Facilitating the Transformational: An Exploration of Control in Cyberinfrastructure Projects and the Discovery of Field Control

Published Online:https://doi.org/10.1287/isre.2016.0619

References

  • Atkins DE, Droegemeier KK, Feldman SI, Garcia-Molina H, Klein ML, Messerschmitt DG, Messina P, Ostriker JP, Wright MH (2003) Revolutionizing science and engineering through cyberinfrastructure. Report of the National Science Foundation Blue-Ribbon Advisory Panel on Cyberinfrastructure 2003-01, Arlington, VA.Google Scholar
  • Barki H, Hartwick J (1994) User participation, conflict, and conflict resolution: The mediating roles of influence. Inform. Systems Res. 5(4):422–438.LinkGoogle Scholar
  • Berman F (2008) Got data?: A guide to data preservation in the information age. Comm. ACM 51(12):50–56.CrossrefGoogle Scholar
  • Bietz MJ, Baumer EPS, Lee CP (2010) Synergizing in cyberinfrastructure development. Comput. Supported Cooperative Work 19(3–4):245–281.CrossrefGoogle Scholar
  • Boehm B (1986) A spiral model of software development and enhancement. SIGSOFT Softw. Engrg. Notes 11(4):14–24.Google Scholar
  • Boland RJ Jr (1979) Control, causality and information systems requirements. Accounting, Organ. Soc. 4(4):259–272.CrossrefGoogle Scholar
  • Cardinal LB (2001) Technological innovation in the pharmaceutical industry: The use of organizational control in managing research and development. Organ. Sci. 12(1):19–36.LinkGoogle Scholar
  • Cardinal LB, Sitkin SB, Long CP (2004) Balancing and rebalancing in the creation and evolution of organizational control. Organ. Sci. 15(4):411–431.LinkGoogle Scholar
  • Carmel E (1999) Global Software Teams: Collaborating Across Borders and Time Zones (Prentice Hall, Upper Saddle River, NJ).Google Scholar
  • Chi MTH, Hausmann RGM (2003) Do radical discoveries require ontological shifts. Shavinina L, Sternberg R, eds. International Handbook on Innovation, Vol. 3 (Elsevier, New York), 430–444.CrossrefGoogle Scholar
  • Choudhury V, Sabherwal R (2003) Portfolios of control in outsourced software development projects. Inform. Systems Res. 14(3):291–314.LinkGoogle Scholar
  • Chua C, Lim W, Soh C, Sia S (2012) Enacting clan control in complex IT projects: A social capital perspective. MIS Quart. 36(2):577–600.CrossrefGoogle Scholar
  • de Bakker FG, den Hond F, King B, Weber K (2013) Social movements, civil society and corporations: Taking stock and looking ahead. Organ. Stud. 34(5–6):573–593.CrossrefGoogle Scholar
  • de la Flor G, Ojaghi M, Martínez IL, Jirotka M, Williams MS, Blakeborough A (2010) Reconfiguring practice: The interdependence of experimental procedure and computing infrastructure in distributed earthquake engineering. Philos. Trans. Roy. Soc. A: Math., Physical Engrg. Sci. 368(1926):4073–4088.CrossrefGoogle Scholar
  • Edwards PN, Bowker GC, Jackson SJ, Williams R (2009) Introduction: an agenda for infrastructure studies. J. Assoc. Inform. Systems 10(5):364–374.Google Scholar
  • Eisenhardt KM (1985) Control: Organizational and economic approaches. Management Sci. 31(2):134–149.LinkGoogle Scholar
  • Eisenhardt KM (1989) Building theories from case study research. Acad. Management Rev. 14(4):532–550.CrossrefGoogle Scholar
  • Faniel IM, Jacobsen TE (2010) Reusing scientific data: How earthquake engineering researchers assess the reusability of colleagues’ data. Comput. Supported Cooperative Work 19(3–4):355–375.CrossrefGoogle Scholar
  • Finholt TA, Birnholtz JP (2006) If we build it, will they come? The cultural challenges of cyberinfrastructure development. Bainbridge WS, Roco MC, eds. Managing Nano-Bio-Info-Cogno Innovations (Springer, Dordrecht, Netherlands), 89–101.CrossrefGoogle Scholar
  • Fligstein N, McAdam D (2011) Toward a general theory of strategic action fields. Sociol. Theory 29(1):1–26.CrossrefGoogle Scholar
  • Gallivan MJ (2001) Striking a balance between trust and control in a virtual organization: A content analysis of open source software case studies. Inform. Systems J. 11(4):277–304.CrossrefGoogle Scholar
  • Green SG, Welsh MA (1988) Cybernetics and dependence: Reframing the control concept. Acad. Management Rev. 13(2):287–301.CrossrefGoogle Scholar
  • Gregory RW, Beck R, Keil M (2013) Control balancing in information systems development offshoring projects. MIS Quart. 37(4):1211–1232.CrossrefGoogle Scholar
  • Hanseth O, Lyytinen K (2010) Design theory for dynamic complexity in information infrastructures: The case of building Internet. J. Inform. Tech. 25(1):1–19.CrossrefGoogle Scholar
  • Henderson JC, Lee S (1992) Managing I/S design teams: A control theories perspective. Management Sci. 38(6):757–777.LinkGoogle Scholar
  • Henderson RM, Clark KB (1990) Architectural innovation: The reconfiguration of existing product technologies and the failure of established firms. Admin. Sci. Quart. 35(1):9–30.CrossrefGoogle Scholar
  • Jaworski BJ (1988) Toward a theory of marketing control: Environmental context, control types, and consequences. J. Marketing 52(3):23–39.CrossrefGoogle Scholar
  • Karasti H, Baker KS, Millerand F (2010) Infrastructure time: Long-term matters in collaborative development. Comput. Supported Cooperative Work 19(3):377–415.CrossrefGoogle Scholar
  • Kirsch LJ (1996) The management of complex tasks in organizations: Controlling the systems development process. Organ. Sci. 7(1):1–21.LinkGoogle Scholar
  • Kirsch LJ (1997) Portfolios of control modes and IS project management. Inform. Systems Res. 8(3):215–239.LinkGoogle Scholar
  • Kirsch LJ (2004) Deploying common systems globally: The dynamics of control. Inform. Systems Res. 15(4):374–395.LinkGoogle Scholar
  • Kirsch LJ, Slaughter SA (2013) Managing the unmanageable: How IS research can contribute to the scholarship of cyber projects. J. Assoc. Inform. Systems 14(4):198–214.Google Scholar
  • Kirsch LJ, Ko D-G, Haney MH (2010) Investigating the antecedents of team-based clan control: Adding social capital as a predictor. Organ. Sci. 21(2):469–489.LinkGoogle Scholar
  • Kohli R, Kettinger WJ (2004) Informating the clan: Controlling physicians’ costs and outcomes. MIS Quart. 28(3):363–395.CrossrefGoogle Scholar
  • Lee CP, Dourish P, Mark G (2006) The human infrastructure of cyberinfrastructure. Proc. ACM Conf. Comput. Supported Cooperative Work (ACM, New York), 483–492.CrossrefGoogle Scholar
  • Mähring M (2002) IT project governance. Unpublished doctoral dissertation, Stockholm School of Economics, Stockholm.Google Scholar
  • Majchrzak A, Cooper LP, Neece OE (2004) Knowledge reuse for innovation. Management Sci. 50(2):174–188.LinkGoogle Scholar
  • Markus ML (2000) Toward a theory of IT-integrated risk control. Baskerville R, Stage J, DeGross JI, eds. Organizational Social Perspectives on Information Technology (Kluwer Academic Publishers, Amsterdam), 167–178.CrossrefGoogle Scholar
  • Markus ML (2007) The governance of free/open source software projects: Monolithic, multidimensional, or configurational? J. Management Governance 11(2):151–163.CrossrefGoogle Scholar
  • Maruping LM, Venkatesh V, Agarwal R (2009) A control theory perspective on agile methodology use and changing user requirements. Inform. Systems Res. 20(3):377–399.LinkGoogle Scholar
  • Miles MB, Huberman AM (1994) Qualitative Data Analysis: An Expanded Sourcebook, 2nd ed. (Sage Publications, Thousand Oaks, CA).Google Scholar
  • O’Mahony S, Ferraro F (2007) The emergence of governance in an open source community. Acad. Management J. 50(5):1079–1106.CrossrefGoogle Scholar
  • Orlikowski WJ (1991) Integrated information environment or matrix of control? The contradictory implications of information technology. Accounting, Management Inform. Tech. 1(1):9–42.CrossrefGoogle Scholar
  • Orlikowski WJ (1993) CASE tools as organizational change: Investigating incremental and radical changes in systems development. MIS Quart. 17(3):309–340.CrossrefGoogle Scholar
  • Ouchi WG (1979) A conceptual framework for the design of organizational control mechanisms. Management Sci. 25(9):833–848.LinkGoogle Scholar
  • Ouchi WG (1980) Markets, bureaucracies, and clans. Admin. Sci. Quart. 25(1):129–141.CrossrefGoogle Scholar
  • Ribes D, Lee CP (2010) Sociotechnical studies of cyberinfrastructure and e-research: Current themes and future trajectories. Comput. Supported Cooperative Work 19(3–4):231–244.CrossrefGoogle Scholar
  • Roberts JA, Hann IH, Slaughter SA (2006) Understanding the motivations, participation, and performance of open source software developers: A longitudinal study of the Apache projects. Management Sci. 52(7):984–999.LinkGoogle Scholar
  • Robey D, Farrow D (1982) User involvement in information system development: A conflict model and empirical test. Management Sci. 26(1):73–78.LinkGoogle Scholar
  • Robey D, Franz CR (1989) Group process and conflict in system development. Management Sci. 35(10):1172–1189.LinkGoogle Scholar
  • Rustagi S, King WR, Kirsch LJ (2008) Predictors of formal control usage in IT outsourcing partnerships. Inform. Systems Res. 19(2):126–143.LinkGoogle Scholar
  • Schwalbe K (2013) Information Technology Project Management, 7th ed. (Cengage Learning, Boston).Google Scholar
  • Science Daily (1999) NSF to establish “cybersystem” for earthquake engineering. (February 24), http://www.sciencedaily.com/releases/1999/02/990224073623.htm.Google Scholar
  • Sherif K, Zmud RW, Browne GJ (2006) Managing peer-to-peer conflicts in disruptive information technology innovations: The case of software reuse. MIS Quart. 30(2):339–356.CrossrefGoogle Scholar
  • Soh C, Chua CEH, Singh H (2011) Managing diverse stakeholders in enterprise systems projects: A control portfolio approach. J. Inform. Tech. 26(1):16–31.CrossrefGoogle Scholar
  • Stern S (2004) Do scientists pay to be scientists? Management Sci. 50(6):835–853.LinkGoogle Scholar
  • Yin RK (1994) Case Study Research: Design and Methods, 2nd ed. (Sage Publications, Thousand Oaks, CA).Google Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.