Ronald L. Thompson

Task-technology fit and individual performance

A key concern in Information Systems (IS) research has been to better understand the linkage between information systems and individual performance. The research reported in this study has two primary objectives: (1) to propose a comprehensive theoretical model that incorporates valuable insights from two complementary streams of research, and (2) to empirically test the core of the model. At the heart of the new model is the assertion that for an information technology to have a positive impact on individual performance, the technology: (1) must be utilized and (2) must be a good fit with the tasks it supports. This new model is moderately supported by an analysis of data from over 600 individuals in two companies. This research highlights the importance of the fit between technologies and users tasks in achieving individual performance impacts from information technology. It also suggests that task-technology fit when decomposed into its more detailed components, could be the basis for a strong diagnostic tool to evaluate whether information systems and services in a given organization are meeting user needs.

Personal computing: toward a conceptual model of utilization

Organizations continue to invest heavily in personal computers for their knowledge workers. When use is optional, however, having access to the technology by no means ensures it will be used or used effectively. To help us gain a better understanding of factors that influence the use of personal computers, researchers have recently adopted the theory of reasoned action proposed by Fishbein and Azjen (1975). This study uses a competing theory of behavior proposed by Triandis (1980). Responses were collected from 212 knowledge workers in nine divisions of a multi-national firm, and the measures and research hypotheses were analyzed using partial least squares (PLS). The results show that social norms and three components of expected consequences (complexity of use, fit between the job and PC capabilities, and long-term consequences) have a strong influence on utilization. These findings confirm the importance of the expected consequences of using PC technology, suggesting that training programs and organizational policies could be instituted to enhance or modify these expectations.

Influence of experience on personal computer utilization: testing a conceptual model

The influence of prior experience on personal computer utilization was examined through an extension of a conceptual model developed and tested previously. Respondents were classified on the basis of their self-reported skill level and length of time having used personal computers. Three competing ways of modeling the influence of experience were tested: (1) a direct influence, (2) an indirect influence through six distinct attitude and belief components, and (3) a moderating influence on the relations between the attitude/belief components and utilization. The results suggested that experience influenced utilization directly, that indirect influences were present but less pronounced, and that the moderating influence of experience on the relations between five of six antecedent constructs and utilization was generally quite strong. For researchers, the implications are that prior experience with an information technology (IT) is an important factor to include when developing, testing, or applying models of IT adoption and use. For practitioners, the results highlight the importance of emphasizing applicability of the information technology to the current job and professional development early in the adoption process, with more emphasis on future benefits as experience is gained.

Managing Information Technology Projects in the Public Sector

Public sector organizations are being scrutinized and held accountable for their use of funds, now more than ever. Further, taxpayers are increasingly comparing the public sector to the private sector, demanding better customer service. As an added dimension, public organizations find themselves spending more on information technology (IT), even as their budgets come under pressure. In a situation similar to the private sector, public organizations find a large number of IT projects that are over budget, behind schedule, and producing fewer benefits than expected. The trend in computing is to migrate from mainframe-based systems to smaller computer platforms, frequently employing Graphical User Interface (GUI) software. Such migrations are proving difficult for private sector and public sector managers alike. The problem is more acute in the public sector, however, because the bulk of the IT management experience in the public sector is with mainframe-based systems. Such experience does not translate readily to the skills needed for Local Area Networks (LANs) and client-server architectures. Project management frameworks have been developed in the private sector that can provide guidelines, but blindly adopting such frameworks to the public sector can be misleading. What is needed is a workable project management framework that addresses the common elements of risk assessment and project management, while taking into account the unique needs of public organizations. Our purpose in this article is to suggest a framework that will address the needs of managing large-scale IT projects in the public sector. We first discuss the differences between public and private organizations, with emphasis on IT project management. Next a discussion is offered of trends in human resource management systems (HRMS), providing an introduction to the case. The case describes a specific attempt to implement an HRMS in a state government. The case is followed by the presentation of an IT project management framework. We close with a discussion of the lessons learned. Information Technology in the Public Sector The role of IT in public organizations has been the subject of numerous research efforts, including a major research program at the University of California at Irvine (Northrop et al., 1990). The Irvine group argued that many of the intended benefits of IT, such as better information for planning and managerial control, had not been realized. A long-term, longitudinal study found that most payoffs from computerization were in the areas of fiscal control, cost avoidance, and better interactions with the public. However, those payoffs were not immediate, and the prospects for future payoffs in these areas were mixed. Other research has focused on the control of information resources (including IT) at the state level. A national study of state governments investigated new organizational structures, planning processes, and policy formulation activities relating to the acquisition, use, and management of IT (Caudle, 1990). The study concluded that although the focus remained on IT management, public sector management was increasingly considering information itself as an important resource to be managed. Another study was designed to test the basic premise that management of IT in public organizations differs from that carried out in private sector firms (Bretschneider, 1990). Using a sample of slightly more than 1,000 public and private sector organizations, the study presented a list of potential differences between public and private organizations that could affect the capacity of an organization to manage IT effectively. The differences identified by Bretschneider included the following (MIS stands for the management information systems function in the private sector, and PMIS for the public management information systems in the public sector): 1 .PMIS managers must contend with greater levels of interdependence across organizational boundaries than do private MIS managers. …

Why You Shouldn't Use PLS: Four Reasons to Be Uneasy about Using PLS in Analyzing Path Models

When it was originally introduced, Partial Least Squares (PLS) was designed primarily for exploratory studies focusing on prediction (rather than hypothesis testing). Over time, however, PLS has become a very popular statistical analysis technique for testing hypothesized relationships (confirmatory studies) within MIS research. In this paper we note some challenges that have been raised relative to PLS, and then focus on four assertions concerning its use that we believe are problematic. We show that these frequently stated assertions of PLS strength actually suggest important weaknesses. In particular, we show evidence that PLS seems to capitalize on chance correlations among indicators at sample sizes typically used in MIS research. Our belief is that many PLS users are unaware of the trade-offs involved in PLS use, and we recommend a much reduced (or possibly non-existent) role for PLS in confirmatory work.

Lessons from the 80s: the tale of one MIS department

Abstract The MIS department of a mutual insurance company survived rapid and dramatic changes during the 1980s and early 1990s. The external environment of this company went from stable to very turbulent, with many aggressive new competitors, many new products, and plummeting profits. On the MIS side, changes included a new hardware platform and operating system, a new database representation, changes in leadership, a rapid expansion in the use of personal computers and other forms of end-user computing, new software development tools, continuous pressure for new applications, and a shift to stricter fiscal responsibility. After much pain, the MIS department not only survived, but emerged stronger, leaner and a full partner in the strategy making process of the company. This article is a case study that summarizes the issues, challenges and traps of the MIS world in the 80s. It also presents ten lessons to help steer a course through the next decade.