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Key issues – a sample survey
Key issues studies have been conducted in several countriesSimilar to Delphi approachThe 1988 Australian study exemplifies several features of a sample surveyA modification of earlier US studies– Rating rather than ranking– Feedback to population
Watson, R. T. Key issues in information systems management: an Australian perspective – 1988. Australian Computer Journal. 1989; 21(3): 118-129.
The population
MIS managers of Australia’s top 200 organizations
Australian Business Review Weekly list
Used library resources to find address and SIC (standard industrial code)
Response rates
Number of responses for each round
Round 1 Round 2 Round 3
24 24 24
10 - 10
9 9 -
- 14 14
9 - -
- 8 -
–––– –––– ––––
Totals 52 55 48
Non-response problem
24% response rate is low but typical2 = 10.52 with p = .31
Distribution by industry for the population and the sample
Industry Population Sample
Frequency Percentage Frequency Percentage
Construction 4 2.0 0 0.0
Finance 43 21.5 6 12.5
Manufacturing 55 27.5 16 33.3
Mining 18 9.0 4 8.3
Primary 3 1.5 1 2.1
Public service 7 3.5 5 10.4
Retail 8 4.0 1 2.1
Service 12 6.0 3 6.2
Transport 24 12.0 6 12.5
Wholesale 26 13.0 6 12.5
Totals 200 100.0 48 100.0
How many rounds?
Average standard deviation of ratings for each round
(Based upon the issues in the first round)
Round Average standard
deviation
1 2.58
2 1.85
3 1.79
1 2 30
1
2
3
4
Averagestandarddeviation
Round
Extending the study
Comparison with other key issue studies– Cultural differences– Stage of economic development– Local conditions– Watson, R. T.; Brancheau, J. C. Key issues in information
systems management: an international perspective. Information & Management; 1991; 20(3): 213-223.
Determinants of key issues– Watson, R. T. Influences on information systems managers'
perceptions of key issues: information scanning and relationship with the CEO. MIS Quarterly. 1990; 14(2):217-232.
Comparative analysis
International Issues in IS ManagementRegional Rankings
Overallranking
International Issue Aust'88
Europe'88
Sing'87
US'86
Averageranking
StdDev
Spread
1 Strategic Planning 1 1 11 1 1.00 0.00 0.00
2 Organizational Alignment 5 2 15 5 4.00 1.73 3.00
3 Competitive Advantage 7 4 8 2 4.33 2.52 5.00
3 IS's Role & Contribution 6 3 9 4 4.33 1.53 3.00
5 Information Architecture 3 5 -- 8 5.33 2.52 5.00
6 Organizational Learning 10 8 3 3 7.00 3.61 7.00
6 Human Resources 2 7 5 12 7.00 5.00 10.00
8 End-User Computing 8 14 2 6 9.33 4.16 8.00
8 Data as a Resource 9 12 -- 7 9.33 2.52 5.00
10 Software Development 4 14 12 13 10.33 5.51 10.00
11 Telecommunications 13 9 -- 11 11.00 2.00 4.00
12 Integrating Technology 18 10 4 10 12.67 4.62 8.00
13 Measuring Effectiveness 19 11 1 9 13.00 5.29 10.00
14 Security & Control 17 18 6 18 17.67 0.58 1.00
15 IS Funding Level 27 6 -- 20 17.67 10.69 21.00
Correlation analysis
Correlation of ranking of key issuesKendall's tau (probability)
Australia Europe Singapore USA
Australia 1.00 0.33 (.09*) -0.53 (.02**) 0.30 (.13)
Europe 1.00 -0.44 (.06*) 0.36 (.06*)
Singapore 1.00 -0.05 (.82)
USA 1.00
* Significant at 10% level * *Significant at 5% level
Conceptual model
Environmental factors
Organizational factors
IS departmentalfactors
IS manager's characteristics
IS manager'sscanningbehavior
IS manager's perception
of key issues
Contextualfactors
Individualcharacteristics
Research model
IS manager'sscanningbehavior
IS manager'srelationship
with the CEO
IS manager'sperception
of key issues
Measuring information scanning
Reported hours of scanning– IS literature– Management literature
Reported number of sources– IS literature– Management literature
Measure correlation with top five issues
Information scanning
Key issues by scanning behaviorCorrelation (Prob > |R| under H0: ρ = 0)
IS management issues Management issues Key issue Hours of Breadth of Hours of Breadth of
scanning scanning scanning scanning
IS strategic planning -0.04 (0.815) 0.02(0.924) -0.11 (0.498) 0.05 (0.769)
Human resources -0.03 (0.837) 0.28 (0.064) -0.04 (0.818) -0.13 (0.424)
Information architecture 0.08 (0.604) 0.01 (0.926) 0.01 (0.945) 0.02 (0.878)
Software development -0.01 (0.967) 0.27 (0.085) -0.01 (0.939) 0.17 (0.273)
Alignment with organization 0.10 (0.515) 0.08 (0.632) -0.05 (0.778) -0.09 (0.568)
Measuring relationship with CEO
Reporting level
Physical location with respect to the CEO
Communication with the CEO– two-way
• face-to-face• telephone
– one-way• written• via boss
Closeness to CEO
Key issues by closeness to the CEOCorrelation (Prob > |R| under H0: ρ = 0)
Reporting Location Communication Key issue level re CEO with CEO
IS strategic planning 0.31 (0.044) 0.03 (0.861) 0.44 (0.003)
Human resources -0.05 (0.736) 0.19 (0.233) 0.08 (0.595)
Information architecture 0.21 (0.177) 0.13 (0.398) 0.14 (0.359)
Software development -0.07 (0.658) -0.15 (0.332) -0.06 (0.704)
Alignment with organization 0.35 (0.020) -0.01 (0.931) 0.33 (0.030)
Research contribution
Knowledge of key concerns of Australian MIS managers
Impact of culture on key issues
Identification of a determinant of a key issue
Variations on key issues studies
Q-sorting– Overcome independence of rating– Not as cognitively difficult as ranking– Identify multiple perspectives
Interpretive structural modeling– Uncovering relationships– Root cause analysis
A second comparative analysis
Conceptual model
Key issues
National culture
Economic structure
Political/legal environment
Technological status
Impact of national culture
Uncertainty avoidance
Powerdistance
Well-Oiled machine
Pyramid of people
Village market
Family
Low
High
Low High
AustraliaUnited KingdomUnited States
Gulf CooperativeSlovenia
Hong KongIndiaTaiwan
Correspondence analysis
1
2
3
4
5
6
7
8
9
10
Australia
EstoniaEurope
GCC
Hong Kong
India
Slovenia
Taiwan
UKUS
US MNC
Issue
Region
1 Strategic planning 2 IS organizational alignment 3 Information architecture 4 Competitive advantage 5 Data as a resource 6 Human resources 7 Security & control 8 Integrating technology 9 Software development10 IS's role and contribution
Cloud map
Village market-developed
AustraliaU.K.U.S.
Family-developed
Hong Kong
Family-developing
IndiaTaiwan
Pyramid of people-developing
GCCSlovenia
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