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ABSTRACT
A study of Computer Information Systems and Management (CISM) is described and selected results relating to changes in organizational structure in eight organizations are presented. In five of the organizations no changes in formal structure accompanied the introduction of CIS. Where organizational changes did occur, the existing structure of the organization was usually reinforced. These findings suggest that CIS is a flexible tool that is compatible with a variety of organizational design options and not a cause of design per se.
REFERENCES
Note: OCR errors may be found in this Reference List extracted from the full text article. ACM has opted to expose the complete List rather than only correct and linked references.
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CITED BY 18
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Jonathan Wareham , Niels Bjørn-Andersen , Peter Neergaard, Reinterpreting the demise of hierarchy: a case study in IT, empowerment, and incomplete contracts, Proceedings of the eighteenth international conference on Information systems, p.315-330, December 14-17, 1997, Atlanta, Georgia, United States
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May Tang , Siew Kian Sia , Christina Soh , Waifong Boh, A contingency analysis of post-bureaucratic controls in IT-related change, Proceedings of the twenty first international conference on Information systems, p.501-512, December 2000, Brisbane, Queensland, Australia
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Indira R. Guzman , Michelle L. Kaarst-Brown, Organizational survival and alignment: insights into conflicting perspectives on the role of the IT professional, Proceedings of the 2004 SIGMIS conference on Computer personnel research: Careers, culture, and ethics in a networked environment, April 22-24, 2004, Tucson, AZ, USA
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Deepinder Bajwa , L. Lewis , Graham Pervan , Vincent Lai , BjøRn Munkvold , Gerhard Schwabe, Factors in the Global Assimilation of Collaborative Information Technologies: An Exploratory Investigation in Five Regions, Journal of Management Information Systems, v.25 n.1, p.131-166, Number 1 / Summer 2008
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