Abstract
This paper reports the findings of a study of the effectiveness of organizational locus of control strategies for the development of knowledge-based information systems. Research hypotheses regarding project control by data processing departments, business departments, and newly formed organizational entities are generated and tested using project organizationdata gathered for a sample of twenty-six expert system applications. These data are assessed in the context of a conceptual framework that is used to differentiate and classify the respective expert systems according to their embodied knowledge and technological complexity. We find a significant association between the combined levels of knowledge and technological complexity for successfully fielded knowledge-based systems and the organizational locus of control that was established during development.
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