Skip to main content

How IT organizations handle rapid IT change: five coping mechanisms

Information Technology and Management volume 2, pages 95–112 (2001)Cite this article

Abstract

Information technology (IT) has become a strategic resource in many organizations. As a result, the management of IT has dramatically increased in importance. However, IT is changing at a rapid rate. This change is increasing the complexity of the challenges facing IT managers. In fact, previous research has hypothesized that IT managers deliberately use specific coping mechanisms to deal with these challenges.

The results from that research were used to construct a survey sent to a nationwide sample of 1,000 IT organizations. Two hundred forty-six respondents provided data to confirm the existence of and refine the definitions for coping mechanisms that IT managers apply to handle changing IT. The research contributes knowledge about how IT organizations cope with rapid IT change and about the relationship of various coping mechanisms to the reduction of the problems of rapidly changing IT. Five categories of coping mechanism – Education and Training, Vendor Support, Endurance, Internal Procedures, and Consultant Support – emerged. An overall model proposing that the use of those categories predicts the reduction in problems from new IT was significant. Moreover, Education and Training and Internal Procedures presaged problem reduction, whereas Endurance and Consultant Support presaged increased problems.

This is a preview of subscription content, access via your institution.

Access options

Buy single article

Instant access to the full article PDF.

USD 39.95

Price includes VAT (USA)
Tax calculation will be finalised during checkout.

References

  1. J.C. Anderson and D.W. Gerbing, Structural equation modeling in practice: A review and recommended two-step approach, Psychological Bulletin 103(3) (1988) 411–423.

    Google Scholar 

  2. Anonymous, Managing change: Involving many people in change leads to complication, acceptance, INFOWORLD (Jan. 1999) 75.

  3. J.S. Armstrong and T. Overton, Estimating nonresponse bias in mail surveys, Journal of Marketing Research 14 (Aug. 1977) 396–402.

    Google Scholar 

  4. C.J. Bacon, The use of decision criteria in selecting information systems, MIS Quarterly 16(3) (1992) 335–353.

    Google Scholar 

  5. C.I. Barnard, The Functions of the Executive (Harvard University Press, 1938).

  6. S. Benamati, A.L. Lederer and M. Singh, Changing information technology and information technology management, Information & Management 31 (1997) 275–288.

    Google Scholar 

  7. R.I. Benjamin and J. Blunt, Critical IT issues: The next ten years, Sloan Management Review (Summer 1992) 7–19.

  8. W.D. Berry and S. Feldman, Multiple Regression in Practice (Sage Publications, 1985).

  9. A. Bhattacherjee, Management of emerging technologies: Experiences and lessons learned at US West, Information and Management 33 (1998) 263–272.

    Google Scholar 

  10. B.H. Boar, Logic and information technology strategy: Separating good sense from nonsense, Journal of Systems Management 45(5) (May 1994) 16–21.

    Google Scholar 

  11. B.H. Boar, Redesigning the IT organization for the information age, Information Systems Management 15(3) (Summer 1998) 23–30.

    Google Scholar 

  12. T. Burns and G.M. Stalker, The Management of Innovation (Tavistock Institute, 1961).

  13. J. Child, Organizational structure, environment and performance: the role of strategic choice, Sociology 6 (1972) 2–22.

    Google Scholar 

  14. G.A. Churchill, A paradigm for developing better measures of marketing constructs, Journal of Marketing Research 16 (Febr. 1979) 64–73.

    Google Scholar 

  15. Computerworld, CIOs still feel beseiged, ComputerWorld (August 1995) 72.

  16. D.A. De Vaus, Surveys in Social Research (George Allen & Unwin, 1986).

  17. W.R. Dill, Environment as an influence on managerial autonomy, Administrative Science Quarterly 3(2) (1958) 409–443.

    Google Scholar 

  18. F.E. Emery and E.L. Trist, The causal texture of organizational environments, Human Relations 18 (1965) 21–32.

    Google Scholar 

  19. F. Farhoomand and G.P. Hrycyk, The feasibility of computers in small business environments, American Journal of Small Business 9(4) (1985) 15–22.

    Google Scholar 

  20. J.K. Ford, R.C. MacCallum and M. Tait, The application of exploratory factor analysis in applied psychology, A critical review and analysis, Personnel Psychology 39(2) (1986) 291–314.

    Google Scholar 

  21. G.G. Gable, Consultant engagement for first time computerization: Singapore Graphics Design Pte Ltd., in: Proceedings of the International Conference on Organizations and Information Systems, Bled, Yugoslavia, September 13-15, 1989.

    Google Scholar 

  22. G.G. Gable, Consultant engagement for computer systems selection: a proactive client role in small businesses, Information and Management 20 (1991) 83–93.

    Google Scholar 

  23. J. Galbraith, Designing Complex Organizations (Addison-Wesley, 1973).

  24. J.M. Garris and E.E. Burch, Small businesses and computer panic, Journal of Small Business Management 21(3) (1983) 19–24.

    Google Scholar 

  25. E. Geisler, Managing information technologies in small business: Some practical lessons and guidelines, Journal of General Management 18(1) (Autumn 1992) 74–81.

    Google Scholar 

  26. C.N. Greene and D.W. Organ, An evaluation of causal models linking the perceived role with job satisfaction, Administrative Science Quarterly 18 (1973) 95–103.

    Google Scholar 

  27. D.C. Hambrick and P.A. Mason, Upper echelons: the organization as a reflection of its top management information systems, Academy of Management Review 9(2) (1984) 163–206.

    Google Scholar 

  28. H.H. Harman, Modern Factor Analysis (University of Chicago Press, 1976).

  29. L. Hatcher, A Step-by-Step Approach to Using the SAS System for Factor Analysis and Structural Equation Modeling (SAS Institute Inc., 1994).

  30. J. Heikkila, T. Saarinen and M. Saaksjarvi, Success of software packages in small businesses: An exploratory study, European Journal of Information Systems 1(3) (1991) 155–169.

    Google Scholar 

  31. T. Heintz, On acquiring computer services for a small business, Journal of Small Business Management 19(3) (1981) 1–7.

    Google Scholar 

  32. P.M. Horn, Information technology will change everything, Research Technology Management 42(1) (Jan./Feb. 1999) 42–47.

    Google Scholar 

  33. H.F. Kaiser, The application of electronic computers to factor analysis, Educational and Psychological Measurement 20 (1960) 141–151.

    Google Scholar 

  34. D. Katz and R.L. Kahn, The Social Psychology of Organizations (Wiley, 1966).

  35. M.A. Kole, A non-developmental IS strategy for small organizations, Systems, Objectives, Solutions 3 (1983) 31–39.

    Google Scholar 

  36. M.A. Kole, Going outside for MIS implementation, Information and Management 6 (1983) 261–268.

    Google Scholar 

  37. J.P. Kotter, Managing external dependence, Academy of Management Review 4(1) (1979) 87–92.

    Google Scholar 

  38. P.R. Lawrence and L.W. Lorsch, Organization and Environment (Harvard University Press, 1967).

  39. R. LeBleu and R. Sobkowiak, New workforce competency models: Getting the IS staff up to warp speed, Information Systems Management (Summer 1995) 7–12.

  40. A.L. Lederer and A.L. Mendelow, The impact of the environment on the management of information systems, Information Systems Research 1(2) (June 1990) 205–222.

    Google Scholar 

  41. D.S.S. Lee, E.M. Trauth and D. Farwel, Critical skills and knowledge requirements of IS professionals: A joint academic/industry investigation, MIS Quarterly 19(3) (1995) 313–340.

    Google Scholar 

  42. J.D. Lees, Successful development of small business information systems, Journal of Systems Management 25(3) (1987) 32–39.

    Google Scholar 

  43. C.E. Lindblom, Science of muddling through, Public Administration Review 19 (1959) 79–99.

    Google Scholar 

  44. H.C. Lucas, Jr., E.J. Walton and M.J. Ginzberg, Implementing packaged software, MIS Quarterly 12(4) (1988) 537–549.

    Google Scholar 

  45. J.-F. Manzoni and A.A. Angehrn, Understanding organizational dynamics of IT-enabled change: A multimedia simulation approach, Journal ofManagement Information Systems 14(3) (Winter 1997- 1998) 109–140.

    Google Scholar 

  46. A.R. Montazemi, D.A. Cameron and K.M. Gupta, An empirical study of factors affecting software package selection, Journal of Management Information Systems 13(1) (1996) 89–105.

    Google Scholar 

  47. C.A. Moser and G. Kalton, Survey Methods in Social Investigation (Basic Books, Inc., 1972).

  48. K. Overfield, Training for computer trainers, Training and Development Journal 43(3) (March 1988) 62–64.

    Google Scholar 

  49. P. Palvia and J.T. Nosek, An empirical evaluation of system development methodologies, Information Resources Management Journal 6 (Summer 1990) 21–33.

    Google Scholar 

  50. D. Pearson, IT leadership challenges, CIO 11(16) (June 1998) 26.

  51. J.M. Peha and R.P. Strauss, A primer on changing information technology and the FISC, National Tax Journal 50(3) (Sept. 1997) 607–621.

    Google Scholar 

  52. C. Perrow, Organizational Analysis: A Sociological View (Wadsworth Publishing, 1970).

  53. J. Pfeffer, Organizations and Organization Theory (Pitman, 1982).

  54. J. Pfeffer and G.R. Salancik, The External Control of Organizations: A Resource Dependence Perspective (Harper & Row, 1978).

  55. P.M. Podsakoff and D.W. Organ, Self-reports in organizational research: Problems and prospects, Journal of Management 12(4) (1986) 531–544.

    Google Scholar 

  56. P.M. Podsakoff, W.D. Todor, R.A. Grover and V.L. Huber, Situational moderators of leader reward and punishment behaviors: Fact or fiction?, Organizational Behavior and Human Performance 34 (1984) 21–63.

    Google Scholar 

  57. M.E. Porter, Competitive Strategy (Free Press, 1980).

  58. T. Saarinen and A.P.J. Vepsalainen, Procurement strategies for information systems, Journal of Management Information Systems 11(2) (1994) 187–208.

    Google Scholar 

  59. R.L. Sanders, What do we really need to know about technology, The Information Management Journal (July 1999) 62–64.

  60. R. Savoia, Outlook: Custom-tailoring, CIO 9(17) (June 1996) 112.

    Google Scholar 

  61. C.A. Schreisheim, The similarity of individual-directed and group-directed leader behavior description, Academy of Management Journal 22 (1979) 345–355.

    Google Scholar 

  62. J.F. Schreisheim, The social context of leader-subordinate relations: An investigation of the effects of group cohesiveness, Journal of Applied Psychology 65 (1980) 183–194.

    Google Scholar 

  63. C.P.P. Soh, C.S. Yap and K.S. Raman, Impact of consultants on computerization success in small businesses, Information & Management 22(5) (May 1992) 309–319.

    Google Scholar 

  64. J. Stevens, Applied Multivariate Statistics for the Social Sciences (Lawrence Erlbaum Associates, 1996).

  65. D.W. Stewart, The application and misapplication of factor analysis in marketing research. Journal of Marketing Research 18(1) (1981) 51–62.

    Google Scholar 

  66. A.G. Stylianou, G.R. Madey and R.D. Smith, Selection criteria for expert system shells: A sociotechnical framework, Communications of the ACM 35(10) (1992) 30–48.

    Google Scholar 

  67. J.D. Thompson, Organizations in Action (McGraw-Hill, 1967).

  68. Y.L. Thong, C.S. Yap and K.S. Raman, Top management support in small business information systems implementation: How important is it?, in: Proceedings of the 1993 ACM SIGCPR Conference, St. Louis, April, 1993, pp. 416–425.

  69. P.A. Todd, J.D. McKeen and R.B. Gallupe, The evolution of IS job skills: A content analysis of IS jobs, MIS Quarterly 19(1) (1995) 1–27.

    Google Scholar 

  70. K.E. Weick, The Social Psychology of Organizing, 2nd ed. (Addison-Wesley, 1979).

  71. T.H. Willis and D.B. Tesch, An assessment of systems development methodologies, Journal of Information Technology Management 2(2) (1991) 39–45.

    Google Scholar 

  72. G.K. Wong, An empirical study of small business firms assimilating computer technology, Information Systems Working Paper No. 9-86, Graduate School of Management, University of California, Los Angeles (1986).

    Google Scholar 

  73. J. Woodward, Industrial Organization: Theory and Practice (Oxford University Press, 1965).

  74. C.S. Yap, C.P.P. Soh and K.S. Raman, Information system success factors in small business, Omega 25(6) (1992) 597–609.

    Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Department of Decision Sciences and MIS, Richard T. Farmer School of Business Administration, Miami University, Oxford, OH, 45056, USA

    John “Skip” Benamati

  2. 425C Business & Economics Building, Decision Science and Information Systems Area, C.M. Gatton College of Business and Economics, University of Kentucky, Lexington, KY, 40506-0034, USA

    Albert L. Lederer

Authors
  1. John “Skip” Benamati
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Albert L. Lederer
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to John “Skip” Benamati.

Rights and permissions

Reprints and Permissions

About this article

Cite this article

Benamati, J.“., Lederer, A.L. How IT organizations handle rapid IT change: five coping mechanisms. Information Technology and Management 2, 95–112 (2001). https://doi.org/10.1023/A:1009986821907

Download citation

  • Issue Date:

  • DOI: https://doi.org/10.1023/A:1009986821907

  • information systems management
  • information technology change
  • change management