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Managing top management support in complex information systems projects

Managing top management support in complex information systems projects PurposeTop management support (TMS) is considered as a critical factor for the success of information systems (ISs) projects. The literature shows that TMS has a positive impact on achieving success in ISs’ projects in different aspects. However, the enabling factors for TMS in complex ISs’ projects have barely been tested, something which this study aims to rectify.Design/methodology/approachThis study has designed a research model based on structural equation modelling (SEM) with the intention of analysing the perception of IS end users regarding the effect on TMS of the following factors: technological complexity and training and organizational communication. The application of the study has focused on an enterprise resource planning–open source software (ERP-OSS) environment.FindingsThe findings show how end users have a perception that organizational communication and training have a positive relation with TMS. Based on these findings, the authors have suggested several practical considerations.Research limitations/implicationsThere are two limitations to this study. First, this study is based on the perception of complex IS/IT users. It would be interesting to add the perception of top managers to provide more solid findings. The second limitation is that this study has not suggested any additional potential factors which could affect TMS.Practical implicationsFirst, this article provides a study of the key role of TMS when an organization needs to implement a complex IS/IT. Second, organizations must develop mechanisms for increasing training and communication relating to the new complex IS/IT projects. Finally, the complexity of an IS/IT project does not constitute an enabling factor incentivizing TMS and should therefore not be a determining factor in increasing TMS within an organization selecting an IS/IT.Originality/valueThis study contributes to advancing theory in the field of TMS in information systems projects. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Systems and Information Technology Emerald Publishing

Managing top management support in complex information systems projects

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1328-7265
DOI
10.1108/JSIT-06-2017-0043
Publisher site
See Article on Publisher Site

Abstract

PurposeTop management support (TMS) is considered as a critical factor for the success of information systems (ISs) projects. The literature shows that TMS has a positive impact on achieving success in ISs’ projects in different aspects. However, the enabling factors for TMS in complex ISs’ projects have barely been tested, something which this study aims to rectify.Design/methodology/approachThis study has designed a research model based on structural equation modelling (SEM) with the intention of analysing the perception of IS end users regarding the effect on TMS of the following factors: technological complexity and training and organizational communication. The application of the study has focused on an enterprise resource planning–open source software (ERP-OSS) environment.FindingsThe findings show how end users have a perception that organizational communication and training have a positive relation with TMS. Based on these findings, the authors have suggested several practical considerations.Research limitations/implicationsThere are two limitations to this study. First, this study is based on the perception of complex IS/IT users. It would be interesting to add the perception of top managers to provide more solid findings. The second limitation is that this study has not suggested any additional potential factors which could affect TMS.Practical implicationsFirst, this article provides a study of the key role of TMS when an organization needs to implement a complex IS/IT. Second, organizations must develop mechanisms for increasing training and communication relating to the new complex IS/IT projects. Finally, the complexity of an IS/IT project does not constitute an enabling factor incentivizing TMS and should therefore not be a determining factor in increasing TMS within an organization selecting an IS/IT.Originality/valueThis study contributes to advancing theory in the field of TMS in information systems projects.

Journal

Journal of Systems and Information TechnologyEmerald Publishing

Published: Mar 13, 2017

References