude as the affective evaluation of a system by the user, this study aims to: (1) develop separate measures of user participation, user involvement, and user attitude, (2) identify key dimensions of each construct, and (3) investigate the relationships among them. Responses from users in organizations developing new information systems were used to create an overall scale measuring user participation (along with three subscales reflecting the dimensions of responsibility, user-IS relationship, and hands-on activities), an overall scale measuring user involvement (along with two subscales reflecting the dimensions of importance and personal relevance), and a scale measuring user attitude. Analysis of the data provides evidence for the reliability and validity of the three constructs and their dimensions. User participation has long been considered a key variable in the successful development of information systems. However, past research has failed to clearly demonstrate its benefits. The measures developed in this study provide a useful starting point for deciphering the precise nature of the relationship among user participation, involvement, and attitude during systems implementation.

Toward an assessment of software development risk

Despite the introduction and use of a wide variety of system development methods and tools, software projects are still plagued by time and cost overruns, and unmet user requirements. To avoid these problems, it is frequently recommended that the risk associated with a software project be managed. A task that is critical to the proper management of software development risk is the assessment of the risks facing the project. Based on previous research, this paper proposes a definition and a measure of software development risk. Subsequently, data collected in a survey of 120 projects is used to assess the reliability and validity of the instrument.

Rethinking the concept of user involvement

Within the field of information systems, user involvement generally refers to participation in the systems development process by potential users of their representatives and is measured as a set of behaviors or activities that such individuals perform. This article argues for a separation of the constructs of user participation (a set of behaviors or activities performed by users in the system development process) and user involvement (a subjective psychological state reflecting the importance and personal relevance of a system to the user). Such a distinction is not only more consistent with conceptualizations of involvement found in other disciplines, but it also leads to a number of new and interesting hypotheses. These hypotheses promise a richer theoretical network that describes the role and importance of participation and involvement in the implementation process.

An Integrative Contingency Model of Software Project Risk Management

Drawing both from the IS literature on software project risk management and the contingency research in Organization Theory literature, the present study develops an integrative contingency model of software project risk management. Adopting a profile deviation perspective of fit, the outcome of a software development project (Performance) is hypothesized to be influenced by the fit between the projects risk (Risk Exposure) and how project risk is managed (Risk Management Profile). The research model was tested with longitudinal data obtained from project leaders and key users of 75 software projects. The results support the contingency model proposed and suggest that in order to increase project performance a projects risk management profile needs to vary according to the projects risk exposure. Specifically, high-risk projects were found to call for high information processing capacity approaches in their management. However, the most appropriate management approach was found to depend on the performance criterion used. When meeting project budgets was the performance criterion, successful high-risk projects had high levels of internal integration, as well as high levels of formal planning. When system quality was the performance criterion, successful high-risk projects had high levels of user participation.

Interpersonal conflict and its management in information system development

Researchers from a wide range of management areas agree that conflicts are an important part of organizational life and that their study is important. Yet, interpersonal conflict is a neglected topic in information system development (ISD). Based on definitional properties of interpersonal conflict identified in the management and organizational behavior literatures, this paper tests a model of how individuals participating in ISD projects perceive interpersonal conflict and examines the relationships between interpersonal conflict, management of the conflict, and ISD outcomes. Questionnaire data was obtained from 265 IS staff and 272 users working on 162 ISD projects. Results indicated that the construct of interpersonal conflict was reflected by three key dimensions: disagreement, interference, and negative emotion. While conflict management was found to have positive effects on ISD outcomes, it did not substantially mitigate the negative effects of interpersonal conflict on these outcomes. In other words, the impact of interpersonal conflict was perceived to be negative, regardless of how it was managed or resolved.

A Model of Organizational Integration, Implementation Effort, and Performance

The notion of integration is central to the understanding of organizations in general as well as of contemporary phenomena such as e-commerce, virtual organizations, virtual teams, and enterprise resource planning (ERP) implementation. Yet, the concept of integration is ill-defined in the literature, and the impact of achieving high levels of integration is not well understood. The present paper addresses these issues. Drawing on the literature of several fields, this paper proposes the concept oforganizational integration (OI), which is defined as the extent to which distinct and interdependent organizational components constitute a unified whole. Six types of OI are identified: two intraorganizational OI (internal-operational, internal-functional) and four interorganizational OI (external-operational-forward, external-operational-backward, external-operational-lateral, and external-functional). This paper then presents a model and develops 14 propositions to predict (1) the effort needed to implement different types of OI, (2) the impact different types of OI will have on organizational performance, and (3) how six factors (interdependence, barriers to OI, mechanisms for achieving OI, environmental turbulence, complexity reduction mechanisms, and organizational configurations) influence the relationship between OI types, implementation effort, and organizational performance. The OI framework and model are then used to develop 14 propositions for ERP implementation research and to explain the findings of recent research on integration.

Information System Use--Related Activity: An Expanded Behavioral Conceptualization of Individual-Level Information System Use

Despite calls for improving current approaches to conceptualizing and measuring the construct of information system use, theoretical advances in this regard are still insufficient. The present paper proposes to expand the focus of existing conceptualizations that exclusively focus on technology interaction behaviors via the construct of IS use-related activity. Based on task-technology fit and activity theory, IS use-related activity is conceptualized as a second-order aggregate construct that comprises both technology interaction behaviors, as well as activities users undertake to adapt the task-technology-individual system. A multiple-indicators and multiple-causes analysis of data collected from 190 users in 21 organizations is found to support the proposed conceptualization.

User participation in information systems security risk management

This paper examines user participation in information systems security risk management and its influence in the context of regulatory compliance via a multi-method study at the organizational level. First, eleven informants across five organizations were interviewed to gain an understanding of the types of activities and security controls in which users participated as part of Sarbanes-Oxley compliance, along with associated outcomes. A research model was developed based on the findings of the qualitative study and extant user participation theories in the systems development literature. Analysis of the data collected in a questionnaire survey of 228 members of ISACA, a professional association specialized in information technology governance, audit, and security, supported the research model. The findings of the two studies converged and indicated that user participation contributed to improved security control performance through greater awareness, greater alignment between IS security risk management and the business environment, and improved control development. While the IS security literature often portrays users as the weak link in security, the current study suggests that users may be an important resource to IS security by providing needed business knowledge that contributes to more effective security measures. User participation is also a means to engage users in protecting sensitive information in their business processes.

Electronic Brainstorming: the Illusion of Productivity

Electronic brainstorming (EBS) has been proposed as a superior approach to both nominal brainstorming (working alone) and face-to-face brainstorming (verbal). However, existing empirical evidence regarding EBSs superiority over nominal brainstorming is weak. Through a comprehensive examination of the process gains and process losses inherent to different brainstorming approaches, this paper explains past results. The paper also suggests that the process gain versus process loss advantages of EBS technologies may not be large enough to enable EBS groups to outperform nominal groups. In an effort to find alternate ways of using EBS more productively, three conditions thought to increase EBSs process gains and decrease its process losses (thus improving its productivity) are identified. A laboratory experiment designed to compare the productivity of ad hoc and established groups using four brainstorming technologies (nominal, EBS-anonymous, EBS-nonanonymous, verbal), generating ideas on socially sensitive and less sensitive topics, in the presence and absence of contextual cues, is then described. The results of the experiment showed that overall, groups using nominal brainstorming significantly outperformed groups using the other three brainstorming approaches. Further, even under conditions thought to be favorable to EBS, nominal brainstorming groups were at least as productive as EBS groups. The paper explains these results by suggesting that the process gains of EBS may not be as large as expected and that the presence of four additional process losses inherent to EBS technologies impair its productivity. It is also argued that the prevailing popularity of group brainstorming (verbal or electronic) in organizations may be explained by the perceived productivity of those approaches. These perceptions, which are at odds with reality, create the illusion of productivity. A similar misperception may also cause an illusion of EBS productivity in the research community, especially when perceptual measures of group performance are used.

A Keyword Classification Scheme for IS Research Literature: An Update

In June 1988 MIS Quarterly published a classification scheme of IS keywords. The development of this scheme was intended to provide a description of the discipline, introduce a common language, and enable research of the fields development. The scheme has been recently updated in order to incorporate the new research topics and methods, hence better reflecting the evolution of the IS discipline.