Decision Processes for Developing Strategic Applications of Information Systems: A Contingency Approach*

Strategic applications of information systems (IS) are considered by IS researchers to be determined by contextual factors such as environmental uncertainty, and influenced by attributes of the processes preceding them, such as planning and top management support. For better management of the process leading to these applications, it is essential to understand the relationship between process attributes and contextual factors. Utilizing a contingency approach, this article takes a step toward such an understanding. Based on successful strategic IS applications from 81 large companies, it examines the relationship between the context of these applications and the decision-making process leading to them. The results indicate that the external environment is related to whether a rational or political decision-making process is used. The IS function seems to influence the use of the decision process implied by IS researchers, one in which the top management champions the strategic application, while the IS managers contribute by conducting in-depth analysis. However, the organization structure was not related to any decision process attribute. The implications of these findings for future research and practice are also discussed.     

Mapping the changes in management science: A review of ‘soft’ OR/MS articles published in Omega (1973–2008)

The paper proposes a framework to map the development of management science (MS) and uses it to survey the MS literature published in Omega, the International Journal of Management Science. The management science discourse over the last 35 years is mapped in four paradigms: (1) optimisation/normative; (2) interpretative/learning; (3) critical; and (4) a post-modern management science approach. Using a set of keywords and authors’ names associated with the main features of each MS discourse, articles published between 1973 and 2008 are grouped. Results seem to suggest that Omega, a US-based journal, has been mainly developing publications under the optimisation paradigm; only very few papers adhering to the interpretative/learning and critical paradigms have been given space in Omega. The handful of papers from the interpretative paradigm are seen as attempts of UK-based academics to open some space for ‘soft’ operational research (OR) or ‘problem structuring methods’ in a positivistic outlook that seems to pervade US management science practice. Results of the survey and features of MS literature published in Omega are discussed. The paper aims to raise awareness amongst management scientist, systems and operational researchers of the differences between the MS/OR practice in both countries.