A comprehensive model for IS development: Information processing perspective

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A comprehensive model for IS development: Information processing perspective

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Abstract

In order to develop IS (information systems) effectively, this study proposed a comprehensive model that delineates the relationships among contingency configurations of design variables, risk management, and software development success. Specifically, this paper examined the fit between coordination strategy and task interdependence, and their impact on risk resolution (such as reorienting initiative and modifying strategy) and IS success (such as productivity and process satisfaction). Drawing on information processing theory, we developed a research model. Experimental design was conducted to test the model. Projects with low task interdependence exhibited greater risk resolution achievement, productivity, and process satisfaction than projects with high task interdependence. Also, organic coordination strategy demonstrated better risk resolution achievement, productivity, and process satisfaction than those with mechanic coordination strategy. Finally, surprisingly, our findings regarding the interaction effect between task interdependence and coordination strategy only partially supported our hypotheses.

Abstract
Introduction
Theoretical background and hypotheses development
1. Risk management of IS development
2. Task interdependence
3. Coordination strategy
4. Fit between task interdependence and coordination strategy
The study's research design
1. Subjects and sub-team composition
2. Experimental tasks
Experimental manipulations
1. Experimental procedures
2. Data analysis and results
Discussions, implications and limitations
Limitations
Conclusions
References

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[...] To reduce the uncertainty and ambiguity due to the execution of both software development and risk resolution strategy, it is essential to provide a coordination strategy that exchanges information for the timely sequencing, scheduling, and synchronization of activities between team members. Consequently, IS developers may adjust risk resolution mission and strategy easily owing to the available information that is timely, has broad scope, has various forms of aggregation, and is integrated [17]. Thus, we have hypothesis 7 to 10. H7: The effect of coordination strategy will have a positive effect on risk management. [...]

[...] T., Taxonomy of Antecedents of Information Systems Success: Variable Analysis Studies,” A Journal of MIS, pp. 169-246. Lyytinen, K., Mathiassen, L., and Ropponen, J., Attention Shaping and Software Risk—A Categorical Analysis of Four Classical Risk Management Approaches,” Information System Research, pp. 233-255. Malhotra, A., Gosain, S., and EI Sawy, O. A., Absorptive Capacity Configurations in Supply Chains: Gearing for Partner-enabled Market Knowledge Creation,” MIS Quarterly, pp. 145-187. Rasch, R. and Tosi, H., Factors Affecting Software DevelopersPerformance: An Integrated Approach,”MIS ' Quarterly, pp. [...]

[...] C., Multivariate Data Analysis (5th ed.), Prentice Hall, Englewood Cliffs, NJ Henderson, J. C., and Cooprider, J. G., Dimensions of IS Planning and Design Aids: A Functional Model of CASE Technology,” Information Systems Research, pp. 227-254. Iversen, J. H., Mathiassen, L., and Nielsen, P. A., Managing Risk in Software Process Improvement: An Action Research Approach,” pp. 395-433. Karimi, J., Somers, T. M., and Gupta, Y. P., Impact of Environmental Uncertainty and Task Characteristics on User Satisfaction with Information Systems Research, pp. [...]

[...] For IS teams, lack of immediate access to the information relating to task or environment (mechanistic coordination) not only retards the process of overall code integration, but hinders the capability of analyzing risks and modifying strategy This further confirms organic coordination is a better choice than mechanistic coordination in terms of risk management. Finally, surprisingly, the hypothesized task interdependence and coordination strategy interactions were not supported. As shown in Table while the above interaction effects on either risk resolution or process satisfaction was not significant, such effects exerted significant influence on productivity. [...]

[...] Under low task interdependence situation, owing to the potential for greater task focus, it is less likely that members of the IS development team achieve the tasks that do not directly relate to IS implementation. For example, IS team does not have to perform role clarification, negotiation, and task-integration among team members [14]. In the light of IS project management, the above findings suggest that modularized software design should be reinforced. Since it allows project team members to be assigned largely independent design tasks, this may lead to more successful IS implementation and risk resolution. [...]

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