Proposal of a new Ph.D. seminar
This seminar will be offered on alternate years in the following order:
Concordia, McGill, and HEC
STRATEGIC MANAGEMENT OF IT
PROFESSORS
Geneviève Bassellier, Ph.D.
Assistant Professor in MIS
McGill University
Anne-Marie Croteau, Ph.D.
Associate Professor in MIS
JMSB, Concordia University
Suzanne Rivard, Ph.D.
Professor in IT
Chair in Strategic Management of IT
HEC Montréal
REQUIRED TEXT
A course pack containing all the required articles is available at the bookstore.
COURSE OVERVIEW
As the scope of technology continues to broaden in organizations, the management of
information technology (IT) and information systems (IS) becomes both more challenging and
more critical. This new seminar will provide students with a deep understanding of the theories
and issues surrounding the strategic management of IT in organizations. This is one of the main
research streams in the IS field and it has received significant research attention in the last 20
years. This course covers issues at different levels: organization, IT function, project, and
individual. Although this seminar will focus on research conducted in Information Systems, it
will be open to students from all areas.
OBJECTIVE
This course covers the strategic management of information technology and investigates the
potential use of information technology to improve organizational competitive advantage.
Students are exposed to topics such as strategic alignment of information technology, business
value of IT, IT governance, IT sourcing, management of the IT function, IS project management.
The articles are mainly drawn from the top IS journals such as MIS Quarterly, Information
Systems Research, Management Science, and Journal of Management Information Systems. The
focus is on providing an in-depth coverage of key issues related to the strategic management of
IT.
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COURSE CONDUCT
The course is taught as a seminar in which students are asked to read between five and seven
recent articles each week. Thus each participant is expected to come to class having read and
studied the assigned material for the day, which will serve as the basis of classroom discussions.
Participation is evaluated through the quality of contribution during classroom discussion.
Students are expected to abide by the university rules on ethical academic conduct. Plagiarism
is not tolerated and will be dealt accordingly. Late assignments are not accepted.
ASSIGNMENTS
The formal individual assignments for the course are the following:
Critiques: Students will prepare a total of five critiques. Each one will be the analysis of the
papers of a particular theme. It will include a short summary of the topics covered, an
evaluation and integration of the results, research methods, and techniques used in the studies
and it will conclude on what is still unknown on that issue. Each critique should be handed in at
the end of the corresponding theme.
Paper review: Students will be provided on during the semester with a paper submitted to a
conference or a journal. They will have two weeks to hand in their review of that paper.
Participation: Students are expected to participate in all class discussions and activities. The
input of each student is critical to their own and their colleagues’ learning. Students’
participation will be evaluated through the quality of their contribution in class.
Research proposal: Students will write a research proposal and present it at the end of the
semester. The purpose of this project is to allow each student to explore in detail any of the
topics covered in class. Students have to select a specific research idea and try to examine a
particular issue. Participants will have to submit a short proposal by week 6 in order to discuss
it and get it approved.
GRADING
Critiques (5)
35%
Paper Review
15%
Participation
25%
Research Proposal Report
25%
Total
100%
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CURRICULUM SUMMARY
Week
Theme
Competitive Advantage Through IT
1
Strategic Role of IT
2
Strategic Alignment of IT
3
Social Dimension of Strategic Alignment of IT
4
Business Value of IT
Strategic Management of IT
5
IT Governance
6
Partnerships with Business Areas
Management of IS Projects
7
IT Risk Management
8
Control Theory in Software Project Management
Outsourcing of Information Systems Services
9
Determinants of the Outsourcing Decision
10
Managing the Outsourcing Relationship
Management of IS Personnel
11
Knowledge for IS and Business People
12
IS Leadership
13
Research Proposal Presentations
3
DETAILED CURRICULUM
COMPETITIVE ADVANTAGE THROUGH INFORMATION TECHNOLOGY
Strategic deployment of information technology is recognized for enhancing a company’s
competitive advantage and improving its operating performance. It is necessary to provide
students with a thorough understanding of the challenges faced by organizations when making
decisions related to the choice and implementation of strategic information technology.
Therefore, this theme is dedicated to better understanding the strategic role of information
technology, the importance of properly aligning information technology with business strategy,
and the business value of information technology.
Background Readings
Scott-Morton, G. The Corporation of the 1990s: Information Technology and Organizational
Transformation, Oxford University Press, New York, 1991.
Callon, J.D. Competitive Advantage through Information Technology, McGrawHill, 1996.
Boar, B.H. Strategic Thinking for Information Technology, Wiley, 1997.
Week 1: Strategic Role of IT
Bergeron, F., Buteau, C., and Raymond, L. “Identification of Strategic Information Systems
Opportunities,” MIS Quarterly (15:1), 1991, pp. 89-101.
Kettinger, W.J., Grover, V., Guha, S., and Segars, A.H. “Strategic Information Systems Revisited:
A Study in Sustainability and Performance,” MIS Quarterly (18:1), 1994, pp. 31-59.
King, W.R. and Teo, T.S.H. “Key Dimensions of Facilitators and Inhibitors for the Strategic Use
of Information Technology, Journal of Management Information Systems (12:4), 1996, pp. 35-53.
Sambamurthy, V., Bharadway, A. and Grover, V. “Shaping Agility through Digital Options:
Reconceptualizing the Role of Information Technology in Contemporary Firms,” MIS
Quarterly (27:2), 2003, pp. 237-263.
Ross, J.W. “Creating a Strategic IT Architecture Competency: Learning in Stages,” MIS Quarterly
Executive (2:1), 2003, pp. 31-43.
Segars. A.H., and Grover, V. “Strategic Information Systems Planning Success: An Investigation
of the Construct and its Measurement,” MIS Quarterly (22:2), 1998, pp. 139-163.
Further Readings
Porter, M.E., and Millar, V.E. “How Information Gives you Competitive Advantage,” Harvard
Business Review, July-August 1985, pp. 149-160.
Rockart, J.F., and Short, J.E. “IT in the 1990s: Managing Organizational Interdependence,” Sloan
Management Review (30:2), 1989, pp. 7-17.
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Cash, J.I., McFerland, F.W, McKenney, J.L., and Applegate, L.M. “Effects of IT on Competition,”
Chapter 3, in Corporate Information Systems Management, Irwin, 1992, pp. 88-116.
Tapscott, D., and Caston, A. “The New Promise of Information Technology,” Business Quarterly
(57:4), Summer 1993, pp. 51-60.
Chu, P.D. “Conceiving Strategic Systems,” Journal of Information Systems Management,
July/August, 1995, pp. 36-41.
Earl, M.J. “Experiences in Strategic Information Systems Planning,” MIS Quarterly (17:1), 1993,
pp. 1-25.
Week 2: Strategic Alignment of IT
Henderson, J.C., and Venkatraman, N. “Strategic Alignment: Leveraging Information
Technology for Transforming Organizations,” IBM Systems Journal (38:2&3), 1999, pp. 472484.
Luftman, J., and McLean, E.R. “Key Issues for IT Executives,” MIS Quarterly Executive (3:2),
2004, pp. 89-104.
Chan, Y. E., Huff, S. L., Copeland, D. G., and Barclay, D. W. “ Business Strategic Orientation,
Information Systems Strategic Orientation, and Strategic Alignment,” Information Systems
Research (8:2), 1997, pp. 125-150.
Croteau, A.-M. and Bergeron, F., “An Information Technology Trilogy: Business Strategy,
Technological Deployment and Organizational Performance,” Journal of Strategic Information
Systems (20:2), 2001, pp. 77-99.
Luftman, J. and Brier, T., “Achieving and Sustaining Business-IT Alignment,” California
Management Review (42:1), 1999, pp. 109-122.
Bergeron, F., Raymond, L, and Rivard, S. “Ideal Patterns of Strategic Alignment and Business
Performance,” Information & Management (41:8), 2004, pp. 1003-1020.
Further Readings
Scott-Morton, Chapter 6, "Business Strategy Development, Alignment, and Redesign".
Scott-Morton, Annex D, "The Value Process Model".
Scott-Morton, Annex E, "The Strategic Alignment Process".
Sabherwal, R. and Chan, Y.E. “Alignment Between Business and IS Strategies: A Study of
Prospectors, Analyzers and Defenders,” Information Systems Research (12:1), 2001, pp. 11-33.
Chan, Y.E. “Why Haven’t We Mastered Alignment? The Importance of Informal Organizational
Structure,” MIS Quarterly Executive (1:2), pp. 97-112.
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Week 3: Social Dimension of Strategic Alignment of IT
Reich, B.H., and Benbasat, I.”Factors that Influence the Social Dimension of Alignment Between
Business and Information Technology Objectives,” MIS Quarterly (24:1), 2000, pp. 81-113.
Ross, J.W., Beath, C.M., and Goodhue, D.L. “Develop Long-Term Competitiveness through IT
Assets,” Sloan Management Review (38:1), 1996, pp. 31-42.
Broadbent, M., and Weill, P. “Management by Maxim: How Business and IT Managers Can
Create IT Infrastructures,” Sloan Management Review (38:3), 1997, pp. 77-92.
Croteau, A.-M., and Raymond, L. “Performance Outcomes of Strategic and IT Competencies
Alignment,” Journal of Information Technology (19:3), 2004, pp. 178-190.
Kears, G.S., and Lederer A.L. “A Resource-Based View of Strategic IT Alignment: How
Knowledge Sharing Creates Competitive Advantage,” Decision Sciences (34:1), 2003, pp. 1-29.
Further Readings
Tavakolian, H. “Linking the Information Technology Structure with Organizational
Competitive Strategy,” MIS Quarterly (13:3), 1989, pp. 309-317.
Van Der Zee, J.T.M., and De Jong B. “Alignment is Not Enough: Integrating Business and
Information Technology Management with the Balanced Business Scorecard,” Journal of
Management Information Systems (16:2), 1999, pp. 137-156.
Bensaou, M., and Michael, E. “The Right Mind-Set for Managing Information Technology,”
Harvard Business Review (76:5), 1998, pp. 119-128.
Feeny, D.F., and Willcocks, L.P. “Core IS Capabilities for Exploiting Information Technology,”
Sloan Management Review (39:3), 1998, pp. 9-21.
Week 4: Business Value of IT
Bharadwaj, A.S. “A Resource-Based Perspective on Information Technology Capability and
Firm Performance: An Empirical Investigation,” MIS Quarterly (24:1), 2000, pp. 169-196.
Melville, N., Kraemer, K., and Gurbaxani, V. “Information Technology and Organizational
Performance: An Integrative Model of IT Business Value,” MIS Quarterly (28:2), 2004, pp.
283-322.
Sircar, S., Turnbow, J. L., and Bordoloi, B. “A Framework for Assessing the Relationship
Between Information Technology Investments and Firm Performance,” Journal of
Management Information Systems (16:4), 2000, pp. 69-97.
Wade, M., and Hulland, J. “Review: The Resource-Based View and Information Systems
Research: Review, Extension, and Suggestions for Future Research,” MIS Quarterly (28:1),
2004, pp. 107-142.
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Davern, M.J., and Kauffman, R.J. “Discovering Potential and Realizing Value from Information
Technology Investments,” Journal of Management Information Systems (16:4), 2000, pp. 121143.
Further Readings
Chan, Y. E. “IT Value: The Great Divide Between Qualitative and Quantitative and Individual
and Organizational Measures,” Journal of Management Information Systems (16:4), 2000, pp.
225-261.
MANAGEMENT OF THE IT FUNCTION
The organization and structure of IT functions play a role explaining how successful they are
and represents one of the most enduring problems faced by senior executives. This theme will
expose students to the role of the IT function in the organization and how they IT function
interacts with other business areas.
Background Readings
Grant, R.1996. “Prospering in Dynamically-competitive Environments: Organizational
Capability as Knowledge Integration,” Organization Science (7:4), pp. 375-387.
Weill, P., and Ross, J. W. IT Governance : How Top Performers Manage IT Decision Rights for
Superior Results, Boston, Ma. Harvard Business School Press, 2004.
Week 5: IT Governance
Brown, C.V. “Redesigning the Emergence of Hybrid IS Governance Solutions: Evidence from a
Single Case Site,” Information Systems Research (8:1), 1997, pp. 69-94.
Peterson R, “Crafting Information Technology Governance,” Information Systems Management
(21:4), 2004, pp. 7-22.
Sambamurthy V., and Zmud R. “Research Commentary: The Organizing Logic for an
Enterprise's IT Activities In The Digital Era - A Prognosis of Practice And A Call For
Research,” Information Systems Research (11:2), 2000, pp. 105-114.
Sambamurthy, V., and Zmud, R. “Arrangements for Information Technology Governance: A
Theory of Multiple Contingencies,” MIS Quarterly (23:2), 1999, pp. 261-290.
Schwarz, A., and Hirschheim, R. “An Extended Platform Logic Perspective of IT Governance:
Managing Perceptions and Activities of IT,” The Journal of Strategic Information Systems (12:2),
2003, pp.129-166.
Weill P., and Ross J. “A Matrixed Approach to Designing IT Governance,” MIT Sloan
Management Review (46:2), 2005, pp. 26-34.
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Week 6: Partnerships with Business Areas
Faraj, S., and Sproull, L., “Coordinating Expertise in Software Development Teams”,
Management Science (46:12), 2000, pp. 1554-1568.
Feeny, D.F., and Willcocks, L.P. “Core IS Capabilities for Exploiting Information Technology,”
Sloan Management Review (39:3), 1998, pp. 9-21.
Henderson, J.C. “Plugging into Strategic Partnerships: The Critical IS Connection,” Sloan
Management Review (31:3), 1990, pp. 7-18.
Nelson, K., and Cooprider, J.G. “The Contribution of Shared Knowledge to IS Group
Performance,” MIS Quarterly (20:4), 1996, pp. 409-430.
Further Readings
Agarwal R, and Sambamurthy V. “Principles and models for organizing the IT function,” MIS
Quarterly Executive (1:1), 2002, pp. 1-16.
Sambamurthy, V. Bharadway, A, and Grover V. “Shaping Firm Agility through Digital Options:
Reconceptualizing the Role of IT in Contemporary Firms,” MIS Quarterly (27:2), 2003, pp.
237-263.
MANAGEMENT OF IS PROJECTS
Managing software projects is one of the core competencies of IS professionals. Yet, it is a highly
complex and risky task. Indeed, as the literature of the past 30 years shows, delivering the
intended systems, both on time and within budget, has been a critical management issue and an
enduring research topic. Indeed, despite the abundance of existing project management
practices - be they project planning and control tools, software project risk management
methods, or change management approaches -, the failure rate of such projects continues to be
high. The sessions devoted to this theme will focus on two research streams that have
contributed to circumscribe the causes of difficulties in this area and have suggested avenues
for improved management of this type of projects: risk management and control theory.
Background Readings
Alter, S. “Implementation Risk Analysis,” TIMS Studies in Management Sciences (13:2), 1979, pp. 103119.
Alter, S., and Ginzberg, M. “Managing Uncertainty in MIS Implementation,” Sloan Management
Review (20:1), 1978, pp. 23-31.
Boehm, B.W. Software Risk Management, The Institute of Electrical and Electronic Engineering, 1989.
Brooks, F.P., The Mythical Man-Month, Addison-Wesley, 1975.
McFarlan, F.W. “Portfolio Approach to Information Systems,” Harvard Business Review (SeptemberOctober), 1981, pp. 142-150.
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Zmud, R.W. “Management of Large Software Development Efforts,” MIS Quarterly (4:2), 1980, pp.
45-55.
Week 7: Risk management
Barki, H., Rivard, S., and Talbot, J. “Toward an Assessment of Software Development Risk,”
Journal of Management Information Systems (10:2), 1993, pp. 203-225.
Barki, H., Rivard, S., and Talbot, J., “An Integrative Contingency Model of Software Project Risk
Management,” Journal of Management Information Systems (17:4), 2001, pp. 37-70.
Bernard, J.-G., Rivard, S., and Aubert, B.A., “L'exposition au risque d'implantation de ERP:
éléments de mesure et d'atténuation,” Systèmes d'information et management (9 :2), 2004, pp.
25-50.
Keil, M., Cule, P.E., Lyytinen, K., and Schmidt, R.C. “A Framework for Identifying Software Project
Risks,” Communications of the ACM (41:11), 1998, pp. 76-83.
Lyttinen, K., Mathiassen, L., and Ropponen, J. “Attention Shaping and Software Risk: A
Categorical Analysis of Four Classical Risk Management Approaches,” Information Systems
Research (9:3), 1998, pp. 233-255.
Wallace, L., Keil, M., and Rai, A. “How Software Project Risk Affects Project Performance: An
Investigation of the Dimensions of Risk and an Exploratory Model,” Decision Sciences (35:2),
2004, pp. 289-322.
Week 8: Control Theory in Software Project Management
Henderson, J.C., and Lee, S. “Managing I/S Design Teams: A Control Theories Perspective,”
Management Science (38:6), 1992, pp. 757-777.
Kirsch, L.J. “Deploying Common Systems Globally: The Dynamics of Control,” Information Systems
Research (15:4), 2004, pp. 374-395.
Kirsch, L.J. “Portfolios of Control Modes and IS Project Management,” Information Systems
Research (8:3), 1997, pp. 215-239.
Kirsch, L.J. “The Management of Complex Tasks in Organizations: Controlling the Systems
Development Process,” Organization Science (7:1), 1996, pp. 1-21.
Kirsch, L.J., Sambamurthy, V., Ko, D., and Purvis, R.L. “Controlling Information Systems
Development Projects: The View from the Client,” Management Science (48:4), 2002, pp. 484498.
Nidumolu, S.R., and Subramani, S.R. “The Matrix of Control: Combining Process and Structure
Approaches to Managing Software Development,” Journal of Management Information Systems
(20:3), Winter 2003-2004, pp.159-196.
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Nidumolu, S.R. “A Comparison of the Structural Contingency and Risk-Based Perspectives on
Coordination in Software-Development Projects," Journal of Management Information Systems
(13:2), 1996, pp. 77-113.
Scott, J.E., and Vessey, I. “Managing Risks in Enterprise Systems Applications,” Communications
of the ACM (45:4), 2002, pp. 74-81.
Further Readings
Beath, C.M. “Strategies for Managing MIS Projects: A Transaction Cost Approach,” Proceedings of
the Fourth International Conference on Information Systems, Houston, Tx., ACM/SIGBDP, New
York, NY, 1983, pp. 133-147.
Beath, C.M. “Managing the User Relationship in Information Systems Development Projects: A
Transaction Governance Approach,” Proceedings of the Eighth International Conference on
Information Systems, Pittsburgh, PA, 1987, pp. 415-427.
Nidumolu, S.R. “Standardization, Requirements Uncertainty and Software Project Performance,”
Information & Management (31:3), 1996, pp. 135-150.
Ropponen, J., and Lyytinen, K. “Can Software Risk Management Improve System
Development: An Exploratory Study,” European Journal of Information Systems (6:1), 1997,
pp.41-50.
OUTSOURCING OF INFORMATION SYSTEMS SERVICES
Outsourcing is defined as the "significant contribution by external vendors of the physical
and/or human resources associated with the entire or specific components of the IT
infrastructure in the user organization1". An outsourcing decision is highly complex and not
only involves the classic issues associated to the “make or buy” decision. Indeed, major changes
are taking place in the software industry, which are affecting the way corporations develop and
use their information systems. These changes are being driven by the emergence of Application
Service Providers (ASPs) and the new software business models that they can offer, as well as
by the major trend toward offshore outsourcing. The sessions devoted to this theme will focus
on the two broad streams of research in this area: studies that aim at understanding and
explaining the outsourcing decision and studies that focus on the management of the
outsourcing relationship.
Background Readings
Lacity, M.C., and Hirschheim, R., Information Systems Outsourcing: Myths, Metaphors and Realities,
J.Wiley, 1993.
Loh, L., and Venkatraman, N. “Diffusion of Information Technology Outsourcing: Influence
Sources and the Kodak Effect”, Information Systems Research (3:4), 1992, pp. 334-378; p.336.
1
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Lacity, M.C., and Hirschheim, R., Beyond the Information Systems Outsourcing Bandwagon: The
Insourcing Response, J. Wiley, 1995.
Hirschheim, R., Heinzl, A., and Dibbern, J. (editors), Information Systems Outsourcing, Springer,
2002.
Week 9: Determinants of the Outsourcing Decision
Ang, S., and Cummings, L.L. “Strategic Response to Institutional Influences on Information
Systems Outsourcing,” Organization Science (8:3), 1997, pp. 235-256.
Ang, S., and Straub, D.W. “Production and Transaction Economies and IS Outsourcing: A Study
of the US Banking Industry,” MIS Quarterly (22:4), 1998, pp. 535-552.
Aubert, B.A., Rivard, S., and Patry, M. “A Transaction Cost Model of IT Outsourcing,”
Information & Management (41:7), 2004, p. 921-932.
Bahli, B., and Rivard, S. “The Information Technology Outsourcing Risk: A Transaction Cost
and Agency Theory-Based Perspective,” Journal of Information Technology (18:13), 2003, pp.
211-221.
De Looff, A.L. “Information Systems Outsourcing Decision-Making: A Framework,
Organizational Theories and Case Studies” Journal of Information Technology (10:4), 1995, pp.
281-297.
Lee, J.N., Miranda, S.M., and Kim, Y.M. “IT Outsourcing Strategies: Universalistic, Contingency,
and Configurational Explanations of Success,” Information Systems Research (5:2), 2004, pp.
110-131.
Ten, J.T.C., Cheon, M.J., and Grover, V. “Decisions to Outsource Information Systems
Functions: Testing a Strategy Theoretic Discrepancy Model,” Decision Sciences (26:1), 1995,
pp. 75-103.
Week 10: Managing the Outsourcing Relationship
Aubert, B.A., Patry, M., and Rivard, S. “A Framework for Information Technology Outsourcing
Risk Management,” forthcoming DataBase, 2005.
Bryson, N., and Ngwenyama, O.K. “Structuring IS Outsourcing Contracts for Mutual Gain: An
Approach to Analyzing Performance Incentive Schemes,” Journal of the AIS (1:9), 2000.
Choudhury, V., and Sabherwal, R. “Portfolios of Control in Outsourced Software Development
Projects,” Information Systems Research (14:3), 2003, pp. 291-314.
Ho, V.T., Ang, S., and Straub, D., “When Subordinates Become IT Contractors: Persistent
Managerial Expectations in IT Outsourcing,” Information Systems Research (14:1), pp. 66-88.
Kern, T., Willcocks L., and Lacity M.C. “Application Service Provision: Risk Assessment and
Mitigation, MIS Quarterly Executive (1:2), 2002, pp. 47-69.
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Lee, J.N., and Kim, Y.G. “Effects of Partnership Quality on IS Outsourcing: Conceptual
Framework and Empirical Validation,” Journal of Management Information Systems (15:4),
1999, pp. 29-61.
Levina, N., and Ross, J.W. “From the Vendor’s Perspective: Exploring the Value Proposition in
Information Technology Outsourcing,” MIS Quarterly (27:3), 2003, pp. 331-364.
Soh, C., Ang, S., Straub, D.W. “IT Outsourcing Success: A Psychological Contract Perspective,”
Information Systems Research (15:4), 2004, pp. 356-377.
Susarla, A., Barua, A., and Whinston, A.B. “Understanding the Service Component of
Application Service Provision: An Empirical Analysis of Satisfaction with ASP Services,”
MIS Quarterly (27:1), 2003, pp. 91-123.
Further Readings
Aubert, B.A., Patry, M., and Rivard, S. “A Tale of Two Outsourcing Contracts An AgencyTheoretical Perspective, “ Wirtschaftsinformatik, (45:2), 2003, pp. 181-190.
Aubert, B.A., Rivard, S., and Patry, M. “A Transaction Cost Approach to Outsourcing
Behaviour: Some Empirical Evidence,” Information & Management, (30:2), 1996, pp. 51-64.
Bandula J., Schwarz, A., and Hirschheim, R. “Determinants of ASP Choice: An Integrated
Perspective,” European Journal of Information Systems (12:3), 2003, pp. 210-224.
Lacity, M.C., and Willcocks, L.P. “An Empirical Investigation of Information Technology
Sourcing Practices: Lessons from Experience,” MIS Quarterly (22:3), 1998, pp. 363-408.
Walden, E.A. “Intellectual Property Rights and Cannibalization in Information Technology
Outsourcing Contracts,” forthcoming MIS Quarterly, Vol.29.
MANAGEMENT OF IS PERSONNEL
This theme covers the importance and challenges of relevant IS skills in IT and non-IT
personnel, and the role of IS leaders. The role of IS personnel at all levels has evolved
substantially in the last decade, and so have their knowledge requirements. This theme looks at
taxonomies of knowledge for IS professionals, the emerging importance of IT knowledge in
non-IT people, and the leadership role of IT executives.
Week 11: Knowledge for IS and Business People
Benbasat, I., Dexter, A., and Mantha, R. W. “Impact of Organizational Maturity on Information
System Skill Needs”, MIS Quarterly (4:1), 1980, pp. 21-34.
Bassellier, G. and Benbasat I. “Business Competence of IT Professionals: Conceptual
Development and Influence on IT-Business Partnerships,” MIS Quarterly (28:4), 2004, pp.
673-694.
Bassellier, G., Benbasat, I., and Reich, B.H. “The Influence of Business Managers' IT Competence
on Championing IT,” Information Systems Research (14:4), 2003, pp. 317-336.
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Nelson, R. R. “Educational Needs as Perceived by IS and End-User Personnel: A Survey of
Knowledge and Skills Requirements,” MIS Quarterly, (15:4), 1991, pp. 503-525.
Roepke, R., Agarwal, R., and Ferratt, T. W. “Aligning the IT human resource with business
vision: the leadership initiative at 3M,“ MIS Quarterly, (24:2), 2000, pp. 327-353.
Tiwana, A., Bharadwaj, A., and Sambamurthy, V. “The Antecedents of Information Systems
Development Capability in Firms: A Knowledge Integration Perspective,” Proceedings of the
Twenty Fourth International Conference on Information Systems, 2003.
Week 12: IS Leadership
Armstrong C.P., and Sambamurthy, V. “Information Technology Assimilation in Firms: The
Influence of Senior Leadership and IT Infrastructures”, Information Systems Research (10:4),
1999, pp. 304-327.
Gottschalk, P. “Information System Executives: The Changing Role of New IS/IT Leaders,”
Informing Science, (3:2), 2000, pp. 31-39.
Earl, M. J., and Feeny, D.F. “Is your CIO adding Value?,” Sloan Management Review, (35:3), 1994,
pp. 11-21.
Feeny, D.F., Edwards, B.R., and Simpson, K.M. “Understanding the CEO/CIO Relationship,”
MIS Quarterly (16:4), 1992, pp.435-448.
Week 13: Research Proposal Presentations
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