Validation of Model: The Process for Tier-I Variables

Validation of Model: The Process for Tier-I Variables

DOI: 10.4018/978-1-4666-4201-0.ch008

Abstract

Tier-I influencers form the baseline for the modeling process. These influencers aim to capture and measure collective orientation of organizational preparedness for IT acquisitions. This approach includes all the management principles (one of the two frontiers of the model, i.e., management science and computing science). Tier-I influencers include stakeholders in operational, tactical, and strategic layers in the organization as important influencers of the acquisition process, and the proposed model captures their contributions. The model considers it important to capture perceived benefits of IT acquisitions, climate in the organization for taking collective decisions in planning and policy driven issues, capabilities in managing IT projects and IT vendors, motivation of users in the organizational hierarchy, user contributions in reflecting organizational deliverables in IT enabled processes, and mapping expected contributors of successful IT acquisitions. In this chapter, quantitative methods are used for measuring and validating collective contributions of all the stakeholders.
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Reliability Test Of Tier-I Variables

As explained earlier the model argues in favour of having overall and proactive engagement of all stakeholders in the acquisition process. In pre-acquisition phase of the acquisition process, the model expects involvement of employees of the acquiring organization across all the three layers (Strategic, Tactical, and Operational) to coordinate, collaborate and arrive at a common point of agenda in terms of establishing better ambience for IT acquisitions, display and pursue standards in managing internal processes and formulating overall strategy for accepting a new scenario that is likely to emerge during and post-acquisition phases (Nonaka, 1988; Pearce & Robinson, 1996). It is however, important to note that organizations being generally hierarchical in nature, the scales used for measurements need to be carefully chosen because of overall goals that employees ion different layers pursue (Kanter, 2000; Basili et al., 1994; Mintzberg & Lampel, 1988). Despite these inequalities in goals and aspirations, organizational priorities need to be given the priority through appropriate methods and thus various scales need to be use to assess the scope for improvement and establish overall preparedness in the organization to bring positive changes in the climate, instill motivations among all employees and prepare them for IT acquisitions. This process needs use of carefully chosen measurement tools for assessment of reliabilities of the results obtained since stratifies samples (in this model all the samples are employees at various levels) are expected to holistically contribute to the organization’s overall pre-acquisition preparedness (Nunnally, 1978; Pedhazur, 1997; Rietveld & Van Hout, 1993; Spector, 1988; Carmines et al., 1999; Field, 2000; Mcliver & Carmines, 1994; Minieak, et al, 2001). In this chapter various tools and methods are used to assess the reliabilities data captured through the sampling process discussed earlier.

Table 1 provides the details of reliability-test of the variables done through “Cronbach alpha” and SPSS-10.1 has been used for the purpose.

Table 1.
Reliability of questions of the questions administered
Sl.
No.
Variable IdentificationVariable DescriptionNumber of QuestionsSample SizeCronbach Alpha
1U1Strategic User Preparedness6740.87
2U2Tactical User Preparedness62100.83
3U3Operational User Preparedness53200.72
4I1IS Strategy6740.88
5I2Interface Strategy42100.79
6I3Transaction Strategy43200.77
7T1IT Strategy7740.89
8T2Component Strategy82100.86
9T3Interface Strategy63200.86
10C1
(Strategic)
User perception on Organisation76040.71
C1
(Tactical)
C1
(Operational)
11C2
(Strategic)
User Perception on IT86040.69
C2
(Tactical)
C2
(Operational)
12C3
(Strategic)
Decision Making Style76040.78
C3
(Tactical)
C3
(Operational)
13PP
(Strategic)
Planning and Policy56040.65
PP
(Tactical)
PP
(Operational)
14PM
(Strategic)
Project Management66040.82
PM
(Tactical)
PM
(Operational)
15UM
(Strategic)
User Motivation56040.75
UM
(Tactical)
UM
(Operational)
16VC
(Strategic)
Vendor Management66040.75
VC
(Tactical)
VC
(Operational)
17AT
(Strategic)
IT Acquisition66040.71
AT
(Tactical)
AT
(Operational)
18LL
(Strategic)
Life Cycle76040.81
LL
(Tactical)
LL
(Operational)
19SA
(Strategic)
Acquisition Success66040.82
SA
(Tactical)
SA
(Operational)
20US
(Strategic)
User Satisfaction96040.71
US
(Tactical)
US
(Operational)
21AL
(Strategic)
Alignment76040.82
AL
(Tactical)
AL
(Operational)

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