Information technology project outcomes: user participation structures and the impact of organization behavior and human resource management issues

Abstract

Abstract Despite considerable research examining user participation in information technology (IT) project implementation, the findings are equivocal concerning how beneficial IT user participation is for project outcomes. Likewise, evidence concerning the management of various forms of user participation is also mixed. This study posits an integrated user participation structure composed of a combination of steering committees, cross-functional teams and project champions performing different functions and supporting each other during the course of project implementation. The study builds a research model that identifies the impact of various organization behavior and human resource management (OB/HRM) issues on the ability of the user participation structure to influence IT project outcomes. It presents the results of field research in the form of nine case studies to identify various OB/HRM factors that can discriminate between different IT project outcomes. The field study leads to a revised research model that emphasizes the role of processes and dynamics within the user participation structure, as well as the role of OB/HRM variables, in influencing the relationship between user participation structures and IT project outcomes.