Control-style choices and performance impacts: How should senior IS managers enact control over uncertain IS projects?
Information systems (IS) projects are notoriously difficult to control, especially under conditions of uncertainty. This difficulty is particularly pronounced for senior IS managers, such as CIOs and IT Vice Presidents, who tend to have scarce time and limited project-related knowledge but are ultim...
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| Veröffentlicht in: | Decision Support Systems Jg. 167; S. 113915 |
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| Format: | Journal Article |
| Sprache: | Englisch |
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Elsevier B.V
01.04.2023
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| ISSN: | 0167-9236, 1873-5797 |
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| Abstract | Information systems (IS) projects are notoriously difficult to control, especially under conditions of uncertainty. This difficulty is particularly pronounced for senior IS managers, such as CIOs and IT Vice Presidents, who tend to have scarce time and limited project-related knowledge but are ultimately held accountable for IS project performance. Focusing on this under-researched controller category, the study at hand contributes new insights into the enactment of controls by exploring how IS project uncertainty affects senior IS managers' control-style choices, as well as how it moderates the impact of such choices on process and product performance. Based on a survey of 150 senior IS managers, we find that IS project uncertainty increases managers' use of an authoritative control style but is unrelated to their use of an enabling control style. Further, in IS projects characterized by uncertainty, an authoritative control style is found to be effective for process performance, whereas an enabling style is found to be effective for product performance. Moreover, the results of a post-hoc analysis show that using the two control styles simultaneously under uncertainty delivers no discernible benefits, suggesting a decision-related control dilemma. Theoretical and practical implications are discussed.
•Study focuses on under-researched controller category; namely, senior IS managers.•It extends existing theory to account for (novelty-induced) IS project uncertainty.•Senior IS managers prefer authoritative control style in uncertain IS projects.•Authoritative (enabling) control style improves only process (product) performance.•Combination of two control styles delivers no discernible performance benefits. |
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| AbstractList | Information systems (IS) projects are notoriously difficult to control, especially under conditions of uncertainty. This difficulty is particularly pronounced for senior IS managers, such as CIOs and IT Vice Presidents, who tend to have scarce time and limited project-related knowledge but are ultimately held accountable for IS project performance. Focusing on this under-researched controller category, the study at hand contributes new insights into the enactment of controls by exploring how IS project uncertainty affects senior IS managers' control-style choices, as well as how it moderates the impact of such choices on process and product performance. Based on a survey of 150 senior IS managers, we find that IS project uncertainty increases managers' use of an authoritative control style but is unrelated to their use of an enabling control style. Further, in IS projects characterized by uncertainty, an authoritative control style is found to be effective for process performance, whereas an enabling style is found to be effective for product performance. Moreover, the results of a post-hoc analysis show that using the two control styles simultaneously under uncertainty delivers no discernible benefits, suggesting a decision-related control dilemma. Theoretical and practical implications are discussed.
•Study focuses on under-researched controller category; namely, senior IS managers.•It extends existing theory to account for (novelty-induced) IS project uncertainty.•Senior IS managers prefer authoritative control style in uncertain IS projects.•Authoritative (enabling) control style improves only process (product) performance.•Combination of two control styles delivers no discernible performance benefits. Information systems (IS) projects are notoriously difficult to control, especially under conditions of uncertainty. This difficulty is particularly pronounced for senior IS managers, such as CIOs and IT Vice Presidents, who tend to have scarce time and limited project-related knowledge but are ultimately held accountable for IS project performance. Focusing on this under-researched controller category, the study at hand contributes new insights into the enactment of controls by exploring how IS project uncertainty affects senior IS managers' control-style choices, as well as how it moderates the impact of such choices on process and product performance. Based on a survey of 150 senior IS managers, we find that IS project uncertainty increases managers' use of an authoritative control style but is unrelated to their use of an enabling control style. Further, in IS projects characterized by uncertainty, an authoritative control style is found to be effective for process performance, whereas an enabling style is found to be effective for product performance. Moreover, the results of a post-hoc analysis show that using the two control styles simultaneously under uncertainty delivers no discernible benefits, suggesting a decision-related control dilemma. Theoretical and practical implications are discussed. |
| ArticleNumber | 113915 |
| Author | Cram, W. Alec Remus, Ulrich Mähring, Magnus Wiener, Martin |
| Author_xml | – sequence: 1 givenname: Martin surname: Wiener fullname: Wiener, Martin email: martin.wiener@tu-dresden.de organization: TU Dresden, Chair of Business Information Systems, esp. Business Engineering, Helmholtzstr. 10, 01069 Dresden, Germany – sequence: 2 givenname: W. Alec surname: Cram fullname: Cram, W. Alec email: wacram@uwaterloo.ca organization: University of Waterloo, School of Accounting and Finance, 200 University Avenue West, Waterloo, ON N2L 3G1, Canada – sequence: 3 givenname: Ulrich surname: Remus fullname: Remus, Ulrich email: ulrich.remus@uibk.ac.at organization: University of Innsbruck, Department of Information Systems, Production and Logistics Management, Innrain 52, 6020 Innsbruck, Austria – sequence: 4 givenname: Magnus surname: Mähring fullname: Mähring, Magnus email: magnus.mahring@hhs.se organization: Stockholm School of Economics, House of Innovation, Box 6501, 11383 Stockholm, Sweden |
| BackLink | https://research.hhs.se/esploro/outputs/journalArticle/Control-style-choices-and-performance-impacts-How/991001496599206056$$DView record from Swedish Publication Index |
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| CitedBy_id | crossref_primary_10_1016_j_jsis_2025_101911 |
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| Keywords | Control enactment Control-style choices Process performance Product performance IS project uncertainty Senior IS managers |
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| SubjectTerms | Control enactment Control-style choices IS project uncertainty Process performance Product performance Senior IS managers |
| Title | Control-style choices and performance impacts: How should senior IS managers enact control over uncertain IS projects? |
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