Philip Yetton

The contingent effects of management support and task interdependence on successful information systems implementation

Management support is considered to be a critical factor in the successful implementation of information systems innovations. The literature suggests a complex relationship between management support and implementation success. However, the empirical literature typically hypothesizes and tests a simple main-effects model. Drawing upon the role of the institutional context and metastructuration actions, we propose a contingent model in which task interdependence moderates the effect of management support on implementation success. A meta-analysis of the empirical literature provides strong support for the model and begins to explain the wide variance in empirical findings. Implications for theory and practice are discussed.

Estimating the effect of common method variance: the method-method pair technique with an illustration from TAM research

This paper presents a meta-analysis-based technique to estimate the effect of common method variance on the validity of individual theories. The technique explains between-study variance in observed correlations as a function of the susceptibility to common method variance of the methods employed in individual studies. The technique extends to mono-method studies the concept of method variability underpinning the classic multitrait-multimethod technique. The application of the technique is demonstrated by analyzing the effect of common method variance on the observed correlations between perceived usefulness and usage in the technology acceptance model literature. Implications of the technique and the findings for future research are discussed.

SMEs: aligning IS and the strategic context

Based on multiple-case research, this paper develops a model of strategic information systems (IS) investment in small and medium-sized enterprises (SMEs). IS investment is modelled as a function of an SMEs strategic context as defined by its strategic focus, i.e. cost reduction versus value added and its market positioning, i.e. few versus many customers. The paper first investigates the ways in which IS may add value to organizations. It then outlines the use of IS in SMEs. This is followed by an analysis of competitiveness in small businesses. The paper develops an analytical model, which is termed the focus-dominance model, analyses case studies of 27 firms and reports that IS investment is strongly influenced by an SMEs strategic context. Four cases are presented in order to illustrate the four different IS profiles identified. Finally, the implications for theory and practice are discussed.

The contingent effects of training, technical complexity, and task interdependence on successful information systems implementation

Research has investigated the main effect of training on information systems implementation success. However, empirical support for this model is inconsistent. We propose a contingent model in which the effect of training on IS implementation success is a function of technical complexity and task interdependence. A meta-analysis of the literature finds strong support for the model, explaining the inconsistent findings reported in the literature. Implications for theory and practice are discussed.

Strategic payoff from EDI as a function of EDI embeddedness

Abstract: A key issue facing IT researchers and practitioners has been the difficulty in realizing strategic payoff from IT investment. This study, drawn on sociological theories of embeddedness, addresses this key issue, with particular attention to the perspective of EDI network initiator. Cross-case analysis is conducted comparing three initiators of sophisticated EDI networks, who realized different levels of strategic payoffs. Results reveal that the achievement of strategic payoffs is a function of EDI embeddedness, which is defined as how central or peripheral a specific EDI network is to managing interfirm interdependence. In a model of EDI initiator strategic payoff, we argue that EDI embeddedness, which is influenced by existing interfirm relationship, moderates the impact of adopter EDI use on initiator strategic payoff derived from the EDI investment. Specifically, while high embeddedness motivates adopter strategic use, low embeddedness deters such use. The model is validated against three reported cases in the literature.

Individual versus group problem solving: An empirical test of a best-member strategy☆

Abstract It is generally accepted that group performance is a positive function of member ability. However, most research has focused on process losses and gains from poor group dynamics and group creativity, respectively. While the high level of performance by a groups best member is often noted, it is rarely incorporated into the theories and interventions. This study shows that a “best-member strategy” can equal the performance of an interacting group. In such a strategy, the group adopts as its own the individual decision of the member it identifies as “best.” This decision rule is no more risky than a group decision as measured by outcome variance, and the ability to identify expertise is independent of individual task skill. Furthermore, the often hypothesized error correction mechanism of interacting groups is found not to rectify large errors more effectively than noninteracting groups, and the quality of emergent solutions is no better than that of nonemergents. The subjects are 158 managers and graduate students working in 28 groups. The task is the NASA moon problem.

A model of information systems development project performance

abstract. Performance in information systems development (ISD) projects can be critical to business success. But, while project performance has been the subject of much debate, there has been little empirical research into its determinants. A survey of IS projects in the UK and New Zealand is analysed to test hypotheses concerning performance in terms of both project completion and budget (time‐cost) variances. Subsequently, a secondary analysis of the findings is used to build a more complete empirical model of project performance. The paper helps to develop the theory of IS development project performance and also has significant implications for practice. Discussion of the findings highlights the importance of project team dynamics, risk management, senior management support for strategic projects and user participation in ensuring successful IS project performance.

Successful IS innovation: the contingent contributions of innovation characteristics and implementation process

This paper unifies two apparently competing theories of information systems (IS) implementation by developing a model in which the contributions of innovation characteristics and implementation process theories are contingent upon the implementation context. To do this, we identify the different assumptions regarding the implementation context implicit in the two theories and, based on these differences, develop a contingent model within which to integrate the two theories. A partial test of the model within one particular context is reported using data collected from the end-users of an IS innovation introduced in a State health system in Australia. As hypothesized, we find that, within the context, characterized by high individual level impact and low group level impact, the contribution of innovation characteristics to implementation success is higher than that of implementation process.

The Dynamics of SME Information Systems

The process by which small firms (SMEs) invest in and gain benefit from information systems (IS) is little understood. This paper analyses two alternative models of IS-based strategic change – the Focus-Dominance model (Levy et al., 2001) and stages of growth models as applied to SMEs. An analysis of the outcomes of IS strategy development undertaken for 43 SMEs maps their IS use over time. The analysis supports the Focus-Dominance model, some parts of the stages of growth model and extends the critique of the latter. Further variances are explained by the entrepreneur/owners values and experience. One structural variable, namely, the industry sector may also explain the variances. The implications for theory and practice are discussed.

An integration of process and decision scheme explanations of group problem solving performance

Abstract This article develops a model of group problem solving in which performance is a function of group resources and strategies for their use. Resources are defined as the joint task knowledge of a groups two most expert members. Decision scheme is essentially defined as the degree of influence of these two experts and is shown, for certain composition conditions, to be related to group process, specifically, effective conflict management. Similarities between the model and other social influence theories are examined, and implications for organizational problem solving are explored. The task is the “Moon Survival” problem, and the subjects are 102 managers and graduate management students, working in 21 groups.