Information technology: a study of performance and the role of human and organizational factors

• Published in: Ergonomics Vol. 40; no. 9; pp. 851 - 871
• Main Authors: CLEGG, CHRIS, AXTELL, CAROLYN, DAMODARAN, LEELA, FARBEY, BARBARA, HULL, RICHARD, LLOYD-JONES, RAYMOND, NICHOLLS, JOHN, SELL, REG, TOMLINSON, CHRISTINE
• Format: Journal Article
• Language: English
• Published: London Taylor & Francis Group 01-09-1997; Washington, DC Taylor & Francis; Taylor and Francis; Taylor & Francis LLC
• Subjects: Applications (e.g. Digitizing,...); Exact sciences and technology; Information and communication sciences; Information and communication technologies; Information science. Documentation; Information technologies: storage media, equipment; Information technology; Sciences and techniques of general use; United Kingdom; Europe; United Kingdom > UK; Human; Firm environment; Information organization; Information access; Human aspect; Performance; Enterprise organization; Information technology; Human factor; Optimization
• ISSN: 0014-0139; 1366-5847
• DOI: 10.1080/001401397187694

The aim of this study was to gather and collate information from the major researchers and consultancies in the UK regarding the performance of Information Technology (IT) and the role of human and organizational factors. The findings are based on the experience of 45 of the leading experts in the UK, drawing on a collective sample of approximately 14,000 organizations, covering all major sectors of economic activity and a comprehensive range of information technologies. The main findings are that 80-90% of IT investments do not meet their performance objectives and the reasons for this are rarely purely technical in origin. The context of technical change, the ways in which IT is developed and implemented, a range of human and organizational factors, and the roles of managers and end-users, are identified as critical areas affecting performance. A major implication is that the poor performance of IT systems is the result of a complex set of interacting forces that will be difficult to change. The study reports ideas concerning 'best practice' within companies, along with some suggestions for what needs to be done on a national scale to improve performance and practice in this area. A key goal is that action on these human and organizational issues becomes embedded in practice, part of the natural way of managing organizational and technical change.