TOWARD A COMPREHENSIVE FRAMEWORK FOR MIS …

Framework for MIS Research

TOWARD ACOMPREHENSIVEFRAMEWORK FORMIS RESEARCH

By: Richard L. Nolan

James C. Wetherbe

Abstractcomprehensive framework for Management Informa-

ion Systems (MIS) that attempts to define the domain)t MIS research is proposed. The framework drawsixtensiveiy from existing MIS frameworks and organlza-ionai theory concepts and definitions. Validation of theramework is accomplished by categorizing a cross-••ection of MIS literature within the framework.

:eywords: Management information systems, MISresearch, MIS frameworks. MIS literature

^CM Categories: 1.0, 1,5, 1.52,2.1

IntroductionManagement Information Systems (MIS) is a con-cept which has overcome considerable adversityin achieving academic and practical respectability.Oversold in the late 1 96O's by a few overzealousindividuals as a grandiose solution to manage-ment's information requirements, MIS was placedat a considerable disadvantage in terms ofmanagement expectations and technologicalreality. Consequently, an inevitable "expectationsgap" developed in the early 197O"s, as therewere those who criticized MIS as being only a"mirage" [91.

Fortunately, those more realistic about and com-mitted to MIS have nurtured this controversialconcept from infancy into what now may be termedearly adolescence. Particular credit and gratitudefor the emergence of MIS must be attributed tothe foresighted and dedicated faculty at theUniversity of Minnesota. They were willing tocommit the time and effort required to establishthe first formal academic program in MIS (1 968)and the tirst research center for MIS, Equal creditand gratitude is owed to the founders of TheSociety for Management Information Systems,which has provided a professional organization forboth practitioners and academicians of MIS.

Today, MIS is a widely accepted and used term inboth industry and academia- MIS curriculum isproliferating throughout colleges and universitiesas students prepare for roles as MIS practitionersand academicians. The demand for practitionerswith MIS training is intense. Systems analysts areranked third, after medical doctors andveterinarians, among career areas projected toexperience the greatest shortage of profes-sionals for the next several years [19],

Accompanying the Increased curriculum activityin MIS is an increase in the number of academiciansequipped with the research skills and the interestto conduct relevant and timely research into thecritical issues facing the practitioner and user ofMIS. tn view of the increased interest in and needfor MIS research, it is becoming increasinglyimportant to establish a meaningful and com-prehensive framework to define and direct MISresearch efforts. Such a framework can providethe structure necessary to categorize and relatev/hat is increasingly becoming diversified MISresearch efforts. To illustrate this diversity,

MIS Quarterly/June 1980 1


research into database technology, human infor-mation processing, chargeout systems,distributive technology, structured programming,top-down and bottom-up systems design, and theimpact of computer technology on power andconflict within an organization, are topics whichcan be argued as at least being related to MISresearch.

This diversity has caused identity problems forMIS research. It is not uncommon fora new Ph.D.in MIS to present his or her dissertation on a jobinterview and have non-MIS faculty ask, "Is thatreally an MIS dissertation in Computer Science, orOrganizational Behavior, or Quantitative Manage-ment Science, etc.7" Though MIS researchersusually can agree on whether a particularresearch paper is MIS research, they are oftenhard pressed to define the specific criteria fortheir categorization. A well focused researchframework will assist MIS researchers in relatingtheir research efforts to MIS as well as to thevwork of non-MIS colleagues.

Beyond categorizing and relating MIS research, aframework for MIS research can be useful in moreeffectively directing research efforts by identify-ing the major areas worthy of research resources.This should encourage researchers to pursue areasonably balanced research program directedat all of the major issues of MIS, rafher thanoveremphasizing some issues at the expense ofothers.

In this article a brief review of existing literature onMIS research frameworks is presented. This isfollowed by fhe presentation of the MISframework developed by the authors. The paperis completed by illustrating how existing MISliterature can be related to the proposedframework.

MIS Research FrameworksThere is limited literature avaiiabie which isdirected specifically at developing a comprehen-sive framework for MIS research. Though severalMIS research frameworks have been proposed,most have been developed to provide aframework for research into a particular area ofMIS (e.g., Gorry and Scotf Morton [11 ];Chervany. Dickson, and Kozar [5]; Lucas [14];

and Mock [17]), Accordingly, the frameworksare not intended to provide a comprehensiveframework which is inclusive of all that can beconsidered MIS research. For example, the Gorryand Scott Morton [11] framework is useful forresearch into decision making within an organiza-tion. In contrast, the Mock 117] framework isuseful for research into differences in informationstructure and the impact of behavioral variables

Mason and Mitroff [15] provided what can beconsidered the first literature specifically directedaf defining a comprehensive framework for MISresearch. Their framework suggests a program ofresearch in MIS based upon five general con-siderations — psychological type ot decisionmaker, class of problem, method of evidence,organizational context, and modes of presentinginformation. The framework is derived fromMason and Mitroff's definition of an informationsystem:

An information system consists of at leastone person of a certain psychologicaltype who faces a problem within anorganization context for which he heedsevidence to arrive at a solution (i.e., toselect some course of action) and thaf fheevidence is made available to him throughsome mode of presentation.

More recently. Jenkins [12] enhanced fheChervany, et al., work to provide a researchframework which is similar to that of Mason andMitroff, but is more contemporary and stream-lined. Jenkins' research framework is based uponfhe following definition ot a management informa-tion system.

An MIS is at least one person utilizing aninformation system to undertake a taskand the resulting performance.

Jenkins' definition identifies tour basic MISvariables — decision maker, fask, informafionsystem, and performance. Based upon this defini-tion, he has proposed thaf MIS research beconducted info each ot the variables and fheinteraction among them.

The similar orientations of both the Mason/Mitroffand the Jenkins frameworks provide excellent"micro" frameworks for MIS research. Bothframeworks use micro to define the minimaleiements required to constitute an MIS (I.e.. "An

2 MIS Quarterly/June 1980

Framework tor MIS Research

MIS is af least"...). Due to this micro orientation,neither framework adequately addresses broaderaggregate issues which are also pertinent to MISresearch. For example, issues such as the effectof MIS on organizational structure or organiza-tional processes are not addressed within theseframeworks.

It is important to stress that because theframeworks reviewed in the preceding discussionare not comprehensive, it does not diminish theirvalue for research purposes. Benbasat andSchroeder [2] have pointed out that the choice of aparticular framework indicates to other resee -̂chersthe context of an experiment, and allows otherresearchers to conduct different research pro-jects under the guidance of the same theoreticalframework. That is, a particular framework,though not comprehensive, may be useful forresearch into a particular dimension of MtS [e.g.,the Jenkins framework is particularly useful forresearch into the user system interface which hasbeen too frequently neglected in MIS research).Accordingly, the objective of the authors is not topropose a framework which replaces existingframeworks, but rather to provide a frameworkwhich defines the domain of MIS research In afashion that highlights all major dimensions of MISdeserving the attention of MiS researchers. Morespecifically tailored research frameworks will stillbe required to conduct research into a specificdimension ot MIS.

Developing aComprehensiveFrameworkAn accurate and generally accepted definition ofMIS is provided by Davis [7):

MIS is an integrated, man/machinesystem for providing information to supportthe operation, management, and decisionmaking functions in an organization. Thesystem utilizes computer hardware andsoftware, manual procedures, manage-ment and decision models, and adatabase.

Davis' definition illustrates that MIS is an eclecticdiscipline. Figure 1 is an improvised version of a

model developed by Davis [8] which illustratesthe major areas from which MIS draws, MIS Isalso a pervasive concept. It is often difficult todefine exactly where MIS begins and otherentities leave off [16j.

Systems approach

Developing a comprehensive framework for MISwhich considers both the eclectic and pervasivecharacteristics of MIS can be accomplished bydrawing from a discipline specifically designed tocope with such complexity — systems theory.Systems theory is concerned with deveiopingsystematic frameworks for describing generalrelationships in the empiricai world 13]. Kast andRosenzweig [13] define a system as an organized.unitary whole composed of two or more subsystems,and delineated by identifiable boundaries from itsenvironmental system. They further differentiatebetween open and closed systems as systemsthat "do" and "do not" interact with theirenvironments respectively.

A general model of a system (see Figure 2) con-sists of one or more inputs to a system, and oneor more outputs from the system. Inputs aretransformed into outputs as a result of theirinteraction with two or more subsystems.

An additional and important dimension to systemstheory is the use of feedback for system control.Feedback is a form of system input necessary toevaluate the internal performance of this system,and to allow systems to recognize and adapt toenvironmental changes {e.g., changes in demandfor system outputs and changes in supply ofinputs). Feedback on internal performance of asystem is concerned with system efficiency.Feedback on environmental issues is concernedwith system effectiveness. Failure of a system tobe responsive to environmental changes cancause exogenous intervention to change thesystem, or even cause extinction of the system ifthe environment decides to no longer support it.That is, fhe environment may decide to supplyinputs to a different system capable of providingthe desired outputs. For example, a companymaking buggy whips had fo recognize decliningdemand for their output {i.e.. buggy whips) andchange to a different product desired by themarketplace or go out of business.



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Systems theory can be applied to developing anMIS research framework by viewing MIS as anopen system which transforms data, requests forinformation, and organizational resources (inputs)into information (outputs) in the context of anorganization (environment of MIS). Given thisfundamental framework. MIS research can bebroadly defined as pertaining to the transforma-tion process of MIS or to the environmentalinteraction of MIS.

Transformation processTo further develop the transformation dimensionof the framework, it is necessary to factor MIStechnology and MIS outputs into their major sub-systems. Using Davis' [6,71 frameworks, MIStechnology can be factored into the followingsubsystems:

1. Hardware—computers and relatedinput/output devices

2. Software—system and application pro-grams

3. Database—Files and their records anddata elements

4- Procedures—Instructions for both thedevelopment and operation of informa-tion systems

5, Personnel—Organizational par-ticipants engaged in the developmentand/or operation of MIS

These five subsystems interact with each other totransform data into information. This transforma-tion process adds value to data by enhancing itsform, accessibility, accuracy, timeliness, etc. MISresearch concemed with the transfonnation processcan be directed at one or more of the MIStechnology subsystems or the interaction amongthem. For example, research into file structureswould initially be concerned with the data sub-system, though it would eventually involveextensive interaction with the hardware andsoftware subsystems and then the personnel andprocedures subsystems.

Several illustrations may be helpful in clarifyingthe previous example. A vivid illustration is providedby the research whioh has been conducted into

relational database management systems(DBMS). The concept of relational DBMS precededsoftware and hardware implementations. Onceimplemented, the effect of the new technology onthe procedures and personnel systems has to beconsidered. Research into structured programmingillustrates research primarily directed at theprocedures subsystem that eventually had signifi-cant interaction with the software and personnelsubsystems. Chief programmer teams illustrateresearch primarily directed at the personnel sub-system and to a lesser extent the proceduressubsystem. As a final illustration, research intodistributive processing is primarily directed at thehardware and software subsystems, though iteventually affects the remaining subsystems.

A Dickson and Simmons [10] framework suggeststhat the output from an MIS can be factored intofour subsystems based on the function the outputperforms. The four subsystems are as follows:

1. Transaction Processing—Substitutingcomputer processing for clerical pro-cessing

2. Information Reporting—Providingreports and terminal displays orientedtoward management decision making

3. Decision Support—Using models togo beyond just reporting informationactually to assist in decision making

4- Programmed Decisions—Decisionmaking performed by the system inaccordance with predefined decisionrules

As the output subsystems are provided by MIStechnology, MIS research concerned withtransformation process can be directed at theinteraction among MIS technology subsystemsand the outputs they provide. For example, POS(Point-of-Sale) terminals, which primarily pertainto the hardware and software subsystems, affectthe transaction processing output of an MIS.Simulation models, which are primarily a functionof the software subsystem, affect the decisionsupport output of an MIS. By adding the conceptof feedback to measure the efficiency and effec-tiveness of MIS, it is possible to provide a model'of the transformation process of MIS. The modelis illustrated in Figure 3.



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M/S Quarterly/June 1980 7


Interaction with environment

To consider the interaction of MIS with itsorganizational environment, it is helpful to con-sider organizations as systems that producegoods and/or services by transformation pro-cesses they perform upon inputs (i.e., material,energy, and information) they receive from theirenvironment. The transformation of organizationalinputs into outputs is accomplished through fivemajor subsystems defined by Kast and Rosenzweig[13]. These subsystems are illustrated in Figure 4and are defined below;

1. Goals and Values Subsystem—Thepurpose of the organization and itssociocultural attitudes as defined byorganizational participants

2. Technical Subsystem—The know-ledge required to perform the varioustasks used directly and indirectlyin the transformation of inputs intooutputs (e.g., manufacturing, account-ing, marketing, research). The typeo( technical subsystems containedin an organization are a function ofthe tasks required to perform thetransformation processes (e.g.,manufacturing differs from medicalcare).

3. Structural Subsystem—The ways inwhich organizational tasks are dividedand coordinated, and formalizes therelationships between technical andpsychosocial subsystems by definingpatterns of authority, communication,and work flow.

4. Managerial Subsystem—Responsiblefor decision making, relates theorganization to its environment, setsthe goals, develops strategic andoperational plans, designs the struc-ture, and establishes the controlprocesses.

5. Psychosocial Subsystem—Theindividual behavior and motivation,status and role relationships, groupdynamics, and influence systems oforganizational participants.

The pervasive nature of MIS results in its havingsignificant interaction with each of the fiveorganizational subsystems. Management sub-systems are atfected by the information they areprovided for decision making and by thedecisions which are automatically made for them.Technical subsystems are affected by proceduralchanges and obsolescence in procedures andtechniques used to perform tasks. For example,consider the effect MIS has had on accountingprocesses. Structural subsystems are affected asMIS facilitates structural changes such ascentralization or decentralization of the manage-ment and organization of various organizationalfunctions. Psychosocial subsystems are affectedas organizational participants and groupsexperience changes in their jobs, status, work ,relationships, etc. Goal and value subsystems areaffected by MIS primarily in terms of the addedcapabilities and the accompanying increase inresponsibility MIS creates. For example, MISallows organizations to develop elaboratedatabases which provide increased intelligenceon their employees and customers. Suchdatabases raise questions pertaining to invasionof individual privacy which is an important value-issue.

It is important to note that MIS itself is a subset ofthe technical subsystem. MIS also has its ownsubset of the managerial, structural, pyscho-social, and goals and values subsystems. Toillustrate this point, consider the effort thathas been directed at incorporating MIS tech-nology into the structural and managerial sub-systems, or the effort directed at aligning MISgoals and values with organizational goals andvalues.

Figure 5 illustrates the overall relationshipbetween MIS and its environment. Note that theenvironment of the organization (/. e.,competitors, government, suppliers, customers)is also an extension of the environment of MIS.However, it seems necessary to establish a boun-dary at the organizational level since the organiza-tionai subsystems sufficiently filter interactionwith this broader environment before reachingMIS. For example, privacy legislation created bythe government will be filtered fhrough theorganization's technical (e.g., legal) and"managerial subsystem before it directly affectsMIS.

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Relating Existing Literatureto the FrameworkThe utility of the proposed MIS researchframework can be assessed in terms of its abilityto relate to existing MIS literature. The appendixillustrates how a sample of MIS literature relatesto the framework. The procedure for categorizingthe literature info the framework is straightfor-ward. By focusing on the abstract of each article,if is a simple process to identify the key issues theauthor{s) are addressing.

For example, consider the classic by Ackoff,"Management Misinformation Systems" [1], Theabstract for fhat article reads as follows:

Five assumptions commonly made bydesigners of management informationsystems are identified. It is argued thatthese are not justified in many (if not most)cases and hence lead to major deficien-cies in the resulting systems. Theseassumptions are: (1) the critical defi-ciency under which most managersoperate is the lack of relevant information,(2} the manager needs the information hewants, (3) if a manager has the informa-tion he needs his decision making willimprove, (4) better communication betweenmanagers improves organizational perfor-mance, and (5) a manager does not haveto understand how his information systemworks, only how to use it. To overcomethese assumptions and the deficiencieswhich result from them, a managementinformation system should be imbeddedin a management control system. A pro-cedure for designing such a system isproposed and an example is given of thetype of control system which if produces-

From reading the abstract, if can be initially deter-mined that Ackoff is dealing with informationrequesfs, information reporting, managers andmanagers psychosocial subsystems, and pro-cedures for resolving problems raised in the article(see entry number 1 in the appendix). Readingthe article confirms the initial determination.

An Experimental Evaluation of InformationOverload in a Production Environment," byChervany and Dickson |4], is one of the initial.

classic empirical research pieces in MIS. Theirabstract reads as follows:

This paper reports the results of anexperimental study of the relationshipbetween the effectiveness of aggregateproduction planning decisions and theform of the information system used tosupport the decision making. The experi-ment, involving, twenty-two graduatebusiness administration students devotingan entire weekend to the decision makingactivity in a simulated, computer basedenvironment, generated results showingsignificantly different performance accord-ing to the form in which information waspresented. Decision makers given datasummarized through the use of simpledescriptive statistics {1) made higherquality decisions than those receiving thesame data in standard formats. (2) hadless confidence in the qualify of their deci-sions, and (3) took longer to make theirdecisions.

From reading the abstract, it can be initially deter-mined that Chervany and Dickson are dealing withinformation reporting (summarized or detailed) fora technical subsystem (production), and itsinteraction with a managerial subsystem(simulated by students), and assessing decisionmaking effectiveness and efficiency (see entrynumber 9 in the appendix). Reading the articleconfirms the initial determination.

As a final example, consider Nolan's [18] originalwork on the Four Stage Hypothesis — "Managingthe Computing Resource: A Stage Hypothesis."The abstract reads as follows:

Based on the study of expenditures fordata processing, a descriptive stagehypothesis is presented. It is suggestedthat the planning, organizing, and control-ling activities associated with managingfhe computer resource will change incharacter over a period of time, and willevolve in patterns roughly correlated tofour stages of the computer budget:Stage I (computer acquisition). Stage II(intense system development). Stage III(proliferation of controls), and Stage IV(user/service orientation). Each stage isdescribed and related to individual tasksfor managing the computer resource.


Framework tor MIS Research

Ttie abstract indicates the article covers a broadspectrum of MIS involving resources (budget),hardware, software, database, procedures(systems development), structural subsystem(organizing), managerial subsystem (planning andcontrol), and the technical subsystem of MISmanagement (see entry number 5 in ttie appendix).

The appendix includes other articles, many ofwhich should be familiar to the reader, whichillustrate the use of the research framework. Thearticles are listed in order of date of publication.Most articles were drawn from the MIS Quarterly,as it is emerging as the journal with the purestfocus on MIS. Some of the articles are applica-tions oriented rather than theoretical or research.iHowever, the framework is still operational. Inmost cases the articles can be comfortablycategorized by using the abstract procedureillustrated in the preceding examples. Occasional-ly, reading the article is required to capture theauthor(s)' total perspective.

The framework has been used in MIS Ph.D.seminars in which students categorize variousMIS literature. Students are able to consistentlycategorize MIS iiterature and gain a clearperspective of the entire domain of MIS research.A drawback of the framework is that it is extremelybroad. For example, the category MIS proceduresis used to include topics such as informationrequirements analysis, structured programming,and change control. However, breadth Isnecessary to maintain the straightforward qualityof the framework. On the other hand, more nar-row, precise frameworks are still required forspecific research efforts.

The diverse distribution of subsystem interactionamong the literature listed in the appendixillustrates why MIS research has involvedscholars from diverse academic and practitionerbackgrounds. It also accounts for the differencesin research emphasis found in different univer-sities with active programs in MIS, For example.Minnesota has been noted for its contributions inthe behavioral dimension of MIS, Harvard hasbeen noted for its contributions in the Manage-ment of MIS, Pennsylvania has been noted fortheir contributions in the area of Office Automa-tion, and MIT has been noted for their work inDecision Support Systems. These are all criticaldimensions of MIS, and it is quite understandable

and appropriate for such variety in research orientations to exist among universities.

ConclusionThe authors' objective in proposing a comprehen-sive framework for MIS research is to integratethe diverse and often confusing theory andresearch in MIS. The framework proposed pro-vides clarification of thought on the subject of MISresearch and should allow an MIS researcher tomore accurately define and consider the scope ofhis or her research. It shouid also encourage MISresearchers to systematically consider the entiredomain of MiS research, and facilitate properidentification of areas worthy of MIS researchresources. Ultimately, this should result in areasonably balanced program of MIS researchactivity.

References

[1) Ackoft, R.L. "Management InformationSystems," Management Science. Volume14, Number 4, December 1967, pp.147-156.

[2] Benbasat, I, and Schroeder, R.G. "AnExperimental investigation ot Some MISDesign Variables," MIS Quarterly, Volume1, Number 1, March 1977, pp, 37-49.

[3] Boulding, K. "General Systems Theory-The Skeleton of Science," ManagementScience, April 1956, pp. 197-208.

[4] Chervany, N.L. and Dickson, G.W. AnExperimental Evaluation of InformationOverload in a Production Environment,"Management Science, June 1974, pp.1335-1344.

[5] Chervany, N.L., Dickson, G.W., and Kozar,K.A. "An Experimental Gaming Frameworkfor Investigating the Influence of Manage-ment Information Systems on DecisionEffectiveness,'' Working Paper 71-12,Management Information SystemsResearch Center, University of Minnesota,Minneapolis, Minnesota, 1972.

[6) Davis, G.B, Computer Data Processing.2nd Ed., Mc-Graw-Hill Book Co., New 'York, New York, 1973, Chapters 13 and16.



|7] Davis, G.B. Managemefit InformationSystems: Conceptual Foundations, Struc-ture, and Development. McGraw-Hill BookCo., New York, New York, 1974.

|8] Davis, G, and Jensen, L. Instructor'sManual to Accompany Management Infor-mation Systems Conceptual Foundations,Structure, and Development, McGraw-HillBook Co., New York, New York, 1974.

|9] Dearden, "MIS is a Mirage," HarvardBusiness Review, January-February 1972,pp. 90-99.

[10] DicKson, G.W. and Simmons, J.K. "TheBehavioral Side of MIS," BusinessHorizons. August 1970, pp. 59-71.

I l l ] Gorry, G.A, and Scott Morton, M.S, "AFramework for Management InformationSystems," Sloan Management Review,Volume 13, Number 1, Fall 1971, pp,55-70,

(12] Jenkins, A,M, "A Framework for MISResearch," Proceedings of the 9th AnnualConference: American Institute for Deci-sion Sciences, Chicago, Illinois, October12-21, 1977, p. 573.

[13] Kast, F,E. and Rosenzweig, JE, Organiza-tion and Management A Systems Approach,McGraw Hill Book Co,, New York, NewYork, 1970.

[14] Lucas, H.C., Jr. "A Descriptive Model ofInformation Systems in the Context of theOrganization," Data Base, Winter, 1973,pp. 27-39.

(15] Mason, O and Mitroff, I.I. "A Program forResearch on Management InformationSystems," f^anagement Science, Volume19, Number 5, January 1973,

[16] McFarlan, F.W. "EDP Management Audit,"Harvard Business Review, May-June1973,

[17] Mock, T,J, "A Longitudinal Study of SomeInformation Structure Alternatives," DataBase, Volume 5, Numbers 2, 3, and 4,Winter, 1973, pp. 40-45.

[18] Nolan, R.L. "Managing the ComputerResource: A Stage Hypothesis," Com-munications of the ACM. Volume 16,Number 7, July 1973, pp. 399-405.

(19] Occupational Outlook Handbook 1978-79Edition, U.S. Department of Labor, Bureauof Labor Statistics, Bulletin 1955, 1978,pp. 5, 111-117.

About the Authors

Richard L. Nolar\ is Chairman of Nolan, Norton &Company, Inc., in Lexington. Massachusetts. Hewas an Associate Professor of BusinessAdministration at the Harvard Business Schoolwhere he taught courses in control and data pro-cessing, and did extensive research in the field ofMIS. He is the author and co-author of severalbooks and a series of articles in the HarvardBusiness Review on MIS Management.

James C. Wetherbe is an Associate Professor ofMIS and Associate Dean in the College ofBusiness Administration at the University ofHouston. He has previous industry experiencewth Houston Oil & Mineral, NCR. Computing andSoftware, and directed the computing centers atTexas Tech University and Idaho State University.He is the author of two books and numerousarticles on MIS.


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W

ithin

gton

, H

arva

rd

Bus

ines

sR

evie

w,

July

-Aug

ust

19

74

.

11.

"Evo

lutio

n

of

Dat

a-B

ase

Man

agem

ent

Sys

tem

s,"

Jam

es

P,

Fry

and

Edg

ar

H.

Sib

ley,

Com

putin

g S

urve

ys,

Mar

ch 1

976

.

12.

"A

Con

tinge

ncy

Vie

w

of

Man

agin

g th

eD

ata

Pro

cess

ing

Org

aniz

atio

n,"

Jam

es C

.W

ethe

rbe

and

Car

lton

J. W

hite

head

, M

ISQ

uarte

rly,

Mar

ch

19

77

.

13.

"An

Exp

erim

enta

l In

vest

igat

ion

of S

ome

MIS

Des

ign

Var

iabl

es,"

Izak

Ben

basa

t an

dR

oger

G

. S

chro

eder

, M

IS

Qua

rterly

,M

arch

19

77.


Framework for MIS ResearchM

iSE

NV

IRO

NM

EN

TM

iSF

EE

DB

AC

KM

iSO

UT

PU

TS

MiS

TEC

HN

OLO

GY

MiS

iNP

UTS

PsychosociaiStructuraiTechnicalManagerialGoals and Vaiues


Decision SupportProg. Decisionsinfo. ReportingTransaction Proc.



MiS

LiTE

RA

TUR

E

• • • •

• •• • •

• • •• •• •

• • •• • • • •

14.

"Det

erm

inat

ion

of

M

anag

emen

t in

form

a-tio

n N

eeds

: A

Com

paris

on o

f M

etho

ds,"

Mai

com

C.

Mun

ro a

nd G

ordo

n B

. D

avis

,M

IS Q

uarte

rly,

June

1 9

77.

15.

"Wha

t th

e in

form

atio

n A

naiy

st

Sho

uld

Kno

w a

bout

Bod

y i_

angu

age,

" A

. M

ilton

Jenk

ins

and

Ran

daii

D.

John

son,

MIS

Qua

rterly

, S

epte

mbe

r 19

77.

16.

"A

Tax

onom

y of

D

ecis

ion

S

uppo

rtS

yste

ms,

" S

teve

n A

lter.

S

loan

Man

age-

men

t R

evie

w,

Fail

1977

.

17.

"MiS

P

robl

ems

and

Faiiu

res:

A

S

ocio

-T

echn

ical

Per

spec

tive

Par

t i

and

Par

t il,

"R

ober

t P

. B

ostro

m

and

J.

Ste

phen

Hei

nen,

M

IS

Qua

rterly

, S

epte

mbe

r an

dD

ecem

ber

1977

.

18.

"The

O

rgan

izat

iona

l C

onte

xt

of

Use

r-C

ente

red

Sof

twar

e D

esig

ns,"

Rob

Klin

g,M

IS Q

uarte

rly.

Dec

embe

r 19

77.

19.

"Em

piric

al

Evi

denc

e fo

r a

Des

crip

tive

Mod

el

of

impi

emen

tatio

n,"

Hen

ry

C.

Luca

s, J

r.,

MIS

Qua

rterly

, Ju

ne

1978

,


Framework for MiS Researctt

MtS

EN

VIR

ON

ME

NT

MIS

FEE

DB

AC

KM

ISO

UTP

UTS

MIS

TEC

HN

OLO

GY

MIS

INP

UTS

PsychosocialStructuralTechnicalManagerialGoals and Values





MIS

LITE

RA

TUR

E

• •

•• •

••

•

• • • •• •• ••

20.

"The

Im

pact

of

Cog

nitiv

e S

tyle

s on

Inf

or-

mat

ion

Sys

tem

s D

esig

n,"

Izak

B

enba

sat

and

Ron

ald

N.

Tay

lor,

MiS

Qua

rterly

, Ju

ne19

78.

21

. "E

valu

atin

g

Man

agem

ent

Info

rmat

ion

Sys

tem

s,"

Willi

am

R.

Kin

g an

d Ja

mie

1.

Rod

rique

z,

MIS

Q

uarte

riy,

Sep

tem

ber

1978

.

22

. "D

ocum

ent-B

ased

Sys

tem

s fo

r M

anag

e-m

ent

Pla

nnin

g a

nd C

ontro

l: A

Cla

ssifi

ca-

tion

Sur

vey

and

Ass

essm

ent,"

E.

Bur

ton

Sw

anso

n an

d M

ary

J.

Cul

nan,

M

iSQ

uarte

rly,

Dec

embe

r 19

78.

23.

"The

In

tern

al

Aud

itors

R

ole

in

MIS

Dev

elop

men

ts,"

Lar

ry E

. R

itten

berg

an

dC

harle

s R

. P

urdy

, M

IS

Qua

rter

ly,

Dec

embe

r 19

78.

24.

"Heu

ristic

D

evel

opm

ent:

A

Red

esig

n of

Sys

tem

s D

esig

n,"

Tho

mas

R.

Ber

risfo

rdan

d Ja

mes

C.

Wet

herb

e, M

IS Q

uarte

riy,

Mar

ch

1979

.

25.

"Cry

ptog

raph

ic

Pro

tect

ion

of C

ompu

ter-

Bas

ed

Dat

a F

iles,

"' Th

omas

J.

M

urra

y,M

iS Q

uarte

riy,

Mar

ch

1979

.

MiS Quarteriy/June 1980 17

Framework for MIS ResearchM

iSE

NV

IRO

NM

EN

TM

ISFE

ED

BA

CK

MIS

OU

TP

UT

SM

iSTE

CH

NO

LOG

YM

iSIN

PU

TS

PsychosociaiStructuraiTechnicalManagerialGoals and Values


Decision SupportProg, DecisionsInfo. ReportingTransaction Proc.

PersonneiProceduresDatabaseSoftwareHardware

ResourcesInfo, RequestsData

MiS

UTE

RA

TUR

E

• • «•

• •• • • • •

••

•

• • • • ••

•

•

26.

"A F

ram

ewor

i^ f

or M

iS S

oftw

are

Dev

elop

-m

ent

Pro

ject

s,"

Jeffe

ry

H.

Moo

re,

MIS

Qua

rterly

, M

arch

19

79.

27.

"A

Use

r's

Beh

avio

r T

owar

ds

His

M

iS,"

Ale

xand

er

M.

Mai

sh,

MIS

Q

uarte

rly,

Mar

ch

1979

.

28.

"Ess

entia

l P

rinci

pies

of

in

form

atio

nS

yste

ms

Dev

eiop

men

t,"

Jam

es

Sen

n,M

IS Q

uarte

rly,

June

1 9

79.

29.

"Mot

ivat

ion

Leve

is

of

MiS

M

anag

ers

vers

us

Tho

se

of

The

ir E

mpi

oyee

s,"

J,D

anie

i C

ouge

r an

d R

ober

t A

. Z

awac

ki,

MIS

Qua

rterly

, S

epte

mbe

r 1

97

9.

30.

"Det

erm

inin

g in

form

atio

n R

equi

rem

ents

:A

Con

tinge

ncy

Met

iiod

for

Sel

ectio

n of

aR

equi

rem

ents

Ass

uran

ce S

tra

teg

y,'

J.D

.N

aum

ann.

G.

Dav

is,

J. M

cKee

n, M

iSR

CW

orki

ng P

aper

, U

nive

rsity

of

Min

neso

ta,

Oct

ober

19

79.

31.

'Man

agem

ent

info

rmat

ion

Req

uire

men

tsA

sses

smen

t: T

he

Sta

te

of

the

Art

,"R

ando

if B

. C

oope

r an

d E

. B

urto

n S

wan

-so

n, D

ata

Bas

e, F

aii

1979

.



MIS

EN

VIR

ON

ME

NT

MIS

FEE

DB

AC

KM

ISO

UTP

UTS

MIS

TEC

HN

OLO

GY

MIS

INP

UTS

Psychosocia!StructuralTechnicalManagerialGoals and Values





MIS

UTE

RA

TUR

E

••

•

•••

•

• •• •

•

32

. "E

nd U

sers

as

App

licat

ion

Dev

elop

ers,

"E

R.

McL

ean,

M

IS Q

uarte

rly.

Dec

embe

r1

97

9.

33.

"An

Ana

lysi

s of

Dis

tribu

ted

Dat

a P

roce

ss-

ing

on

Org

aniz

atio

ns

in

the

198O

's,"

Cha

rles

K.

Dav

is a

nd J

ames

C. W

ethe

rbe,

MIS

Qua

rterly

. D

ecem

ber

1979

.


TOWARD A COMPREHENSIVE FRAMEWORK FOR MIS …

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