In the hectic world of an IT helpdesk with an ever increasing number of applications and tasks on the go, managing the intricacies of how to navigate these is a cause of frustration for helpdesk workers. I had noticed while working on a helpdesk that the workspace area - particularly the monitor setups that IT helpdesk workers have to use - makes doing their job difficult. The number of applications open, the number of tasks on the go at once and the added pressure of customer contact, all call for applications and data to be accessed quickly - but the set up of the users workspace generally does not allow for this. The main objective of this research is to compare the difference between the use of a single screen, a dual screen and the new Multi-Layer Display (MLD) and the complications of having multiple applications and multiple monitors operating at one time for IT Helpdesk Workers. This research looked at how the users' monitor setup influenced the performance, efficiency, satisfaction, ergonomics and learning of the participants.The research showed that there was a clear dislike of the current set up of single screens; all participants felt that the single screen setup limited what they could do at once and it rated the least favourite of all. The dual and MLD screens showed positive outcomes for increasing multi-tasking abilities and raising users' perceived performance and satisfaction levels. The added screen real estate of both the dual and MLD over the single screen meant that users consistently had more information available to them 7which enabled them to complete tasks quicker, monitor other applications for incoming jobs, easily transfer data from one application to another and multi-task more effectively. While there were some minor ergonomic concerns and learning difficulties with the unique features and utilities of the both the dual and MLD monitors, participants still preferred to use these setups over the single screen.

Information technology (IT) professionals are continually placed in diverse employment arrangements as organizations continually look for ways to cut costs, enhance performance and maximize organizational goals. Organizations are using strategies beyond hiring permanent employees to achieve objectives in alternative sourcing. Even though the cost differential is positive when employing non-permanent individuals instead of permanent employees, little is known about the effects on the IT professional.This field study was designed to test the effects of employment arrangements on the IT professional's psychological contract and the effects of the level of fulfillment of their psychological contract on their organizational citizenship and innovative work behaviors using psychological contracts and social information processing theories. IT professionals were sampled from four different employment arrangements.The empirical findings show that there are differences in the IT pro proessional's psychological contract as explained by their employment arrangement, as well as by their perceptions of the characteristics of their particular employment arrangement. Permanent full-time IT professionals consistently had higher perceptions of their employer's obligations to them, than did IT professionals from the other employment arrangement categories. The level of fulfillment of the IT professional's psychological contract explained differences in their organizational citizenship behaviors (OCB) as a collective, with significant differences in the advocacy participation and obedience citizenship behaviors. This study also found significant relationships with the level of fulfillment of the IT professional's psychological contract and their innovative work behavior, as well as their organizational citizenship behaviors individually, specifically loyalty, advocacy participation, obedience, and functional participation. The primary predictors of the dimensions of OCB were the levels of fulfillment of the psychological contract as it relates to the scope, focus, and tangibility dimensions.The exploratory analysis into the characteristics of the employment arrangement provides a clearer understanding as to what encompasses the actual employment arrangement for IT professionals of differing categories. Independent contractors indicated significantly more job control than permanent full-time and contract company workers. Permanent full-time and permanent part-time have greater job stability than do independent contractors and contract company workers. Permanent full-time have greater benefits provided than the other three categories of IT professionals.

In the hectic world of an IT helpdesk with an ever increasing number of applications and tasks on the go, managing the intricacies of how to navigate these is a cause of frustration for helpdesk workers. I had noticed while working on a helpdesk that the workspace area - particularly the monitor setups that IT helpdesk workers have to use - makes doing their job difficult. The number of applications open, the number of tasks on the go at once and the added pressure of customer contact, all call for applications and data to be accessed quickly - but the set up of the users workspace generally does not allow for this. The main objective of this research is to compare the difference between the use of a single screen, a dual screen and the new Multi-Layer Display (MLD) and the complications of having multiple applications and multiple monitors operating at one time for IT Helpdesk Workers. This research looked at how the users' monitor setup influenced the performance, efficiency, satisfaction, ergonomics and learning of the participants.The research showed that there was a clear dislike of the current set up of single screens; all participants felt that the single screen setup limited what they could do at once and it rated the least favourite of all. The dual and MLD screens showed positive outcomes for increasing multi-tasking abilities and raising users' perceived performance and satisfaction levels. The added screen real estate of both the dual and MLD over the single screen meant that users consistently had more information available to them 7which enabled them to complete tasks quicker, monitor other applications for incoming jobs, easily transfer data from one application to another and multi-task more effectively. While there were some minor ergonomic concerns and learning difficulties with the unique features and utilities of the both the dual and MLD monitors, participants still preferred to use these setups over the single screen.

Information Technology Technical Competency is critical for the optimal functioning of any organization. IT personnel need to be competent in their technical skills. Studying how IT personnel build their technical competencies is a critical but under-studied area of research. To date, very little research has been done on how to build IT Technical Competencies, and virtually none of this research begins with qualitative data or uses IT personnel as key respondents. Initially, we evoke a revealed causal map that shows four concepts in the IT Environment construct: the Technical Environment, the People Environment, the Business Environment, and the Job Environment. Our model first proposes a relationship between the IT Environment and IT Technical Competency. An original survey based on the qualitative data was developed for this study. Data was collected at four research sites: a manufacturing organization, a healthcare organization, a government organization, and an education organization. All together 101 respondent's survey answers were analyzed. We tested the proposed model of IT Technical Competency using the method of path analysis with linear regression. Our results indicated that the Technical and Business Environments are viewed as one, so we end up with a three environment concept model of IT Technical Competency. Our model achieved a R-squared value of above 0.5, meaning that the environment surrounding IT personnel, the IT Environment, is 50% related to IT Technical Competency. This is the first model to this author's knowledge that holistically looks at environment in relation to technical competency. Future research will continue look more in-depth at each of the concepts in this environment individually.

The link between information technology (IT) and competitive advantage has been the preoccupation of many IT researchers. IT plays a key role as a necessary, but not sufficient, source of value. Prior research has in most cases investigated the direct link between IT and competitive advantage. Other researchers have examined the effect of IT on mediating factors (such as firm strategy) or applied higher order IT support for core competences in their research constructs. Only a few have recognised the potential of IT in enabling dynamic capabilities. This thesis argues that the dynamic capability perspective of strategic management provides a better insight into how IT, beyond its traditional role, needs to be converted into a higher order resource to deliver competitive advantage. The objectives of the study are therefore: (1) to apply the concept of the dynamic capability perspective to the IT-competitive advantage research in order to explicate the strategic role of IT in attaining competitive advantage; and (2) to examine the antecedent capabilities and competences that may lead towards developing adaptive IT capability. This study proposes and empirically tests a dynamic capability-based model of IT and competitive advantage. The proposed model posits adaptive IT capability as a mediating higher order resource that relies on IT capabilities (infrastructure, personnel and management) and IT support for core competences (operational and market) to influence a firm's competitive position (competitive edge in market and financial performance). The model also hypothesises that IT support for core competences can lead to competitive advantages. To test the model, data were collected from a cross- sectional sample of 203 medium- and large-sized Australian organisations. Descriptive and analytical (structural equation modelling) tools were employed to test both the measurement and structural models. The findings reveal that the developed model explained 28% of the variance in competitive advantage, 72% for adaptive IT capability, 51% for IT support for operational and market competence, demonstrating the strategic role of adaptive IT capabilities as sources of competitive advantage. This indicates that those firms that deploy IT for creating operational and market competences require a further capacity to rebuild and reconfigure their resources to improve market and financial performance. Thus, it appears that the impact of IT support for core competences on competitive advantage is not direct, but indirect through adaptive IT capability. Several IT capabilities and competences were identified as antecedents for building adaptive IT capabilities. This PhD study's main contribution lies in bridging a research gap by developing and empirically testing a model of adaptive IT capability that measures how IT can enable firms' dynamic capabilities. The model includes both the antecedent factors that build the higher order resource of adaptive IT capability (upstream factors) as well as the effect on competitive advantage (downstream factors). Practitioners can benefit from the results of this study in terms of the ramifications for investment decisions as well as to benchmark where they stand with their IT in terms of potential for value creation and business support.