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Information technology (IT) is a key enabler of modern business practices, yet reliably effective IT systems remain a significant challenge for many organizations. The consequences when systems fail to behave as expected becomes ever-more problematic as IT dependence grows. Therefore, methods for assessing IT effectiveness and generating actionable recommendations for improvement are key drivers of success. For this reason, large organizations often adopt IT best practice frameworks such as COBIT, ITIL or ISO/IEC standards which can offer greater assurances of IT effectiveness. However smaller organizations are rarely able to adopt these frameworks due, in part, to resource constraints, and a preference to eschew authoritative practices in favour of informal guides to action. Consequently, a significant research gap is the lack of IT effectiveness approaches for organizations unable or unwilling to adopt formal IT best practice frameworks. This thesis presents an alternative norms-based approach to IT effectiveness which some organizations might find more suitable. Norms are informal beliefs (e.g. ‘using a complex password helps safeguard data’) which motivate behaviours and can often be expressed using non-technical language. We review the literature to formulate a predictive model connecting norms to IT quality. Employing a scientific methodology defensible on philosophical grounds and accepted research practices, we distil a set of IT effectiveness norms from the COBIT 4.1 IT governance framework and adapt theories of motivation to justify our assertion that IT effectiveness norms can motivate actions. Our work is signficant in its formulation of an alternative approach for assessing IT operations and improving organizational IT outcomes. Our survey instrument –validated in four studies, which include a non-profit and government organization, multiple small businesses, a large pharmaceutical company and a university –is a light-weight and reliable assessment tool. Our predictive model is able to explain 26% of observed variance, and can offer actionable and non-technical insights which can improve organizational outcomes. A norms-based approach may bring many of the same IT effectiveness benefits offered by formal IT best practices into organizations, such as small businesses, which lack the resources for their implementation. This approach may also help bridge important communication gaps between IT professionals and others in the organization by providing a different, less technical perspective for framing, assessing, diagnosing, and communicating about IT processes.

The Study identifies a lack of investigation into ‘organisational obstinacy’. Organisational resistance is critiqued for ignoring the ambivalence of individuals’ and groups’ feelings around change. As a consequence, work on resistance has tended to concentrate on improving change management techniques rather than influencing organisational forces. In contrast, obstinacy is felt to contain positive as well as negative attitudes which both contribute to why change programmes falter. Organisational characteristics examined include frameworks of interdependencies, the conceptual and shared understanding of the organisational change paradigm being sought, and the flow of ideas within an organisation which illuminate the direction of change that is being pursued. A research model is adopted that identifies where organisational obstinacy might be best observed. Using a longitutinal ethnographic Action Research single case study methodology, a four stage research programme is undertaken in a metropolitan local authority in the UK. Soft System Modelling is used to bring clarity to the Action Research methodology including a clear expression of the epistemology being adopted and a complex ‘framework of ideas’ being developed for each stage. A coherent explanation of the key events that took place is summarised. Two important models are developed which illustrate how ideas might flow around the organisation and where connected interdependencies might become established. These capture the idea of a ‘Winding 8’ with ‘points of crank’ and a ‘critical mass’ comprising contributing elements to the whole change programme. The key findings suggest that organisational obstinacy can be observed when the organisational equilibrium is disturbed by the strength of the introduced driving forces. Under the influence of this obstinacy the organisation re-establishes the ‘old normal’ surprisingly swiftly. A duality of attitudes, often held by the same people, which both support driving forward as well as restraint, suggests that obstinacy can be both positive and negative in its operation. A definition of Organisational Obstinacy is offered. The limitations in the methodology are discussed. Conclusions are drawn on the nature of organisational obstinacy and its operation and possible new directions for further research are offered.

In the current global market, knowledge is viewed as a source of competitive advantage. In particular, it has become a crucial factor for Multinational Corporations (MNCs). MNCs are searching for appropriate ways to manage and use their knowledge effectively and efficiently. Their challenge is how to facilitate the sharing of knowledge and maximise the value from all available knowledge assets. In response to this, MNCs use Knowledge Management Systems (KMSs) for sharing, utilising and integrating knowledge as well as supporting Decision-making Processes. Therefore, the primary concern of this research is to examine knowledge sharing by using KMSs to support decision-making processes in MNCs. The study extends the existing literature on KMSs, knowledge sharing, and decision-making processes by proposing and empirically testing a new conceptual model in MNCs. For this purpose, a mixed-methods approach has been designed, combining semi-structured interviews and a questionnaire to collect data from MNCs participants from Europe and the Middle-East. In the first phase of this study, 42 semi-structured interviews were conducted with participants from 32 different MNCs in 12 countries to explore the main factors affecting knowledge sharing by using KMSs to support decision-making processes. A conceptual framework comprising four core dimensions was developed using thematic analysis. In the first dimension, Knowledge Management Systems, three themes were identified: technology acceptance, communication tools, and KMSs usage. In the second dimension, Knowledge Sharing Practices, the three themes were: content, willingness to share, and external factors. In Culture, the themes were: national culture, organisational culture, and information technology culture. In the fourth dimension, Decision-making Processes, extent of analysis and speed of decision-making were identified. This study went a step further than merely identifying the factors that affect KS. A conceptual model and twelve hypotheses were developed based on the findings of the thematic analysis, literature review, and the research objectives. The new model comprises seven constructs: organisational culture, perceived ease of use and perceived usefulness of using KMSs, KMSs usage, knowledge sharing, decision-making processes and organisational effectiveness. A survey was conducted to collect data on participants’ perceptions to test the model. Responses from 221 KMSs users were analysed. Structural equation modelling was conducted to test the hypothesised relationships. The results revealed that all hypotheses are statistically significant. KMSs usage and organisational culture have a positive and significant impact on knowledge sharing, with organisational culture having the largest impact. KMSs usage, knowledge sharing and organisational culture have a significant effect on decision-making processes; knowledge sharing has the biggest impact, followed by KMSs usage, and a marginally positive impact of organisational culture. Moreover, perceived ease of use has a strong and positive significant impact on the perceived usefulness of KMSs. Perceived usefulness, perceived ease of use, and organisational culture have a positive and significant effect on KMSs usage, with organisational culture having the largest impact. Finally, organisational culture, decision-making processes and perceived usefulness have a positive and significant impact on organisational effectiveness, but decision-making processes have the biggest impact. This study has practical implications for different stakeholders in MNCs, including managers, decision makers, KMSs designers, IT specialists, and consultants, in linking KMSs usage and knowledge sharing with decision-making processes and organisational effectiveness, and by focusing on organisational culture in knowledge management.