Henry C. Lucas
Abstract
A theory of intraorganizational power is discussed and applied to the information services department. The results of a study of the power of five departments in 40 manufacturing plants is presented. Hypotheses about the levels of power of information processing are not supported by the findings; however, the power theory in general does receive support.The information-services department is perceived as having low levels of power and influence in the organization: Reasons for this unexpected finding are discussed. The paper suggests several explanations for the results and possible problems in the organization. Recommendations to senior management and the information-services department are offered.
- 1 Hickson, D. J., Hinings, C. R., Lee, C. A., Schneck, R. E., and Pennings, J. M. A strategic contingencies' theory of intraorganizational power. Administrative Science Quarterly 16, 2 (June 1971) 216-229.Google Scholar
Cross Ref
- 2 Hinings, C. R., Hickson, D. J., Pennings, J. M., and Schneck, R. E. Structural conditions of intraorganizational power Administrative Science Quarterly 19, 1 (March 1974), 22-44.Google ScholarCross Ref
- 3 Lucas, H. C., Jr. Why Information Systems Fail. Columbia University Press, New York, 1975.Google ScholarCross Ref
- 4 Lucas, H. C., Jr. Information Systems Concepts for Management. 2nd Ed. McGraw-Hill Book Co., New York, 1982. Google ScholarDigital Library
- 5 Lucas, H. C., Jr. Coping with Computers: A Manager's Guide to Controlling Information Processing. The Free Press, New York, 1982. Google ScholarDigital Library
Index Terms
- Organizational power and the information services department
Recommendations
Organizational power and the information services department: a reexamination
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