Abstract
The purpose of this study was to integrate theory from several areas into a useful framework for the design of information systems. The specific objectives of this research were to integrate information systems design, organization theory, and change theory; to propose a framework that was process-oriented and situational in nature that would produce a design that met the needs of the organization; to specify organizational contingencies or variables that affected the design approach and tended to provide direction for the process; and to suggest approaches, skills, and techniques, drawn from the behavioral sciences, that directly applied to the design of information systems. A framework for analysis was proposed and used to discuss three actual design cases that were drawn from two organizations with the same mission. The cases were chosen to demonstrate the differences in organizational contingencies between two organizations, within the same organization, between different systems, and between different points in time. Three unique roles of the analyst were identified--the analyst as a process designer and process manager, the analyst as a facilitator of the design team, and the analyst as a technical advisor. All of these roles were significantly different than those of the analyst in the traditional systems design approach. The analysis of the cases led to several other conclusions. First, the use of planned-change approaches can lead to the successful design and implementation of information systems. Second, with a collaborative-educational approach, designers can effectively deal with resistance and can build ownership in the future system. Third, separating the analyst from the product, and having that person serve as a process designer, process manager, and process facilitator can effectively support users in designing their own systems. Fourth, the design methodology used at any point is best determined by the organizational contingencies operable at the time and therefore, vary from situation to situation. Finally, moving away from the technical orientation of OR/MIS design strategies should not adversely affect the technical quality of a system and should improve the acceptance of the system by the organization.