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Abstract

Existing intra-organizational power models seem to indicate that IS departments should have high power relative to other departments. However, empirical studies have consistently shown that IS employees typically rate departments as lower in power than other departments. A new model for examining intra-organizational power that integrates the concept of personbased power factors with a strategic contingencies model of intra-organizational power is presented to explain this dichotomy between theoretical expectations of IS departments' power and empirical results. Based upon this new model, recommendations for improving the relative intra-organizational power of IS departments by improving the person-based power factors of IS managers are provided and future research directions are suggested.

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