Organizational power and the information services department

ABSTRACT

A theory of intraorganizational power is discussed and applied to the information services department. The results of a study of the power of five departments in 40 manufacturing plants is presented. Hypotheses about the levels of power of information processing are not supported by the findings; however, the power theory in general does receive support.The information-services department is perceived as having low levels of power and influence in the organization: Reasons for this unexpected finding are discussed. The paper suggests several explanations for the results and possible problems in the organization. Recommendations to senior management and the information-services department are offered.

REFERENCES

• 1: Hickson, D. J., Hinings, C. R., Lee, C. A., Schneck, R. E., and Pennings, J. M. A strategic contingencies' theory of intraorganizational power. Administrative Science Quarterly 16, 2 (June 1971) 216-229.
• 2: Hinings, C. R., Hickson, D. J., Pennings, J. M., and Schneck, R. E. Structural conditions of intraorganizational power Administrative Science Quarterly 19, 1 (March 1974), 22-44.
• 3: Lucas, H. C., Jr. Why Information Systems Fail. Columbia University Press, New York, 1975.
• 4: Henry C. Lucas, Jr., Information Systems Concepts for Management, McGraw-Hill, Inc., New York, NY, 1994
• 5: Henry C. Lucas, Jr., Coping with Computers: A Manager's Guide to Controlling Information Processing, The Free Press, New York, NY, 1982

INDEX TERMS

Primary Classification:
  K. Computing Milieux
  K.6 MANAGEMENT OF COMPUTING AND INFORMATION SYSTEMS

Additional Classification:
  K. Computing Milieux
  K.6 MANAGEMENT OF COMPUTING AND INFORMATION SYSTEMS
      K.6.1 Project and People Management
          Subjects: Management techniques (e.g., PERT/CPM)

General Terms:
Design, Management, Performance, Theory

Keywords:
information systems