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The impact of autonomy on information systems planning effectiveness

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  • Mirchandani, Dinesh A.
  • Lederer, Albert L.

Abstract

Autonomy for information systems planning may have an impact on the effectiveness of that planning. Theory Y suggests that when managers have more autonomy, they have greater feelings of ownership, commitment, and responsibility, and thus perform better. A postal survey of 131 chief information officers of US subsidiaries of multinational firms collected data to test hypotheses based on the theory. Data analysis revealed that autonomy for IS planning in general and the strategy selection planning activity in particular significantly predicted IS planning effectiveness. These findings thus extend the theory to a new domain, namely IS planning in multinational firms, and thereby facilitate a better understanding of the management of IS planning. They further suggest that parent managers consider delegating greater autonomy to the managers of their foreign subsidiaries.

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  • Mirchandani, Dinesh A. & Lederer, Albert L., 2008. "The impact of autonomy on information systems planning effectiveness," Omega, Elsevier, vol. 36(5), pages 789-807, October.
    • Handle: RePEc:eee:jomega:v:36:y:2008:i:5:p:789-807
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    3. Kawai, Norifumi & Strange, Roger, 2014. "Subsidiary autonomy and performance in Japanese multinationals in Europe," International Business Review, Elsevier, vol. 23(3), pages 504-515.

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