The Contingent Effects of Management Support and Task Interdependence on Successful Information Systems Implementation

By Rajeev Sharma, Philip Yetton. MIS Q., 2003

532 citations recorded by the source corpus.

Subfields: Information Systems and Management, Management Information Systems

View Paper: https://www.semanticscholar.org/paper/e302dc9c456edf65e4056884c1ee7442f0a77195

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Information Systems and Management

In Management Information Systems

Citations in the corpus

Re-examining the Unified Theory of Acceptance and Use of Technology (UTAUT): Towards a Revised Theoretical Model (2017, methodology): “studies with significant results (Rosenthal 1979; Sharma and Yetton 2003), it is important to consider studies from the nonjournal sources (Wu and Du 2012) as well.”
Organizational culture and leadership in ERP implementation (2008, background): “Given the high spending and low success rate, it is urgent for researchers to unlock the mystery of benefit realization in ERP adoption and theorize the important predictors' effects on ERP implementation practices [17].”
Affective Commitment to Change and Innovation Implementation Behavior: The Role of Charismatic Leadership and Employees’ Trust in Top Management (2009, background): “…in recent years (Mumford and Licuanan, 2004) and has demonstrated its effectiveness on innovation processes, such as creativity (Jung, 2001; Jaussi and Dionne, 2003; Shin and Zhou, 2003), improvement-oriented voice (Detert and Burris, 2007), and organizational innovation (Jung et al., 2003).”
Service innovation implementation: a systematic review and research agenda (2020, background): “Management’s support toward implementation of the innovation fosters a climate that endorses the use of the innovation (Choi et al., 2011; Kemp & Low, 2008; Leiva, Culbertson, & Pritchard, 2011; Sharma & Yetton, 2003).”
Managing Employee Compliance with Information Security Policies: The Critical Role of Top Management and Organizational Culture (2012, background): “…that top management is one of the critical success factors in almost every information security initiative in organizations (Jarvenpaa & Ives, 1991; Sharma & Yetton, 2003; Liang et al., 2007), articulating and testing the explicit role of top management in shaping organizational culture and the…”
An empirical investigation of employee portal success (2010, methodology): “Consequently, we control for management support, which we evaluate through the leadership team’s encouragement of and support for the usage of such a portal (Kulkarni et al., 2007; Sharma and Yetton, 2003).”
Towards business intelligence systems success: Effects of maturity and culture on analytical decision making (2012, background): “Although organizations implement decision support systems in order to improve the delivery of information to decision-makers and to support their decision-making activities, the anticipated benefits are not always realized [71], especially if organizations neglect factors affecting how the informati”
Do Satisfied Tourists Really Intend to Come Back? Three Concerns with Empirical Studies of the Link between Satisfaction and Behavioral Intention (2015, background): “By conducting a meta-analysis of the correlations between satisfaction and behavioral intention we could estimate the central tendency as well as the variability of the cumulative empirical evidence within a certain research domain (Hunter and Schmidt 1990; Glass et al. 1981; Wolf 1986; Sharma and Y”
Discovering Unobserved Heterogeneity in Structural Equation Models to Avert Validity Threats (2013, background): “IS Phenomenon Reference, Journal Scope Meta-Analysis Purpose Moderators/Contingency Variables Examined Nature of Inconsistent Findings (emphasis added) Decision Support System (DSS) Implementation Success Alavi and Joachimsth aler 1992, MISQ 144 findings from 33 studies Investigating the relationshi”
Different motivations for knowledge sharing and hiding: The role of motivating work design (2019, background): “It has been argued that knowledge intensive work environments require more information exchange and should therefore create interdependence that encourages knowledge sharing (Cabrera & Cabrera, 2005; Sharma & Yetton, 2003).”
Comparison of Three Meta-Analytic Procedures for Estimating Moderating Effects of Categorical Variables (2008, methodology): “First, the Aguinis and Pierce approach was analytically described, and it has already been cited (e.g., Collins & Holton, 2004; Sharma & Yetton, 2003) and used in published research (e.g., Webber & Donahue, 2001).”