IRM as a coordinating mechanism: A study in large Japanese firms

Information & ManagementPublished 1 January 1988

Osamu Satô, Masahiro Horiuchi

DOI10.1016/0378-7206(88)90040-7

Source URL

Citations10

SJR quartileQ1

SJR score2.92

SNIP2.74

TL;DR

The results indicate that five factors significantly affect the existence and selection of coordination mechanisms in IRM and create a need for an official IRM function as a coordination mechanism.

Abstract

Abstract One of the functions of Information Resource Management (IRM) is coordination between the Information System (IS) department and the users. Models of this coordination mechanism are presented, and the results of two empirical studies obtained through questionnaires given to large Japanese companies are introduced. The objectives of this research were: (1) to investigate organizational factors which affect the existence of coordination functions; (2) to find organizational factors which affect the selection of coordination mechanisms. The results indicate that five factors: (1) importance of technical factors, (2) organizational climate (adaptability), (3) progressiveness of IS department, (4) the resources of the IS department, and (5) computer experience of the users, significantly affect the existence and selection of coordination mechanisms. Also they after the patterns of the coordination mechanisms and create a need for an official IRM function as a coordination mechanism. In other words, the coordination pattern shifts from IS driven through user driven to independent or official committee driven in IRM by these factors.

Keywords

PsychologyComputer Science

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