Effective systems development in complex organizations: A field study of systems development and use in the United States Army Medical Department

This comparative case study research explores organizational, environmental, and behavioral variables influencing the development and operation of computer based information systems within a complex organizational structure. This research is based on interview, observational, and archival data obtained through a field study conducted of nine research sites within the U.S. Army Medical Department. The systems development process is discussed in terms of a General Systems Theory model incorporating organizational validity factors as a basis for describing the effectiveness of the information system in an organizational context. These factors are also used to describe the composition of feedback influencing the long term characteristics of the information system. Within case and cross case analysis techniques identify commonalities and differentiating characteristics among sites which are grouped based on their organizational role and hierarchical level.; Results of this research indicate that significant differences exist in the information systems requirements of organizational sub-entities and in the perceptions of individual participants depending on their position in the organizational structure and their role in the systems development process. Operational level participants indicate that their requirements are not adequately considered by centralized development activities during the initial requirements definition and subsequent modification processes. This is contrasted by the advocacy of centralized development methodologies by staff agencies and development activities as adequately meeting the requirements of operational level participants and as being the only viable means to achieve cost effective development of large multiple site information systems.; Some theorists maintain that centralized control philosophies are inappropriate for use in fast changing technological environments or with a decentralized organizational structure. This position is further validated by the results of this research. The findings of this study challenge the validity of centralized development processes for determining requirements of operational level participants and further challenges the effectiveness of centralized development activities in providing for the operational requirements of decentralized organizational structures. The research data further suggests that the complexity of the organizational structure itself may be an inhibiting factor on the crucial communication link between system developers and functional end users necessary for the effective development, modification, and use of information systems.