Research " THE VALUES OF INFORMATION SYSTEMS PROFESSTIONALS : AN INVESTIGATION INTO BARRIERS PREVETING INTERGRATION OF IS WITH THE ORGANIZATION " docx

THE UNIVERSITY OF OKLAHOMA GRADUATE COLLEGE THE VALUES OF INFORMATION SYSTEMS PROFESSIONALS: AN INVESTIGATION INTO BARRIERS PREVENTING INTEGRATION OF IS WITH THE ORGANIZATION A DISSERTAT

THE UNIVERSITY OF OKLAHOMA GRADUATE COLLEGE

THE VALUES OF INFORMATION SYSTEMS PROFESSIONALS:

AN INVESTIGATION INTO BARRIERS PREVENTING INTEGRATION OF IS WITH THE ORGANIZATION

A DISSERTATION SUBMITTED TO THE GRADUATE FACULTY

in partial fulfillment of the requirements for the

degree of DOCTOR OF PHILOSOPHY

By WARREN LEE DICKSON, III Norman, Oklahoma

1994

All Rights Reserved.

AN INVESTIGATION INTO BARRIERS PREVENTING

INTEGRATION OF IS WITH THE ORGANIZATION

A DISSERTATION APPROVED FOR THE COLLEGE OF BUSINESS ADMINISTRATION

LEE Leon Price

chi Kop£

i

os a Driver aArthyt/ Van Gundy

My earliest memories of curiosity about how the world works are memories of my father Dad woulda explain to me the basic science of whatever he was working on around the house I got lessons on automobiles, electrical circuitry, furnaces, plumbing, carpentry, cooking, television repair and a wide variety of other systems and systems sciences Between Dad‘s early lessons and this current project there have been a great number of people who have

contributed directly and indirectly to my progress aS a student of how things work and to my progress as a human being

Donna has been the beacon and the strength of this undertaking As my wife, she is the love of my life and my one true soul mate As the mother of my sons, she fills me with awe As a person and as a professional she has my greatest respect and admiration It is now for us to begin the life I promised her "after,"

Our sons, Michael and James, have taught me lessons I did not know were there to be learned One of the most important is saying "I love you." They are very good at it

in lots of ways I’m still Studying Their understanding

iv

angels

My parents, Hap and Vergie, have given me many

opportunities to discover my own path, given me tons of

encouragement and have always been there to help Dad‘s lessons continue to this day and I am immensely grateful for his common sense, humor and care

On the other side of our family Donna’s parents, Maxine and Kenneth, have been a great source of care and support This would not have been possible without them

Of the many educators and mentors I have encountered over the years, the first that showed me science, art, joy, discipline and humor all working together was Don Wittig

Mr Wittig was band and music instructor during my

elementary and high school years Before Don, my world was bounded by my concrete mind After Don, I ama self-

conscious, symbol-using abstract thinker who can function in the modern world

For ten years, I worked in the Center for Economic and Management Research (CEMR) at the University of Oklahoma

students I encountered during that time have had an immense impact on my view of the world Dr Neil Dikeman taught me

addition, his reliance on experience and understanding along

V

me understand the true function of any information system Marj Earley instilled in me the need for professional

accuracy and discipline based in pride and in caring for others She also allowed me to explore new methods and technologies that I would never have experienced otherwise During my time at CEMR and through to this day, Dr Bill England has been mentor, advisor and friend As a staffer at CEMR, I was always included in his research

projects I was asked to sit in on planning meetings, given responsibilities, and invited to participate fully in the experience Bill’s insight into people and organizations has been a source of inspiration for me He, more than anyone else is responsible for shaping my academic

aspirations and goals

Marilyn Cain, Deanna Eads, Brian Hickey, Julia Rojas, Alice Watkins and Pat Wickham have all given freely of their

family, their support was crucial to this project

For four years, I was a member of the faculty in the School of Business at Ithaca College I am grateful to the administration, faculty, staff and students at Ithaca for their support of me and this project in the toughest times The individuals serving as advisors to this project have been influential as faculty members and mentors as well

vi

to share his experiences and contacts in organizations He has not known me long but has given excellent guidance

Andy expended great effort on the necessary details of the project details that would have been in chaos without his help

Dr Al Schwarzkopf was responsible for my introduction

to the IS literature His scholarship and discipline serve

as an ideal to which I can aspire His encouragement and his insistance on digging out the positive and the practical

in the study results have been invaluable

A very practical scholar, Dr Russell Driver has also showed me the real inventiveness of research the

inspiration-driven, idea-creation side It was he who first showed me the link between IS and Organizational

Communication, a link that has become my main scholarly

of the advising committee, Leon has championed my cause

around the country Without him at the helm this one was sure to have run aground He has my deepest gratitude

vii

artist, humorist, scholar, teacher and friend demonstrated

to me every day I knew him that one can be an academic and a real person at the same time He let me see the world of academia through his well-traveled eyes and helped me begin

to find my place there When I was unsure of my abilities, Bob encouraged me to take on assignments he knew would help

me grow and he constantly sought opportunities for me to practice my craft Bob has been gone for over a year but his lessons and most of all his friendship will be with me always

All of these folks and many others have given me their best support If my efforts now or in the future result in any good it will be because my self stood out of the way and let the combined experience, inspiration and love of these

failures it will be because I stood in the way and did not properly use all that I have been given

viii

Section/Chapter Page

ACKNOWLEDGEMENTS .-+ v

LIST OF TABLES ., xWiii

LIST OF FIGURES 2.4 Xxi

ABSTRACT 1 2 1 1 ee ee ew ew ee) OKKLL

CHAPTER 1: THE IDEAL OF INTEGRATION AND

THE REALITY OF DIFFERENTIATION

Introduction

The Ideal Of Complete Integration

The Reality Of Differentiation

Purpose of the Study

A History Of The Cultural Gap:

"Engineer" And “Business Man" 9 The Information Systems Decision Maker 13

1x

CHAPTER 2: DIFFERENCES BETWEEN IS AND

NON-IS PERSONNEL AS BARRIERS

TO INTEGRATION 17

“Managers* and “Scientists” in

“Users” and “Designers": The Problem

Individual differences I:

Individual Differences II:

The Effect of Values on Individual

Action: Unobtrusive Control 62

The General Model

The IS Professional’s Effect On

Progress Toward The Ideal of

Introduction

The Measurement of Values

Classes of Values Modes of Valuation and Value

Research Questions ee eee ew ew ew ew) TG Value Profiles of IS Professionals 77

Technology 80

Benefits of Computers 80

Efficiency 80

Narrow Focus 80

Assumed Consensus on Goals 80

Synoptic views 81

Values of IS Professionals and Integration With the Organization 81

Social Need .4 = 83

Profession versus Organization 83 Organizational skills 83

Preferences for change 84

Research Questions: Summary and Conclusions 84

CHAPTER 4: RESEARCH METHODOLOGY 86

Gathering Data on IS Professional Values 87 The Research Instrument 87

Operational Definitions 88

xii

Design of Tests Concerning the Research Questions .-

The Sample .4

The Analyses

Potential Influences on the Value

Systems Of Information Systems

Gender

Organization Level

Functional Area Affiliation

Age and Career Stage

National Culture

Marital status and family status Department Characteristics

CHAPTER 5: DATA COLLECTION, ANALYSIS AND

RESULTS .4

Data Collection and Study

103

103 104 104

104

- 105 , 105

108 108

108

‹ 111

Analysis of the Initial Study Data 111 Characteristics of the Initial Study

Sample .4 114

Initial Study Tests Concerning Research Questions 114

RQ,: Will IS Professionals Fit the Profile of “Systems Rationalists?" 114

RQ,: “Are IS Professionals Less Likely to Hold Operative Values Consistent with Integration than are Non-IS Professionals?" 116

Further Exploration of IS/Marketing Differences: Sampling Anomalies 117 Modifications Following The Initial Study 0 eee eee 120 Instrument Length and Difficulty 121 Breadth of the Study 122

The Single-Firm Study 123

The Host Firm 123

Data Collection .4124

Survey Response 125

xiv

Data Analysis 126 Characteristics of the Single-Firm Sample 126 Tests Concerning Research Questions 131 RQ;: Will IS Professionals Fit

the Profile of "Systems

Rationalists? 131

RQ;: “Are IS Professionals Less

Likely to Hold Operative

Values Consistent with

Integration than are Non-IS

Professionals?" 136

Higher-Order Factorial Models 142 The MANAGER main effect 145 The DEPT main effect 146

Multivariate Tests of Single-Firm

Study Data 156

Lack of Adequate Controls

Contributions of This Study

Suggestions for Future Research

APPENDICES

APPENDIX A: INTRODUCTORY LETTERS TO

POTENTIAL FACILITATORS AND

TO POTENTIAL RESPONDENTS ORIGINAL LETTER TO NEW YORK

APPENDIX B:

APPENDIX C:

APPENDIX D:

PERSONAL VALUES QUESTIONNAIRE (ORIGINAL

EXAMPLES OF POTENTIAL SURVEY ITEMS DERIVED FROM

PERSONAL VALUES QUESTIONNAIRE IN REDUCED FINAL FORM 221

XVii

FOUR APPROACHES TO MANAGEMENT-

FAMILY STATUS BY DEPARTMENT SINGLE-FIRM STUDY

PRIMARY VALUE ORIENTATION BY DEPARTMENT SINGLE-FIRM STUDY

IS FIT TO THE SYSTEMS RATIONALIST PROFILE IN THE SINGLE-FIRM STUDY

MARKETING FIT TO THE SYSTEMS RATIONALIST PROFILE IN THE SINGLE-FIRM STUDY

SYSRAT SCORES BY DEPARTMENT SINGLE-FIRM STUDY

INTEGRATION-RELATED VALUES:

IS AND MARKETING PERCENT OPERATIVE IN THE SINGLE-FIRM STUDY

SCALES AND COUNTS BY DEPARTMENT IN THE SINGLE-FIRM STUDY

OWNERS

MY SUBORDINATES CHANGE

REVIEW OF OPERATIONAL DEFINITIONS CONCERNING RQ, REVIEW OF PVQ ITEMS THAT HAVE INTEGRATION CONNOTATIONS

Integration of Information Systems (IS) with the

organization is considered one of the most important issues

in current Information Systems practice and research The ideal state of Information Systems integration in an

organization is one in which “the applications portfolio

‘mirrors’ the organization and the information flows in the company“ (Nolan, 1979, p 120)

Researchers and practitioners have identified a variety

of problems that prevent IS professionals and Non-IS

professionals from joint realization of this ideal

Individual differences, social differences and interaction (communication) difficulties relating to difficulties in

attempts to identify values differences between Information Systems professionals and Non-IS professionals that may be blocking integration efforts

Kling’s (1980) characterization of the Systems

Rationalist may explain the observed differences and account for the general failure to achieve the integration ideal Systems Rationalists focus on the positive aspects of

Information Technology (IT), are preoccupied with new

capabilities of technology, tend to ignore goal

incongruencies, assume consensus on goals and give synoptic

xxi1

and hold efficiency as an important value, focussing on the internal, task-oriented environment

The characterization of Systems Rationalists includes preferred end-states of existence and preferred modes of conduct Such preferences are called "values" (Rokeach, 1973)

Values are a product of culture and in turn affect

choices and decisions made by culture members These

reaction of the environment and members’ assessments of the environmental impact produce feedback information which

cultures may well hold different values and different

environments shape cultures differently

This study measured values using a modified version of the Personal Values Questionnaire (England, 1975) in order

to see if the values of IS professionals fit the profile of the systems rationalist (Kling, 1980) and if values

differences between IS and Non-IS professionals differ in areas that may make integration and cooperation difficult Respondents from IS and Marketing departments of a major telecommunications firm were studied by paper-and-pencil

differences were found between the two departments either in

xxiii

related to integration

Some potential explanations for the results include the lack of an IS-specific context for subjects, the single- method data collection strategy, and the lack of adequate control over potential intervening variables such as gender, age, education and so on

Through exploration of the values data, this study

values of IS personnel associated with change are somewhat Clarified; 2) A beginning is made in identifying values that may be important along IS career paths; 3) The model of

values and decision making has been shown, under the

conditions of this study, to have more pronounced effects in the feedback loop than in the original cultural influences; 4) Potential strategies to anticipate organizational

assimilation are suggested from the observation of students and professionals in the same discipline

xxiV

AN INVESTIGATION INTO BARRIERS PREVENTING

INTEGRATION OF IS WITH THE ORGANIZATION

CHAPTER 1

THE IDEAL OF INTEGRATION AND THE REALITY OF DIFFERENTIATION

Introduction

Integration of Information Systems (IS) with the

organization is considered one of the most important issues

in current Information Systems (IS) practice and research (Brancheau & Wetherbe, 1987; Niederman, Brancheau, &

barriers to integration have been explored by researchers, barriers that may arise from values differences have been given little attention (Kumar, 1984; Kumar & BJjørn-Anderson, 1990)

This investigation first will examine past research into integration problems and then focus on enhancing current knowledge of values-based integration obstacles

The Ideal Of Complete Integration

Information Systems integration is “a goal oriented

process of setting up linkages between the elements of two

or more information systems" (Solotruk & Kristofic, 1980, p 208) While the context of the Solotruk & Kristofic essay involved hardware linkages, their definition also applies when one Information System is technical/physical and the other is the structure and process of organizational

interaction

IS integration in organizations, is concerned with

setting up the linkages between computer-based systems and the systems and/or procedures necessary to fulfill the goals

Technology (IT) into human-based information processing systems The goal of such integration is to provide IT support for personal, group and organizational processes Some perspectives on Information Systems integration are:

the integration of IS with organizational structure and with organizational processes both internal and external

(for example, Drucker, 1988; Child, 1987; Miles & Snow, 1986) ;

B The Competitive Advantage perspective concerns the integration of IS and the strategic planning process (for example, Mason, 1984; Cash, McFarlan & McKenney, 1988; Wiseman, 1985; Porter & Millar, 1985);

om The Systems Development perspective concerns the

process by which information systems are instigated in organizations and by which Information Technology (IT) is integrated into the work processes of individuals, groups and enterprises (for example, Bostrom, 1989; Guinan & Bostrom, 1986; Boland, 1978); and

integration of IT into human communication systems, both formal and informal (for example, Rice, 1984; Fulk,

Steinfield, Schmitz & Power, 1987; Winograd & Flores, 1987; Lyytinen, 1985; Goldkuhl & Lyytinen, 1982; Poole and DeSanctis, 1990, 1992; Markus, 1987; Contractor & Seibold, 1993)

This list is not exhaustive nor are the categories mutually exclusive, it does, however, reflect the importance of, and widespread interest in, IS integration

Nolan (1979) developed a model of organizational computer use that shows increasing degrees of integration as the

organization gains more experience with IT

is summarized in Table 1-1

TABLE 1-1 SIX STAGES OF DATA PROCESSING GROWTH Adapted from Nolan (1979, p 117)

applications

applications using database technology

applications

accountability

For Nolan, ascendance to Stage 6 involves the realization

of virtually all categories of integration:

During stage 6, the applications portfolio is complet-

ed, and its structure ‘mirrors’ the organization and

the information flows in the company

The Nolan model

Of course, Nolan described an ideal state of IS

those involved in developing the applications in the

portfolio have been successful at analyzing and

understanding the totality of information usage by the

have a good knowledge of the business (Bartol & Martin,

1982)

The Reality Of Differentiation

Our pessimistic prediction is that man will not tend to use MIS effectively because of the norms of the existing world and the way he has programmed himself to be more incompetent than competent in dealing with people

(Argyris, 1971, p B281)

The IS development process serves to build the "mirrors"

applications portfolio supplies a good reflection of the organization only to the extent that the development process

is successful at keeping biases, inaccuracies and other distortions to a minimum This is an immense task since the development process is subject to distortion from a variety

of sources A summary of potential sources can be found in Lyytinen (1987) categorized under “IS Development Process

These problems can be divided into two broad categories: 1) problems concerning interpretation of information needs and 2) problems of implementing the IS once needs have been interpreted The areas of Technology and Economy and the problem of quality control in the Process Features area are implementation and resource use issues Those problems that are most likely to cause bias and distortion in the

interpretation of the organization are those listed under Goals, Process features (the issues of hegemony and

communication), View of organization and Self-image

TABLE 1-2 DEVELOPMENT PROCESS PROBLEMS Adapted from Lyytinen (1987, page 9)

Goals Goals are ambiguous, too narrow,

communication; lack of quality

control View of Neglect of behavioral and

organization organizational issues

Self-image | Highly rationalistic image

All of the problems concerning interpretation of

information needs have some roots in the differentiation between IS professionals and the rest of the organization Alleviation of these problems requires IS to understand and participate fully in the world of the organization

An early and influential essay in the IS discipline,

Ackoff's “Management Misinformation Systems" (Ackoff, 1967), identified “Five assumptions commonly made by designers of management information systems" (Ackoff, 1967, from the abstract, p B147) about the needs, wants and basic

environments of the user-manager These assumptions are

“common and erroneous underlying the design of most MIS’s" (Ackoff£, 1967, p B147)

Ackoff urged collaboration and communication with user- managers in order to overcome these deficiencies The

concept of such collaboration and communication has strong support on both sides In practice, however, communication between IS professionals and users during the development process has been found to be seriously deficient Asa result, a number of structure and process improvements have been suggested (Guinan & Bostrom, 1986; Salaway, 1987;

Marsden & Pingry, 1988; Bostrom, 1989; Verrijn-Stuart & Anzenhofer, 1988; White & Leifer, 1986; Argyris, 1971) Some improvements have been realized but researchers sense

that the problem runs deep and so Guinan and Bostrom have concluded that

the CIS literature advocates vague ideals, such as

‘participation,’ ‘levels of trust,’ and ‘mutual

understanding,’ but empirical research has not been

done to determine how one might achieve these ideals

(Guinan & Bostrom, 1986, p 5)

Purpose of the Stud

The purpose of this study is to contribute empirical

research toward achieving some of the "vague ideals"

referred to in the previous paragraph In particular, the study tries to identify values-based differences between IS personnel and others in the organization that prevent the realization of the integration ideal In particular, this study will investigate the following questions:

* Is there a subculture of IS, based in a value system different from the value systems of non-IS professionals, that crosses institutional boundaries?

¢ Can value differences be identified that prevail

between the IS subculture and the subcultures of other

business professionals and that serve as barriers between

the ideal and the reality?

This study will focus on Information Systems personnel

It compares their value systems with those of non-IS

personnel If the differences in value systems are better

understood, decision making concerning IS professionals and their interactions with others will be based on more

accurate and more complete premises and assumptions

A History Of The Cultural Gap:

“Engineer” And “Business Man"

DP people often don’t understand the business

implications They are mainly concerned with getting the system up in the morning and closing everything

down for the night (Manager Barbara Gearhart as quoted

in Dymond, 1990, p 26)

The good designer is able to absorb the problem and react

to its solution firsthand In many cases this is in

direct contradiction to the user’s stated requirements, which are often amateurish second guesses at what he

[sic] perceives to be a valid solution to his {sic] need (Edwards, 1985, p 106)

These two characterizations illustrate current beliefs from both the user perspective and the systems perspective The purpose of this section is to trace the history of these beliefs The views presented in the two passages illustrate

a marked "us versus them“ posture taken by practitioners in both user departments and systems departments of

organizations On the user side, it is believed that IS people “don’t understand the business implications;" on the systems side it is believed that users make “amateurish second guesses“ about information system needs The problem

of cultural differences between IS professionals and non-IS professionals is a subset of the general problem of

differences between “technical" professionals and non-

“technical” professionals It is helpful to review some of the writings on both the general and specific case

Before there were IS or MIS or EDP or even MS or OR, and

at a time when “Scientific Management" was at its peak,

there was concern about the different orientations of

technical departments and their non-technical counterparts

In the first issue of the Harvard Business Review in 1922, John Gurney Callan eloquently described a change in

expectations about new technical accomplishments In an argument which foreshadows Nolan’s "mirroring" concept, he advised that such innovation ("engineering accomplishments"

to Callan) should be perceived less as novelty and more as

an ongoing part of the flow of productive activity in the organization This early statement mentions the need to integrate technical departments into the organization

Callan based his argument upon economic realities that will not tolerate whimsical experimentation:

{in earlier days] there was nothing imperative to force upon engineer or business man anything like a

complete or conscious policy as to the uses to be made

of the new instrumentalities, although in some degree the mere possession of the new engineering instruments implied their use we had the fiddle and the bow there was nothing left to do but fiddle, and the

neighbors were not critical Now the orchestra is

tuning up in an expensive hall, the show is

advertised, and bad fiddling is less a matter of

purely personal concern, especially with an audience that feels that the admission was rather high (Callan,

1922, p 82)

Having thus expressed the importance of managing

technical innovation, of bringing it down to earth, Callan went on to reveal difficulties associated with such

management He gave his perceptions of some differences between the technical ("Engineering") problems and the

"Business" problems facing organizations The first

distinction Callan drew is that of the familiar from the strange Business activities, he said, are “analogous to common experience," (Callan, 1922, p 83) while the

activities of engineers are “exotic, foreign to average experience, arbitrary and innumerable," (ibid.)

For the past thirty-five years or so, IS professionals have been finding that this view of technical and business problems has one major flaw It assumes that everyone can relate to business activities in organizations in such a way that the analysis and understanding of those activities is simply a matter of bringing into play certain analogies "to common experience.* Callan differentiated between

"business" and “technical" problems by using “technical" in the sense of "having to do with the practical, industrial,

or mechanical arts of the applied sciences" (Webster’s New World Dictionary, 1960) The dictionary gives another

meaning of "technical," however, that is important here:

“of, used in or peculiar to a specific science, art,

profession, craft, etc; specialized" (ibid.) Thus the

language, procedures, knowledge and skills of any work group may be considered technical to the extent that they are

short, Callan’s writing was definitely influenced by his own experience and only against that background can the detailed activities of all individuals in “non-technical” roles in organizations be considered so obvious

The “technical* nature of "non-technical" roles impresses itself on anyone trying to learn a new role in an

organization It becomes clear that the “non-technical" mind is simply a mind that has yet to be thoroughly

introduced to the component activities being studied In general, Callan may be correct that *business" functions in

an organization are roughly familiar to anyone who “has

bought and sold, hired or been hired, borrowed or lent, paid higher or lower prices" (Callan, 1922, p 83) However, technical professionals these days, especially those in IS, are not asked only to be “roughly familiar" in the “general sense" with the activities in an organization More and more, IS professionals are being asked to have detailed working knowledge of the organization and the activities of knowledge workers within it (see, for example, Rouse &

Hartog, 1988, parts 1 and 2; and Gerstein, 1987) Toa systems analyst attempting to establish the requirements for

a proposed information system, the procedures and rules

surrounding activity as commonplace as payroll or accounts payable may seem “exotic, foreign to average experience, arbitrary and innumerable" (Callan, 1922, p 83)

Obviously, the cognitive preferences, training and

experience of an individual determine which is the more

“foreign” environment

As for complexity, Callan himself compared the

(relatively) definite objectives associated with technical problems to the (relatively) infinite scope of the business

"machinery." The fundamental concepts of such “machinery" involve not only the basic ideas behind the disciplines of personnel administration, accounting and so on, but also work environments, world-views, values and beliefs In other words the fundamental concepts of a discipline are an integral part of the culture of the people who practice it (and vice-versa) “The business man is primarily dealing with men and the engineer with things and herein lies the greatest difference of all" (Callan, 1922, p 84)

The Information Systems Decision Maker

To a great extent, solutions to information problems in organizations depend upon the IS (or °MIS" or “EDP" .) department In such departments, as in all departments, people make decisions that determine the plans to be put in

place, how work and resources will be divided in order to accomplish those plans and when and how adjustments or

makers begin with their “background” in all areas of life (Winograd and Flores, 1987; Simon, 1976; Tompkins & Cheney,

which decisions will be based These premises are of two types: 1) assumed facts and 2) values (Simon, 1976) where a

Given a complete set of value and factual premises there

is only one decision which is consistent with rationality (Simon, 1976, p 223)

Or, as Tompkins and Cheney (1985) generalized:

aS we Find more typically, a decision maker is

directed toward a range of decisions that are consistent with the premises deemed relevant to the particular

Situation (p 186)

The value systems of IS decision makers then, are

potentially important contributors to the priorities, goals, and behaviors that exist within the IS department As the priorities and goals of one department differ from those of another, this differentiation may cause difficulties between the two departments (Lawrence & Lorsch, 1967a&b; Kintisch &

value systems differ from those of non-IS professionals, interactions may be fraught with faulty assumptions,

misunderstandings and conflicts Such problems may prevent

IS integration from becoming a reality The purpose of this study is to investigate differences in values between

Information Systems professionals and professionals in a

will help move us closer to the realization of true IS-

organizational integration

Outline Of The Study

Chapter Two will be dedicated to the background in which this study takes place The history of study into the

“engineer" - "businessman" relationship from Callan’s

observations through the present with special emphasis upon

IS in the organization will be presented Several solutions have been proposed but none really addresses the root of the problem

Chapter Three will expand upon the research into values systems of decision makers and present research questions regarding the values systems of IS professionals These research questions will be drawn from the background

presented in Chapters One and Two

Chapter Four will describe the specific methodology of the study Data gathering procedures and procedures aimed

at exploring the research questions will be discussed

Chapter Five will present outcomes of the data gathering and testing including results of the data analyses

Chapter Six will offer discussion of the results, some conclusions drawn from the results and some suggestions for future investigation in the area of IS values