Power-Based Arbitrary Decisional Actions in the Resolution of MIS Project Issues: A Project Manager's Action Research Perspective

Systemic Practice and Action Research

Volumn 13, Issue 3, 2000, Pages 345-390

  Jin, K Gregory ^a  

^a WESTERN CONNECTICUT STATE UNIVERSITY   (United States)

Author keywords

Action research; Arbitrary decision; Bureaucracy; Creative problem solving; Issue resolution processes, obstacle coping processes; MIS project implementation; Organizational decision making; Soft systems methodology

Indexed keywords

EID: 0034392475     PISSN: 1094429X     EISSN: None     Source Type: Journal    
DOI: 10.1023/A:1009515127715     Document Type: Article

References (115)

1. Adams, J. D. (1984) (ed.). Transforming Work, Miles River Press, Alexandria, VA.
2. Ackoff, R. L. (1981). Creating the Corporate Future, Wiley, New York.
3. Alavi, M., and Wetherbe, J. C. (1982). Reducing complexity information requirement planning. Systems, Objectives, Organ. 2, 143-157.
4. Applegate, L. M., McFarlan, W. F., and McKenney, J. L. (1999). Corporate Information Systems Management, Irwin/McGraw-Hill, Chicago.
5. Argyris, C. (1971). Management information systems: The challenge to rationality and emotionality. Manage. Sci. 17(6), B275-292.
6. Argyris, C. (1976). Single loop and double-loop models in research on decision making. Admin. Sci. Quart. 21, 363-377.
7. Argyris, C. (1977). Organizational learning and management information systems. Accounting, Organiz. Soc. 2(2), 113-123.
8. Argyris, C. (1982). Reasoning, Learning, and Action, Jossey-Bass, San Francisco, CA.
9. Argyris, C. (1987). Seeking truth and actionable knowledge: How the scientific method inhibits both. Walter V. Clarke Memorial Lecture, Theory of the Firm; also see Amer. Psychol. 42(5), 1-8.
10. Argyris, C. (1987). Seeking truth and actionable knowledge: How the scientific method inhibits both. Walter V. Clarke Memorial Lecture, Theory of the Firm; also see Amer. Psychol. 42(5), 1-8.
11. Argyris, C. (1998). Empowerment: Another emperor's cloak. Harvard Bus. Rev. 76(3), 98-107.
12. Argyris, C., Putnam, R., and Smith, D. (1985). Action Science, Jossey-Bass, San Francisco, CA.
13. Argyris, C., and Schön, D. (1978). Organizational Learning: A Theory of Action Perspective, Addison-Wesley, Reading, MA.
14. Bardach, E. (1977). The Implementation Game: What Happens after a Bill Becomes a Law, IST Press, Cambridge, MA.
15. Baskerville, R. L., and Wood-Harper, A. T. (1996). A critical perspective on action research as a method for information systems research. J. Inform. Technol. 11, 235-246.
16. Bennis, W. G. (1966). Changing Organizations: Essays on the Development and Evolution of Human Organization, McGraw-Hill, New York.
17. Bennis, W. (1977). Bureaucracy and social change: An anatomy of a training failure. In Mirvis, P. H. and Berg, D. N. (eds.), Failures in Organization Development and Change: Cases and Essays for Learning. Wiley (Interscience), New York.
18. Bentley, T. (1993). Soft systems methodology. Manage. Account. 71(7), 22-23.
19. Bullock, R. J. (1981). Organizations with politically appointed leaders: A special case for OD. Acad. Manage. 1981 Annu. Proc. pp. 228-232.
20. Cash, J. I., Eccles, R. G., Nohria, and Nolan, R. L. (1994). Building Information-Age Organization: Structure, Control, and Information Technologies, Irwin, Chicago.
21. Checkland, P. (1985). From optimizing to learning: A development of Systems Thinking for the 1990's. J. Operational Res. Soc. 36, 821-831.
22. Checkland, P. (1991). From framework through experience to learning: The essential nature of action research. In Nissen, H. E., Klein, H. K., and Hirschheim, R. A. (eds.), Information Systems Research: Contemporary Approaches and Emergent Traditions, North-Holland, Amsterdam, 397-403.
23. Checkland, P. (1993), Systems Thinking, Systems Practice, Wiley, Chichester.
24. Checkland, P. (1994). System theory and management thinking. Amer. Behav. Sci. 38(1), 75-92.
25. Checkland, P., and Casar, A. (1986). Vickers' concept of an appreciative system: A systemic account. J. Appl. Systems Anal. 13, 3-17.
26. Checkland, P., and Howell, S. (1993). Information management and organizational processes: An approach through soft systems methodology. J. Inform. Systems 3, 3-16.
27. Checkland, P., and Scholes, J. (1999). Soft Systems Methodology in Action, Wiley, Chichester.
28. Cheyunski, F., and Millard, J. (1998). Accelerated business transformation and the role of the organization architect. J. Appl. Behav. Sci. 34(3), 268-286.
29. Churchman, C. W. (1968). Systems Approach, Dell, New York.
30. Cobb, A. (1986). Informal influence in the formal organization: Psychological and situational correlates. Group Organiz. Studies 2(3), 229-253.
31. Cochran, D. S., and Gibson, C. K. (1986). Case writing as a by-product of action research. J. Manage. Case Studies 2(1), 83-88.
32. Cunningham, J. B. (1976). Action research toward a procedural model. Hum. Relat. 29(3), 215-238.
33. Davis, G. B., and Olson, M. H. (1985), Management Information Systems: Conceptual Foundation, Structure and Development, McGraw-Hill, New York.
34. Downs, A. (1967). Inside Bureaucracy, Little, Brown, Boston, MA.
35. Feldman, S. P. (1988). Secrecy, information, and politics: An essay on organizational decision making. Hum. Relat. 41(1), 73-90.
36. Ferratt, O. C., and Short, L. G. (1986). Are information systems people different: An investigation of motivational differences. MIS Quart. 10(4), 377-388.
37. Fichman, R. G., and Moses, S. A. (1999). An incremental process for software implementation. Sloan Manage. Rev. 40(2), 39-52.
38. Field, T. (1998). Future Shock. CIO. (November), 47-55.
39. Flood, R. L. (1989a). Archaelogy of (systems) inquiry. Systemic Pract. 2, 117-124.
40. Flood, R. L. (1989b). Six scenarios for the future of systems "problem solving." Systemic Pract. 2, 75-99.
41. Flood, R. L. (1995). Solving Problem Solving: A Potent Force for Effective Management, Wiley, Chichester.
42. Flood, R. L., and Carson, E. R. (1993). Dealing with Complexity: An Introduction to the Theory and Application of Systems Science, 2nd edn., Plenum, New York.
43. Flood, R. L., and Jackson, M. C. (1991). Creative Problem Solving, Wiley. Chichester.
44. Flood, R. L., and Romm, N. R. (1996). Diversity Management: Triple Loop Learning, Wiley, Chichester.
45. Forester, J. (1984). Bounded rationality and the politics of muddling through. Public Administr. Rev. January-February, 23-31.
46. Franz, C. R., and Robey, D. (1984). An investigation of user-led systems design: Rational and political perspectives. Commun. ACM 27(12), 1202-1209.
47. Ginzberg, M. J. (1981). Key recurrent issues in the IS implementation process. MIS Quart. 5(2), 47-59.
48. Goode, S. (1999). The creation of a bureaucratic hell. Insight 15(40), 4-5.
49. Greiner, L. E. (1970). Patterns of organizational change. In Dalton, G. W., Lawrence, P. R., and Greiner, L. E. (eds.), Organizational Change and Development, Irwin, Homewood, IL, pp. 213-229.
50. Greenwood, D. J., Whyte, W. W., and Harkavy, I. (1993). Participatory action research as a process and as a goal. Hum. Relat. 46(2), 175-192.
51. Grover, V., Lederer, A. L., and Sabherwal, R. (1988). Recognizing the politics of IS. Inform. Manage. 14, 145-156.
52. Hall, A. D. (1962). A Methodology for Systems Engineering, Van Nostrand, Princeton, NJ.
53. Hindle, T., Checkland, P., Mumford, M., and Worthington, D. (1995). Developing a Methodology for Multidisciplinary Action Research: A Case Study. J. Operational Res. Soc. 46(4), 453-464.
54. Hirschheim, R. A., Klein, H., and Newman, M. (1987). A Social Action Perspective of Information Systems Development. Proc. 8th Intern. Conf. Inform. Systems (December), Pittsburgh, PA, pp. 45-56.
55. Hoos, I. (1972). Systems Analysis in Public Policy: A Critique, University of California Press, Berkeley, CA.
56. Ives, B., Hamilton, S., and Davis, G. B. (1980). A framework for research in computer based management information systems. Manage. Sci. 26, 910-934.
57. Jackson, M. C. (1987). Present positions and future prospects in management science. Omega Intern. J. Manage. Sci. 15, 455-466.
58. Jackson, M. C. (1989). Review of dealing with complexity. Systemic Pract. 2, 364-366.
59. Jin, K. G. (1983). Obstacle coping processes in MIS development: A framework and empirical observations. Natl. Amer. Inst. Decision Sci. Annu. Conf. Proc. San Antonio, TX.
60. Jin, K. G. (1993). Overcoming organizational barriers to systems development: An action strategy framework. J. Systems Manage. 44(5), 28-33.
61. Jin, K. G. (1997). A conceptual framework and research strategy in the study of MIS professional ideology. In Carey, J. M. (ed.), Human Factors in Information Systems: Relationship Between User Interface Design and Human Performance, Chap. 11, Ablex Publ., Greenwich, CT, pp. 137-156.
62. Jin, K. G. (2000). Communication and control dynamics during information systems development. Proc. Both Annu. Meeting Southeast Decision Sci. Inst. February 23-25.
63. Jin, K. G. and Franz, C. R. (1986). Obstacle coping during system implementation. Inform. Manage 11(2), 65-75.
64. Kaiser, K. M., and Bostrom, R. P. (1982). Personality characteristics of IS project teams: An empirical study and action research design. MIS Quart. 6(4), 43-60.
65. Keen, P. G. W. (1975). A clinical approach to the implementation of OR/MS/IS projects. Working Paper, 780-75, Sloan School of Management.
66. Keen, P. G. W. (1981). Information systems and organizational change. Commun. ACM 24(1), 24-33.
67. Kling, R. (1980). Social analyses of computing: Theoretical perspectives in recent empirical research. Comp. Surveys 12(1), 61-110.
68. Kolb, D. A., and Frohman, A. L. (1970). An organization development approach to consulting. Sloan Management Review. 12(1), 51-65.
69. Larsson, N. O., and Malmsjo, A. (1998). A model for design of human activity systems. Systemic Pract. Action Res. 11(4), 455-479.
70. Lederer, A. L., and Mendelow, A. L. (1990). The impact of the environment on the management of information systems. Inform. Systems Res. 1(24), 205-222.
71. Lee, A. S., Baskerville, R. L., Liebenau, J., and Myers, M. D. (1995). Judging qualitative research in information systems: Criteria for accepting and rejecting manuscripts. Proc. 16th Intern. Conf. Information Systems.
72. Levin, M. (1994). Action research and critical systems thinking: Two icons carved out of the same log? Systemic Pract. 7(1), 25-41.
73. Lewin, K. (1946). Action research and minority problems. J. Social Issues 2(4), 34-46.
74. Lewin, K. (1947). Frontiers in group dynamics II: Channels of group life - Social planning and action research. Hum. Relat. 2, 143-153.
75. Loftin, R. D., and Moosbruker, J. M. (1982). Organization development methods in the management of the information systems functions. MIS Quart. 6(3), 15-28.
76. Lucas, H. C. (1975). Why Information Systems Fail, Columbia University Press, New York.
77. Lucas, H. C. (1978). The evolution of an information system: From key-man to every person. Sloan Manage. Rev. 19(2), 39-52.
78. Lucas, H. C. (1981). Implementation: The Key to Successful Information Systems, Columbia University Press, New York.
79. Lucas, H. C. (1984). Organizational power and the information services department. Commun. ACM 27(1), 58-65.
80. Luthans, F., and Davis, T. R. V. (1982). An ideographic approach to organizational behavior research: The use of single case experimental designs and direct measures. Acad. Manage. Rev. 7(3), 380-391.
81. March, J., and Simon, H. (1958). Organizations. Wiley, New York.
82. Markus, M. L. (1981). Implementation politics: Top management and user involvement. Inform. Manage. 1.
83. Markus, M. L. (1983). Power, politics and IS implementation. Commun. ACM 26(6), 430-444.
84. Mason, R. O., McKinney, J. L., and Copeland, D. G. (1997). An historical method for MIS research: Steps and assumptions. MIS Quart. 21(3), 307-320.
85. Mauk, T. (1999). The death of bureaucracy. Public Manage. 81(7), 4-8.
86. Merton, R. K. (1945). Bureaucratic structure and personality. Social Forces 23, 405-415.
87. Mingers, J. (1992). SSM and information systems: An overview. Systemist 14(3), 82-88.
88. Mumford, E., Hirschheim, R., Fitzgerald, G., and Wood-Harper, A. T. (eds.). (1985). Research Methods in Information Systems, Elsevier, The Netherlands, Amsterdam.
89. Myers, M. D. (1997). Qualitative research in information systems. MIS Quart. 21(2), 241-242.
90. New York Times, March 30, 1992, p. A17.
91. Osborne, D. (1993). Reinventing government. Public Product. Manage. Rev. 16(4), 349-357.
92. Page-Jones, M. (1985). Practical Project Management: Restoring Quality to DP Projects and Systems. Dorset House, New York.
93. Pasmore, W. E., and Friedlander, F. (1982). An action research program for increasing employee involvement in problem solving. Adminst. Sci. Quart. 27, 343-362.
94. Perrow, C. (1972). Complex Organizations, Scott, Foresman, New York.
95. Pettigrew, A. M. (1973). The Politics of Organizational Decision-Making, Travistock, London.
96. Quade, E. (1975). Analysis for Public Decisions. Elsevier, New York.
97. Rafferty, F. (1999). Red-tape battle gathers pace. Times Educ. Suppl. Issue 43300 June 25, 5-7.
98. Raven, B. H., and Kruglanski, A. W. (1970). Conflict and power. In Swingle, P. (ed.), The Structure of Conflict, Academic Press, New York, pp. 60-109.
99. Risen, James (1999). Report Scolds Bureaucracy for U.S. Nuclear Lab Lapses. New York Times. 148, 1554 (June 15), p. A12.
100. Robinson, V. M. J. (1993). Current controversies in action research. Public Administ. Quart. 17(3), 263-290.
101. Schaef, A. W., and Fassel, D. (1988). Addictive Organization. Harper & Row, San Francisco, CA.
102. Sinn, J. S. (1998). A comparison of interactive planning and soft systems methodology: enhancing the complementarist position. Systemic Pract. Action Res. 11(4), 435-453.
103. Sizer, T. R. (1996). Silences. Current, Issue 379 (January), 33-37.
104. Sjoberg, G., Vaughan, T. R., and Williams, N. (1984). Bureaucracy as a moral issue. J. Appl. Behav. Sci. 20(4), 441-453.
105. Susman, G. L., and Evered, R. D. (1978). An assessment of the scientific merits of action research. Administr. Sci. Quart. 23(4), 582-603.
106. Swanson, E. B. (1988). Information System Implementation: Bridging the Gap Between Design and Utilization, Irwin, Homewood, IL.
107. Taylor, M. J., Moynihan, E. P., and Wood-Harper, A. T. (1998). Soft systems methodology and systems maintenance, Systemic Pract. Action Res. 11(4), 419-434.
108. Thompson, V. A. (1961). Modern Organization, Knopf, New York.
109. Triesman, David (1999). Bureaucracy has killed the spirit of academics. Times Higher Educ. Supple, Issue 1399 (8/27), 12-12.
110. Vaill, P. (1984). The process wisdom for a new age. In Adams, J. D. (ed.), Transforming Work, Miles River Press, Alexandria, VA.
111. Vickers, G. (1965), The Art of Judgement, Chapman & Hall, London.
112. White, K. B. (1984). IS project teams: An investigation of cognitive style implications. MIS Quart. 8(2), 95-101.
113. Wood-Harper, A. T. (1985). Research methods in information systems: Using action research. In Mumford, E., Hirschheim, R., Fitzgerald, G., and Wood-Harper, A. T. (eds.), Research Methods in Information Systems, Elsevier Science, Amsterdam, the Netherlands, pp. 169-191.
114. Wood-Harper, A. T. (1992) Viewpoint: Action research. J. Inform. Systems 2, 235-236.
115. Zand, D. E. (1981). Information, Organization, and Power, McGraw Hill, New York.