K. Eason. Information technology and Organisational Change, Taylor & Francis, London, 1988.  Home/Search   Document Not in Database   Summary   Related Articles   Check

....burdening them a great deal. The questionnaires consisted of a mixture of open questions that required a qualitative response and a series of statements that required a quantitative response indicating the level to which the respondent agreed or disagreed. This mixed approach is endorsed by [Eason, 1988] who states that Structured questions have the virtue of easy analysis and direct comparability. Their weakness is that they predefine the answers it is possible to give and may not therefore permit the user to report the most important issues. We have always found it useful to use a structured ....

K. Eason. Information technology and Organisational Change, Taylor & Francis, London, 1988.

....paper points out the issue of integrating different types of requirements. 1. Introduction Requirements engineering [17, 22] approaches still focus on the information technology to be designed. However, complex systems consist of various resources with different characteristics. Several studies [2, 3, 8] point out that the automation of work, introducing new information technology within a productive environment, may lead to serious dependability problems and often results in non effective use of new systems. Accidents involving complex technology are often caused by a combination of ....

Eason, K.D., "Information Technology and Organisational Change", Taylor and Francis, London, 1988.

....understanding and language and the users. A similar gap also exists between designers working together of different disciplines. The main symptom of this problem is poor requirement capture, leading to delivery of a system by the designers that does not truly satisfy the user expectations (Eason, 1988). Many design processes and team working techniques have been developed to minimise this problem. Even more methods have been developed to assure effective requirements capture. Few have been developed that actually aim to ensure effective translation of requirements from the users language to ....

Eason, K.D., (1988),Information Technology and Organisational Change.: Taylor & Francis.

.... software quality or increased productivity are often not achieved (Huff 1992; Lyytinen and Hirschheim 1987; Pressman 1997; Weinberg 1997) On a more general level, numerous research efforts have explored issues related to diffusion and adoption of information technology (Cooper and Zmud 1990; Eason 1988; Kautz 1995; Len 1995; Markus 1983; Mathiassen and Srenssen 1997; Mitroff and Linstone 1993; The Standish Group 1995) Thus it is by now well known in the research community that diffusion and adoption of IT is a complex task that requires explicit attention and planning. In order to improve any ....

....approach for our research. This approach provided us with a means to gain a rich insight into the organisational phenomenon of diffusion practices (Yin 1994) Our case, the diagnostic project at Volvo IT AB, relied on state of theart theories (Checkland and Scholes 1990; Cooper and Zmud 1990; Eason 1988; Huff 1992; Kautz 1995; Len 1995; Markus 1983; Mathiassen and Srenssen 1997; The Standish Group 1995; Weinberg 1997) and combined mapping techniques (Checkland and Scholes 1990; Lanzara and Mathiassen 1985) workshops (Fredriksen et al. 1998) and in depth interviews (Patton 1990) to gain ....

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Eason, K. (1988). Chapter 9, Implementation and Support, Information technology and organisational change: Taylor & Francis.

....the fit demanded by the customer. 5.4 Cross Functional Evaluation and Action Patterns The resulting alternatives have to be evaluated. Criteria for evaluating alternatives are: cost, productivity, technical, tradition, organisational effectiveness, health and welfare, satisfaction and motivation [15]. The crossfunctional evaluation determines the position of the action programs concerned with the planning process, the daily process and their control. When the results of an action program indicate that it is leaving the quality track, the quality management either stops the program or orders ....

K. Eason, Information Technology and organisational change. Londong, Taylor&Francis, 1990.

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Eason, Ken, "Information Technology and Organisational Change." Taylor & Francis, New York, 1998.

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