This study was primarily an empirical investigation in the field of Information Systems (IS) and the related fields of occupational psychology and management. It focussed specifically on the concept of user satisfaction, the construct of cognitive style as applied to users and systems analysts, and their interrelationships. Prior studies were found rarely to investigate the changes in user satisfaction during system usage. Further, any reference to cognitive style in the IS literature proved to be sparse, open to question and discouraging in terms of its value. By developing and using a new instrument, the System Satisfaction Schedule, or SSS, the present study was able empirically to demonstrate clear patterns of changing user satisfaction during system usage. These were demonstrated, both as a general trend and in terms of its relationship to the cognitive styles of the key players (analyst and user) involved in system development and maintenance. Cognitive style was measured using Kirton's Adaption-innovation Inventory, or KAI. This study was thus able to suggest new rules for system development based on the assessments of the cognitive styles of both users and systems analysts. These rules focussed primarily on simple team choice: which analyst to put with which user. However, inferences for larger system development teams were drawn and suggestions for further research duly made. The present study thus also contributes to the successful practice of system development. To give effect to the above, this study set out to investigate empirically the way user satisfaction changes over 1½ to 2 years of system usage and, as mentioned above, the way user satisfaction is impacted by the cognitive styles of the user and the systems analyst. Most significantly, relationships were studied between user satisfaction and the difference in cognitive style between the analyst and user. It was found that user satisfaction generally rises linearly with usage, and that while the size of the analyst user cognitive differential does negatively impact user satisfaction over most of the time of system use, this effect is only particularly strong for two short periods; one within the first four months of usage and the other in the last three. From these results the new rules for system development mentioned above, followed. In terms of the decline of users' mean perceived severities of individual problems, the exponential decay and reciprocal models were found to fit the data the best. This study developed a new model for the motivation to use, develop or maintain a system (the Mechanical Model), based on its own results and Herzberg's two-factor theory of motivation. In this, Herzberg's hygiene factors have been replaced with the concept of dissatisfiers. These are measured as expressions of dissatisfaction as and when they occur. Their use removes the researcher's need, when designing user satisfaction instruments, to speculate on complete lists of factors which may satisfy users, and which may date as technology and other contextual factors change.

Sharing and exploitation of information resources across a diverse organisation can confer a significant competitive advantage but also can be a substantial challenge in coordinating across structural and specialisation boundaries. This challenge reflects the difficulties traditionally associated with lateral relations, which were recognised by classical organisational theorists but are more pronounced with the emergence of information as a critical resource. Notwithstanding the benefits of information sharing across the organisation, the classical concept of specialisation remains fundamental to organisational theory; thus there is potential for friction between requirements for specialisation and coordination. This research therefore examines information management arrangements to balance specialisation and coordination in a diverse organisation. The research takes advantage of organisational and systems theory literature to appreciate complex information management requirements in terms of differentiation/cohesion and integration/coupling of organisational elements. Information management???s business and technology perspectives define the conceptual framework, within which gaps in the literature are identified and become the focus of the research. The two key research areas are the opportunities enabled by technology for business integration through collaborative decision-making and the management of organisation-wide information technology infrastructure. Collaborative decision-making is an integrating mechanism that can provide balance between specialisation and coordination contingent upon the nature of decision tasks and their organisational context. Propositions associated with an adaptive approach to collaborative decision-making were tested in laboratory experiments, with positive support for the contingency model albeit constrained by individual cognitive variances. Organisations increasingly are adopting centralised approaches to the provision of IT services, with IT governance as an integrating mechanism and a need for multiple business-IT alignments to add value according to the differentiation required by organisational elements. Propositions relating to the adaptation of IT management arrangements based upon organisational characteristics were tested using a multi- iv -discipline approach, which resulted in support for the model although practical difficulties were experienced in the action research component. This research provides a framework for maintaining effective variety of information capabilities commensurate with the diverse organisation???s mission and environment, while also exploiting the synergies and economies of shared information resources for holistic benefits.

Sharing and exploitation of information resources across a diverse organisation can confer a significant competitive advantage but also can be a substantial challenge in coordinating across structural and specialisation boundaries. This challenge reflects the difficulties traditionally associated with lateral relations, which were recognised by classical organisational theorists but are more pronounced with the emergence of information as a critical resource. Notwithstanding the benefits of information sharing across the organisation, the classical concept of specialisation remains fundamental to organisational theory; thus there is potential for friction between requirements for specialisation and coordination. This research therefore examines information management arrangements to balance specialisation and coordination in a diverse organisation. The research takes advantage of organisational and systems theory literature to appreciate complex information management requirements in terms of differentiation/cohesion and integration/coupling of organisational elements. Information management???s business and technology perspectives define the conceptual framework, within which gaps in the literature are identified and become the focus of the research. The two key research areas are the opportunities enabled by technology for business integration through collaborative decision-making and the management of organisation-wide information technology infrastructure. Collaborative decision-making is an integrating mechanism that can provide balance between specialisation and coordination contingent upon the nature of decision tasks and their organisational context. Propositions associated with an adaptive approach to collaborative decision-making were tested in laboratory experiments, with positive support for the contingency model albeit constrained by individual cognitive variances. Organisations increasingly are adopting centralised approaches to the provision of IT services, with IT governance as an integrating mechanism and a need for multiple business-IT alignments to add value according to the differentiation required by organisational elements. Propositions relating to the adaptation of IT management arrangements based upon organisational characteristics were tested using a multi- iv -discipline approach, which resulted in support for the model although practical difficulties were experienced in the action research component. This research provides a framework for maintaining effective variety of information capabilities commensurate with the diverse organisation???s mission and environment, while also exploiting the synergies and economies of shared information resources for holistic benefits.

Thesis (Ph. D.)--University of Toronto, 2005.

Thesis (Ed.D. )--Duquesne University, 2007. / Title from document title page. Abstract included in electronic submission form. Includes bibliographical references (p. 148-162) and index.

Thesis (M.Info.Sys.)--University of Wollongong, 2006. / Typescript. Includes bibliographical references: leaf 82-86.

Thesis (M.Sc.)--University of Waikato, 2008. / Title from PDF cover (viewed April 3, 2009) Includes bibliographical references (p. 95-100)

Thesis (M.B.A.)--Carleton University, 2002. / Includes bibliographical references (p. 236-240). Also available in electronic format on the Internet.

Thesis (M.Eng.) Carleton University, 2006. / Includes bibliographical references (p. 115-123). Also available in electronic format on the Internet.

Thesis (M.S.)--Rochester Institute of Technology, 2008. / Typescript. Includes bibliographical references (leaves 84-90).