Stretching Role Breadth: The Affect of Overachieving IT Managers in Underperforming IT Organizations
Document Type
Article
Publication Date
12-1-2010
Abstract
We addressed both the well documented perception that corporate information technology organizations fail to maximize returns on the significant investments firms make in them and the paucity of empirical evidence about how IT professionals contribute to the problem . Although there may be many explanations for IT performance shortcomings, we focused on people, seeking to shed light on the competencies of professionals overseeing or executing IT projects in three multinational firms operating in North America in distinctly different industries. Our findings revealed differences between two tiers of IT professionals individual contributors and managers appraised by their organizations as achieving two levels of performance average and superior. Results demonstrate that technical ability, the basis on which most IT professionals are promoted, is trumped by role based self efficacy as a predictor of IT role effectiveness. Our findings may help firms to select and promote people best suited to manage and contribute to IT organizations.
Keywords
information technology -- management, information technology -- research, IT individual contributors, IT managers, competencies, organizational climate, emotional intelligence, structural holes, role breadth self efficacy
Rights
© The Author(s). Kelvin Smith Library provides access for non-commercial, personal, or research use only. All other use, including but not limited to commercial or scholarly reproductions, redistribution, publication or transmission, whether by electronic means or otherwise, without prior written permission is strictly prohibited.
Department/Center
Design & Innovation
Recommended Citation
Pittenger, Linda M., "Stretching Role Breadth: The Affect of Overachieving IT Managers in Underperforming IT Organizations" (2010). Student Scholarship. 409.
https://commons.case.edu/studentworks/409