Please use this identifier to cite or link to this item: http://hdl.handle.net/1893/11764
Appears in Collections:Management, Work and Organisation Journal Articles
Peer Review Status: Refereed
Title: Matching programme structure to environment: A comparative study of two IS-based change programmes
Authors: Yu, Angus Gonghua
Kittler, Markus
Contact Email: markus.kittler@stir.ac.uk
Keywords: programme management
programme strategy
programme structure
information systems development
decentralization
structural contingency theory
Issue Date: Aug-2012
Publisher: Elsevier for the International Project Management Association
Citation: Yu AG & Kittler M (2012) Matching programme structure to environment: A comparative study of two IS-based change programmes, International Journal of Project Management, 30 (6), pp. 740-749.
Abstract: This paper critically examines programme structure as a dimension of programme strategy within the context of large-scale-multi-site (LSMS) information system (IS) based change programmes. While a centralized programme structure is often assumed both in literature and in practice, we argue that programme structure should be a strategic decision contingent upon programme environment. Following the structural contingency theory, we characterise programme environment by two dimensions of the programme environment as programme authority over the participating organizations and homogeneity of the business processes among the participating organizations. Based on these two dimensions, we develop an authority-homogeneity matrix. Given a programme of low authority and low homogeneity, the programme should adopt a matching decentralized structure supported by standard process and data interfaces. By comparing two programme cases, we demonstrate how a decentralized approach can work for a LSMS IS-based change programme while a centralized programme structure fails.
Type: Journal Article
URI: http://hdl.handle.net/1893/11764
DOI Link: http://dx.doi.org/10.1016/j.ijproman.2012.01.009
Rights: The publisher does not allow this work to be made publicly available in this Repository. Please use the Request a Copy feature at the foot of the Repository record to request a copy directly from the author. You can only request a copy if you wish to use this work for your own research or private study.
Affiliation: Management Work and Organisation
Management Work and Organisation

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