Managing Computer Impact: An International Study of Management and Organizations

Table of Contents:
  PART I INTRODUCTION 1 1 Models and Methodology 3 Introduction 3 Directions of Research 4 Research Models 8 Methodology I 0 Overview of Findings 2 The Cases 22 Airline 25 Bank 29 Electronics 32 Hospital 38 Mail Order 44 Marketing 48 Supplier 52 Wholesaler 56 Summary 59 PART II MANAGER-COMPUTER INTERACTION 61 3 Task Fit, Ease-Of-Use, and Computer Facilities (Tom Stewart) 63 Introduction 63 The Manager as a Computer User 63 Methods 65 Results 67 Discussion 73 Conclusion 76 4 User Support (Leela Damodaran) The Concept of User Support 77 Methodological Issues 78 77 Assessment of Overall User Support 78 Methods of Providing Support 80 Assessment of Individual User Support Components 83 Discussion 84 Conclusion: Operational Systems as Socio-Technical Systems 87 5 The Impact of Computer Systems Upon Tasks 89 Introduction 89 The Role of the Computer in the Managerial Task 89 Overall Assessment of Impact on Tasks 91 Impact on Tasks in Each Case 96 The Information Base of the Task and the Impact on the Task I 04 Conclusions 110 6 Managers' Evaluation of Changes in Tasks (Heiko Lippold) 113 Introduction 113 Theoretical Background 114 Method 115 Analysis of Aggregate Data 115 Secondary Analysis of Disaggregated Data 120 Interpretation 123 Summary and Conclusions 125 PART III ORGANIZATIONAL IMPACT 127 7 Impact on Leadership Style (Elmar Reindl) 129 Introduction 129 Theoretical Framework 129 Status and Change in Channels and Means of Control 138 Modifying the Impact of the Computer Systems upon Control Activities 141 Conclusion 147 8 Organizational Power Systems (Poul H. Pederson) 150 Introduction 150 Changes in Influence and Discretion 152 Power Changes and the Characteristics of Computer Systems 155 Detailed Analysis of Limits to Discretion 159 Interdependence and Coordination 161 Additional Factors Affecting Power Change 165 Conclusions 166 9 Influence and Discretion of Different User Types (Poul H. Pederson) 168 Introduction 168 User Types and Changes in Influence and Discretion 170 Bases for Changes in Influence 174 Changes in Discretion 177 Uncertainty and Information Processing 179 Conclusions 183 10 Formal Organization Structure 186 Introduction 186 Theoretical Framework 187 Case Analyses 190 Conclusions 197 PART IV MANAGING COMPUTER IMPACT 199 11 Conclusions and Implications 201 Introduction 201 The Manager and His/Her Machine 203 Impact on Task and Discretion 205 Evaluation of Changes in Tasks 207 Impact on Leadership Style 208 Impact on Influence and Power 209 Types of Computer Impact 211 Management of Planned Impact 213 Winners and Losers 214 Appendix A The Research Instruments 217 The Systems Designer Interview 217 First Management Interview 220 Second Management Interview 223 Manager's Self-Completion Questionnaire 225 Subordinate Interview 228 References 233 Author Index 241 Subject Index 244