The notion that effective relationships between groups improve coordination, cooperation and consequently performance has considerable appeal in a broad range of contexts. In particular, partnerships are viewed as critical organizational mechanisms enabling information systems groups and their clients within organizations to utilize existing information technology investments already in place and to tap the potential offered by information technologies. This paper proposes a theoretical model drawing from socio-cognitive theory, highlighting a convergence in perspectives on key issues between the groups as the mechanism underlying partnerships. Data from a survey of 671 managers on both sides of IS-User relationships in multiple firms provides support for the model and the hypothesized relationship between convergence in perspectives and the performance of IS groups. In particular, the results suggest that a convergent assessment of the perspectives of IS groups by Users significantly enhances the performance of IS groups. This paper is among the first efforts in the IS literature to use dyadic data provided by both IS and User groups to understand IS-User relationships. Keywords: IS-User Partnerships, Social Cognition Theory, Perspective Taking, IS Performance

In spite of the increasing adoption of IT relationship management as an intervention strategy for improving business – IT relationships, researchers have so far paid little attention to evaluating its impact on organisations. This paper proposes that the impact of IT relationship management on organisations be evaluated by changes in the social capital between business and IT that result in improved productivity. It develops an evaluation framework for measuring the impact of IT relationship management on social capital and tests it in the context of a large financial institution. Findings suggest that Relationship Management has (a) diminished the immediacy, but extended mediated participation, (b) increased the levels of trust and reciprocity between themselves and business people but not between business and other IT representatives, but (c) considerably increased communication levels and mutual understanding. The work concludes that whilst Relationship Management interventions have brought satisfaction with the efficiency and effectiveness of work coordination processes, the sustainability of the impact of Relationship Management interventions on organisations is questionable. Implications for IT relationship management practice and recommendations for best practice development are highlighted. 1.

Collaboration within an organisation can be said to be subject to the effective management of relationships. This study focuses on one such relationship, that between the business and IT sides of an organisation, which need to communicate and coordinate their activities for the successful development of working systems. The management of this key organisational relationship has been given increased attention with the set-up of ‘Relationship Management ’ programmes, envisioned to mediate and improve organisational relations, strategy and performance, by bridging activities between the business and IT. To investigate the potential efficacy of such an initiative, this study looks at Relationship Management within a major UK bank, with the aid of a communication framework. Interviews with 29 individuals from the mid-high management level of the retail business and IT departments revealed mixed perceptions of the efficacy of such a programme. The merits of such an initiative in creating a one-team culture within this organisation are debated against the backdrop of the underlying problems that this particular organisation faces. 1.

research and the organizations participating in the research effort that chose to remain anonymous for their assistance in collecting the data. The first author also wishes to thank Gordon Davis, N. Venkatraman, Stephanie Watts and Weidong Xia for their helpful comments and Mark Bergen for his encouraging persistence that helped bring closure to the final draft! Linking IS-User Partnerships … 2Linking IS-User Partnerships to IS Performance: A Socio-Cognitive Perspective The notion that effective relationships between groups improve coordination, cooperation and consequently performance has considerable appeal in a broad range of contexts. In particular, partnerships are suggested as critical organizational mechanisms enabling information systems groups and their clients within organizations to utilize existing information technology investments already in place and to tap the potential offered by information technologies. This paper proposes a theoretical model drawing from socio-cognitive theory, highlighting a convergence in perspectives on key issues between the groups as the central mechanism underlying partnerships. Data from a survey of managers on both sides of 95 IS-User relationships in multiple firms provides support for the model and the hypothesized relationship between convergence in perspectives and the

The wireless application protocol (WAP) is an example of technology that has found itself “stuck in the middle. ” Its introduction is not a clear success, especially when compared to the high expectations during its launch at the end of the 1990s. However, it is not dead. There is a significant number of users, and the telecommunications and content industry continue to invest. The interesting phenomenon is that “nonbelievers” say, “We don’t need WAP, ” and that “believers ” say, “Wait until we have resolved the technical problems.” This paper discusses a field experiment that tested the hypothesis that mobile workers benefit from a specific kind of WAP technology: the mobile office. In an 8-week pilot, 40 mobile workers of an IT services company in the Netherlands received a WAP phone providing them with mobile access to their agenda, mail, directory services, outstanding invoices information, and resource availability. They could also access public information services such as stock market information, weather forecasts, and traffic information. For research purposes, we distinguished two groups of workers: relationship managers and technicians. We expected that