The contribution of resource interdependence to IT program performance: A social interdependence perspective

Abstract

Combinations of multiple, related projects into interdependent programs are becoming common in the field of information technology. However, little work exists to study the impact of interdependence in the program environment to achieve collective success. Social interdependence theory provides a structure to examine whether collaborative efforts promote behaviors that result in higher levels of success. Using resource interdependence as an indicator of collaboration, a model of promotive behaviors is developed using the lens of social interdependence. Expectations are that resource interdependence conditions will promote more mutual support, effort, and communication. In turn, these behaviors will lead to an improvement in the business objectives and operational efficiency of the organization. A survey of program and project managers in information system vendors located in India support the model. The results provide support for the argument that programs are effective organization structures that capitalize on interdependencies and that the social interdependence theory provides a consistent model to explain the benefits of resource interdependence.