| Nowadays,the rapid development of information technology and the iterative update of network technology make the organization activities and business development of enterprises have to rely on information technology.Enterprise informatization is related to all aspects of the enterprise,not only the responsibility of the IT(information technology)department,but also other business departments and comprehensive management departments,often taking the lead.Information technology can be widely applied in various departments and business activities according to the organizational structure of the enterprise,and can reduce the cost of the enterprise to a certain extent,improve production efficiency,and help the enterprise to achieve its goals.IT governance is to ensure the efficient informationization process of enterprises by arranging a series of systems,the core of which is the allocation of IT decision-making power.At present,the construction of enterprise IT governance and informatization is generally carried out in the form of projects,and scholars’ research on the allocation of IT decision-making rights is mostly concentrated at the enterprise or department level,ignoring the allocation of decision-making power in the process of individual projects.Compared with ordinary projects,informatization construction projects have more participants,higher project complexity,longer project life cycle and wider impact.The control of IT decision-making power allocation during the project will affect the overall coordination effect of the project team and have a significant impact on the project performance and the overall information construction effect of the enterprise.In order to study how the power allocation in the information construction project affects the team coordination effect,this paper scientifically defines the concepts involved in the research based on the previous research theories,and combines the characteristics of each stage of the information construction project to the IT decision-making power.classification.The project team is then divided into three functional teams based on different IT decision types.Based on the relevant theories of team coordination,based on the previous research,this paper uses the professional scale to measure the horizontal allocation concentration of decision-making power within each functional team,and introduces two intermediate variables: team conflict and knowledge implicitness.Combining IT governance theory,knowledge and decision-making right matching theory and team coordination related theory,this study constructs a theoretical model of different types of teamwork.In order to test the correctness and rationality of the model,this paper uses the empirical research method to conduct questionnaire surveys in 60 information construction project teams of 37 enterprises,and finally collects 404 valid questionnaires as the research samples of this paper.After integrating the individual-level data samples into the team level,the SPSS24.0 statistical software was used to analyze the correlation and hierarchical regression analysis of the sample data.Combined with the data analysis results,the study concluded the following conclusions:(1)In different functional teams,the degree of centralization of teamwork has different effects on team coordination;in business teams and senior management teams,collaborative centralization is not conducive to team coordination success,while technical team coordination success Benefit from the organizational structure of centralization.(2)The effect of teamwork centralization on coordination success is achieved indirectly through team conflicts,that is,team conflicts play an intermediary role.(3)Knowledge implicitly strengthens the relationship between collaborative centralization and team conflict,and plays a role in regulating variables. |
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