Managing computer impact : an international study of management and organizations
著者
書誌事項
Managing computer impact : an international study of management and organizations
（Computer-based information systems in organizations）
Ablex, c1986
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注記
Bibliography: p. 233-239
Includes indexes
内容説明・目次
内容説明
Describing research undertaken in eight organizations in five countries, this text determines the impact of computer-based information systems on organizations and management. Results at several levels of analysis support the conclusion that few changes are determined by computer technology.
目次
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
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