Title

The effects of user partnering and user non-support on project performance

Authors

Authors

J. J. Jiang; G. Klein;H. G. Chen

Comments

Authors: contact us about adding a copy of your work at STARS@ucf.edu

Abbreviated Journal Title

J. Assoc. Inf. Syst.

Keywords

coordination; partnering; information system users; project management; INFORMATION-SYSTEMS; RISK-MANAGEMENT; SATISFACTION; INVOLVEMENT; UNCERTAINTY; MODEL; IMPLEMENTATION; ORGANIZATIONS; COORDINATION; RESISTANCE; Computer Science, Information Systems; Information Science & Library; Science

Abstract

Information system software development projects suffer from a high failure rate. One of many obstacles faced by project managers is non-supportive users, those not actively sharing in development responsibilities. The coordination activity of early partnering has been proposed in the literature to promote collaboration and enhance user support. The extent of partnering is considered in a model that relates partnering to the risks of user non-support and eventual project success. The model is developed from contingency theory, with residual performance risk as an intermediary variable. A survey of IS project membership provides the data, which indicates that partnering significantly relates to higher user support, less residual risk, and better project performance. Researchers may use variations on the model to examine other barriers to success and the techniques applied to lower the barriers. Practitioners should consider applying partnering techniques to improve software development project performance.

Journal Title

Journal of the Association for Information Systems

Volume

7

Issue/Number

2

Publication Date

1-1-2006

Document Type

Article

Language

English

First Page

68

Last Page

89

WOS Identifier

WOS:000246737500001

ISSN

1536-9323

Share

COinS