The rationale and background
There were dramatic failed consultancies that appeared to arise from a failed understanding between clients and consultants of a client’s goals for the project and how to assess progress.
Purpose of this research:
The paper presents & analyses a measurement model for assessing client success when engaging consultants to assist with Computer Based IS. Existing theory:
- discusses importance of consultant intervention and related process variables
- discusses multistage models of consultation process
- attempted to identify factors that contribute to successful implementation of MS
- discusses importance of identifying judgment criteria & behavioural objectives.
- does this measurement model work for measuring client success ?
- how does it distinguish between process and results?
- does it measure consultant effectiveness?
- in which of six dimensions of engagement is there success?
Case studies and surveys in 85 computer based system selection projects (CBIS). Participants are Singaporean small, medium & local business. Clients response was 80% (67/85) and 32/35 for consultant. What are the characteristics of the non-respondents?
Method: case studies, 1 pilot & 5*cases analyses. Unit of analysis is the selection project because:
- it is easier to distinguish between selection failure and implementation failure
- selection projects is characteristic of engagement where consultants is employed only to assist with identification of a solution.
Validity Internal (causal) validity – I cannot see how this is measured. Does A cause B? The B are the 7 areas. So what is the independent variable that causes them?
Content validity was checked through semi-structured interviews (how?), development of case narratives, and publication of problems, pilot testing, and presentation of early observations, presentation of a priori measures of success.
Survey instrument used Likert-like scales.
Testing construct validity – factor analysis used.
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