Intention and Effect of IS Solutions: Does Risk Management Stifle Creativity?

Abstract

This paper considers the impact of information systems (IS) solutions on creativity and innovation within organizations and the associated role of risk assessment. It does this through an analysis of the results of two diverse studies. The studies are, respectively, an investigation of the relationship between the intention behind the initiation of an IS project and the post-implementation effect of the system on the organization; and an analysis of tensions that appear to exist between creativity and the norm of software systems. Both studies are empirically based, but take data from very distinct and diverse areas, i.e. large financial and manufacturing organizations, and composers of electroacoustic music, respectively. The final part of the paper argues that better IS project management and risk management in particular has the potential for reducing divergence between intended and actual IS project outcomes evident in the first study, but this may also have adverse effects. Organizations in all walks of life rely on the creativity and innovation of their employees, but risk management is concerned with applying constraints on the nature and implementation of IS solutions. Specifically, results from the second study suggest that conservative IS solutions that may result from rigorous risk management may impede creative activities. Thus, the paper identifies a need for further research into creativity and its implications for IS solutions and their management.

Get full access to this article

View all access options for this article.

References

[1] S. Flowers , Software Failure: Management Failure: Amazing Stories And Cautionary Tales ( Rothstein Catalogue, Brookfield , 1997).

[2] J.H. Haimes , Risk Modelling, Assessment, and Management ( John Wiley, New York , 1998).

[3] J.W. DeLoach , Enterprise-Wide Risk Management: Strategies for Linking Risk and Opportunity ( Financial Times, London , 2000).

[4] A. Lin and T. Cornford , Framing implementation management . In: Proceedings of International Conference on Information Systems (Brisbane, 2000).

[5] B.M. Eaglestone , N. Ford , R. Nuhn , A. Moore and G. Brown , Composition systems requirements for creativity: what research methodology? In: Proceedings of Mosart Workshop on Current Research Directions in Computer Music (Barcelona, 2001) pp. 7-16 .

[6] R. Nuhn , B.M. Eaglestone , N. Ford , A.J. Moore and G. Brown , A qualitative study of composers at work . In: A. Scholss , R. Dannenber and P. Driessen (eds), Proceedings of the International Computer Music Conference (Goteborg, 2001), pp. 572-598 .

[7] M. Earl , Information systems in global business: evidence from European multinationals. In: M. Earl (ed.), Information Management: the Organizational Dimension ( Oxford University Press, Oxford , 1996).

[8] M. Porter and V. Millar , How information gives you competitive advantage , Harvard Business Review (1985) 49-60 .

[9] D. Knights , D. Noble and H. Willmott , We should be total slaves to the business: aligning information technology and strategy - issues and evidence. In: B. Bloomfield , R. Coombs , D. Knights and D. Littler (eds), Information Technology and Organisations: Strategies, Networks and Integration ( Oxford University Press, Oxford , 1997).

10.

[10] D. Knights and F. Murray (eds), Managers Divided: Organisation Politics and Information Technology Management ( John Wiley, Chichester , 1994).

11.

[11] L. Markus , Power, Politics and MIS implementation , Communications of the ACM 26 (1983) 430-444 .

12.

[12] K. Grint and S. Woolgar , The Machine at Work: Technology, Work and Organization ( Polity Press, Cambridge , 1997).

13.

[13] W. Orlikowski , The Duality of Technology: Rethinking the Concept of Technology in Organizations. Working Paper ( Centre for Information Systems Research, MIT, Reading, MA , 1991).

14.

[14] A. Lin and T. Cornford , Sociotechnical perspectives on emergence phenomena. In: E. Coakes , L.-J. R. and D. Willis (eds), The New Sociotech ( Springer, Surrey , 2000).

15.

[15] W. Orlikowski , Learning From Notes: Organizational Issues in Groupware Implementation Working Paper ( Center for Information Systems Research, MIT , 2000).

16.

[16] J. Grudin and L. Markus , Organisational issues in development and implementation of interactive systems. In: M. Helander , T.K. Landauer and P. Prabhu (eds), Handbook of Human-Computer Interaction ( Elsevier Science, Oxford , 1997).

17.

[17] J.P. Guilford , The Nature of Human Intelligence ( McGraw-Hill, New York , 1967).

18.

[18] E. de Bono , Lateral thinking. In: Richard L. Gregory (ed.), The Oxford Companion to the Mind ( Oxford University Press, Oxford , 1987), pp. 428-429.

19.

[19] B.M. Eaglestone , N. Ford and M. Clowes , Do composition systems support creativity? - evaluations . In: A. Schloss , R. Dannenber and P. Driessen (eds), Proceedings of the International Computer Music Conference (Havana, 2001), pp. 22-25 .

20.

[20] R. Polfreman , A task analysis of musical composition and its application to the development of Modalyser , Organised Sound 4 (1999).

21.

[21] Audio Ease, thOnk 0+2, Shareware Music Machine.-Com (November 2002). Available at: www.hitsquad.com/smm/programs/Thonk/

22.

[22] M. Clowes, An investigation of compositional practices in the field of electro-acoustic music, with an evaluation of the main software environments currently in use. MSc Dissertation, Department of Information Studies, University of Sheffield (2000).

23.

[23] B.M. Eaglestone and N. Ford , Computer support for creativity: help or hindrance, ARiADA Texts (2002).

24.

[24] R.L. Gregory (ed.), The Oxford Companion to the Mind ( Oxford University Press, Oxford , 1987).

25.

[25] N. Ford , Information retrieval and creativity: towards support for the original thinker , Journal of Documentation 55 (1999), 528-542 .

26.

[26] J. Olaisen , Pluralism or positivistic trivialism: important trends in contemporary philosophy of science. In: H.E. Nissen , H.K. Klein & R. Hirschheim (eds), Information Systems Research: Contemporary Approaches and Emergent Traditions ( Elsevier, Amsterdam , 1991), pp. 235-265.

27.

[27] Y.S. Lincoln and E.G. Guba , Naturalistic Inquiry ( Sage Publications, California , 1985).

28.

[28] M. Reybrouck , Gestalt concepts and music: limitations and possibilities. In: M. Leman (ed.), Music, Gestalt and Computing. Lecture Notes in Artificial Intelligence ( Springer, Berlin , 1997), no.1317.

29.

[29] J. Ward and P. Griffins , Strategic Planning for Information Systems ( John Wiley, Chichester , 2001).

30.

[30] D. Cooke and E. Parrish , Not measuring up, Chief Information Officers Magazine June 15 ( International Data Group (IDG) Company, Boston , 1992).

31.

[31] B. Farbey , F. Land and D. Targett , Evaluating investments in IT , Journal of Information Technology 7 (1992) 109-122

32.

[32] B. Adeleye, Risk management practices in information systems outsourcing: an investigation into commercial banks in Nigeria. MSc Dissertation, Department of Information Studies, University of Sheffield (2002).

33.

[33] A. Savage , Risk management in Australian organizations-perception versus reality . In: Proceedings of SA ARIMA Project Management Conference (South Australia, 2001). Available at: www.arima.com.au/papers

34.

[34] A. Darlington , S. Grout and J. Whitworth , How Safe is Safe enough? An Introduction to Risk Management (Staple Inn Actuarial Society, September 2002). Available at: www.sias.org.uk/papers/risk2001.pdf

35.

[35] G. Holton , Centralised Risk Management: Accuracy vs. Precision (November, 2002). Available at: www.contingencyanalysis.com/frame/indexaboutglyn.htm

36.

[36] L.D. Howe , Strategic Risk for Organisations ( AEA Technology, Oxon , 2002). Available at: www.innovatiogame.com/risk/srpaper.htm