Matching programme structure to environment: A comparative study of two IS-based change programmes

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.