Earning a Seat at the Table: How IT Departments Can Partner in Organizational Change and Innovation

Earning a Seat at the Table: How IT Departments Can Partner in Organizational Change and Innovation

Robert L. Moore (School of Government, University of North Carolina at Chapel Hill, NC, USA) and Nathan Johnson (School of Economics, Management, & Project Management, Western Carolina University, Cullowhee, NC, USA)
Copyright: © 2017 |Pages: 12
DOI: 10.4018/IJKBO.2017040101
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Abstract

Few would argue that the information technology department (ITD) is not an essential part of an organization. It is hard to envision a project that does not need the support of the ITD. Despite this importance, the ITD is not always involved in the management of projects. Often, the ITD is brought into the project late in the planning and development process. In many cases, the inclusion of the ITD in an advanced project stage can result in project failure where early involvement could have prevented it. Why is it that ITDs, while clearly a vital part of project implementation, are not always incorporated in the early stages of organizational projects? Is the ITD's role not understood, or are there misconceptions regarding the ITD's value? This paper seeks to provide a clearer understanding of the role of ITDs in organizations through a conceptual model of ITD organizational integration. The model provides actionable recommendations, demonstrates the organizational value of ITDs, and highlights the importance of including ITDs early in organizational project lifecycles.
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Literature Review

This study was undertaken utilizing a grounded theory methodology (Glaser and Strauss, 1967). Following a grounded theory approach is an appropriate technique when the researcher seeks to develop a new perception of a relatively well-known phenomenon (Stern, 1995). The actual literature review was conducted using Google Scholar and ProQuest with broad search terms such as “‘role of information technology’” and “‘IT’ AND ‘organizations’”. Initial searches were not limited by dates so a sense of what literature existed in this space could be obtained.

As articles were reviewed, patterns, additional search terms, and seminal research articles were discovered. In addition, the “Cited by” feature within Google Scholar was leveraged to find new articles. As search terms were refined, results were then limited to the last ten years and the content was organized into the following initial categories or codes: role of emotions, process alignment, organizational performance, performance, IT project management, IT positioning within organization, objective alignment, and risk management. A further round of review within these initial categories produced a finalized group of categories: ITD position within the organization, calculating the value of IT, risk management and the ITD, and improving communication within the ITD. A summary of the salient literature within these final categories appears below.

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