ISSN:1350-1917    

DOI:10.1111/j.1365-2575.1991.tb00028.x

出版商:Blackwell Publishing Ltd    

年代:1991

数据来源: WILEY

摘要:

Abstract.This paper discusses the management problems associated with building and implementing large systems. The example described is XSEL, a configuring expert system designed by the Digital Equipment Corporation for worldwide application.Digital, like many other larger computer manufacturers, had experienced problems in achieving a high level of configuring accuracy when assembling its computer. These problems showed up in the manufacturing plants but originated in the sales offices. They caused difficulties with customers and increased manufacturing and selling costs. The company decided that an expert system could solve the problem.The processes associated with the design of this successful system created as many human as technical challenges. The paper describes these, discusses how and why they originated, and evaluates Digital's strategies for solving them. It makes some general recommendations for the successful management of major change.

ISSN:1350-1917    

DOI:10.1111/j.1365-2575.1991.tb00029.x

出版商:Blackwell Publishing Ltd    

年代:1991

数据来源: WILEY

摘要:

Abstract.The original ‘stages of growth’ model, as applied to the field of Information Systems (Gibson&Nolan, 1974), may be viewed as seminal, given the influence it has had on both theory and practice (Nolan, 1984; Sullivan, 1985; Ward, et al., 1990). This is so, despite the model's lack of substantiation based on empirical evidence, the overly simplistic assumptions on which it is based, and the limited focus of the original concept (Benbasat, et al., 1984; King&Kraemer, 1984).Since its first appearance, the model has been refined following many applications (Nolan, 1979, 1984). In addition, others have developed ‘stages of growth’ models of their own. For example, Somogyi&Galliers, (1987a, b)provide a model depicting the move from basic data processing systems to strategic information systems, tracing the early days of commercial applications of computing through to the present day (Ward et al. 1990). Earl (1983, 1986, 1988, 1989) proposes a stages‐model for information systems planning, as does Bhabuta (1988), while Hirschheim, et al. (1988) have developed a more broadly focused model associated with the development of the information‐systems management function.As a result of a review of the above and of a case study research undertaken in Perth, Western Australia, a revised model was developed, which takes account of current thinking and past experience in the application of the various ‘stages of growth’ models (Sutherland&Galliers, 1989).This paper sets out to review some of these models and proceeds to describe the process of developing, testing and applying the revised ‘stages of growth’ model. The model is more broadly focused than the original concept, incorporating strategic, organizational, human resource and management considerations. As a result, it is argued that this model has greater utility th

ISSN:1350-1917    

DOI:10.1111/j.1365-2575.1991.tb00030.x

出版商:Blackwell Publishing Ltd    

年代:1991

数据来源: WILEY

摘要:

Abstract.It is widely accepted that managers do not make the most of the opportunities offered by information technology (IT). This study set out to investigate why by establishing what computing facilities managers actually use, and how they use them. The original hypothesis was that adoption of technology was limited by poor training and lack of interest in IT. We set out to establish empirical findings by interviewing managers face to face at their place of work. An exploratory investigation of this nature must adopt a non‐directive approach which is not amenable to questionnaire‐type survey techniques, and which produces ‘soft’ rather than quantitative data. As the ‘soft’ nature of the data ruled out strict statistical methods we used a ‘search and refine’ technique, to build a structure from all the information we received during the interviews until a clear body of results emerged and could be clarified and confirmed. The research broadly supports the lack of training hypothesis but finds that far from being uninterested, managers are very interested in using IT, but only where it is directly relevant to their own work. The study suggests that training is not enough and must be supplemented by control. The findings support but also refute aspects of Nolan's stage theoy of computing growth. Further research to confirm these findings would be useful, as would comparative studies in organizations where controls on spreadshee

ISSN:1350-1917    

DOI:10.1111/j.1365-2575.1991.tb00031.x

出版商:Blackwell Publishing Ltd    

年代:1991

数据来源: WILEY

摘要:

Abstract.Recent years have witnessed a growing realization that the development of large data‐intensive, transaction‐oriented information systems is becoming increasingly more difficult as user requirements become broader and more sophisticated. Contemporary approaches have been criticized for producing systems which are difficult to maintain and which provide little assistance in organizational developments. This paper introduces the TEMPORA paradigm, which is currently under development and which advocates a closer alignment between organizational policy and information system functionality. This viewpoint impacts on a number of critical issues related to the development process of information systems most notably in the nature of conceptual models, the discipline adopted for the development, the type of support provided by CASE tools and the run‐time environment. The paper introduces the philosophy and architecture of the TEMPORA paradigm and describes the conceptual models, tools and run‐time environment which render such an approach a feasible unde

ISSN:1350-1917    

DOI:10.1111/j.1365-2575.1991.tb00032.x

出版商:Blackwell Publishing Ltd    

年代:1991

数据来源: WILEY