| Information systems (IS) structure is an important aspect of the IS organization. This dissertation examines IS structure and has two objectives: (1) to operationalize the constructs related to IS structure and (2) to examine the relationships between the IS structure dimensions and IS performance.;A five-phase research methodology is used: (1) conceptualize IS structure, (2) develop measures, (3) collect data, (4) validate the measures, and (5) test the hypotheses. Major research activities include: interviews and focus groups with senior IS executives, sorting exercises, pilot tests, the administration of a large-scale mail survey yielding a sample of 86 companies, and the application of appropriate statistical techniques. Four categories of IS structure dimensions are described based on two aspects of IS structure: enterprise vs. component levels of the organization and organizational vs. technological aspects. The four categories are IS organizational structure and IS services structure at the enterprise level as well as IS process structure and IS technological structure at the component level. These categories are based on the literature related to IS structure, organizational theory, the socio-technical perspective, and task and project complexity. Validation and additional insight for the dimensions resulted from focus group meetings and interviews with senior IS executives.;IS organizational structure is comprised of three dimensions: centralization, formalization, and differentiation. IS services structure also has three dimensions: completeness, standardization, and centrality. IS process structure is described by completeness and coordination. Finally, IS technological structure is described by variety and integration. Measures were developed to assess each dimension. Additional items were developed to assess IS functional performance. In total, the measures are comprised of 79 items. Each of the dimensions exhibit adequate levels of reliability and validity.;IS organizational centralization, IS organizational formalization, IS services completeness, IS services centrality, IS process coordination, and IS technological integration are significantly related to IS performance. IS process coordination and IS technological integration mediate the relationships between all of the enterprise-level structure dimensions and IS functional performance.;The limitations of the study and contributions for both research and practice are presented. The dissertation concludes with a call for future research. |
