Computer-aided software engineering: perceptions of technology, work, and management among I.S. personnel
Authors: Neil C. Ramiller
Venue: Proceedings of the 1993 conference on Computer personnel research (1993)

This paper describes a study of how users and prospective users of computer-aided software engineering technology (CASE) perceive CASE as an innovation in their work. The study focused on how information systems personnel view the interaction of the technology with their established base of knowledge and skill, their goals and aspirations in work, and the managerial and organizational environment. Five major areas of concern among I.S. personnel were identified, including: The efficacy of CASE technology. The learning challenge posed by the new technology, and the implications of this challenge for personal control in the work situation. The potential effects of CASE on the individual's experience of work and sense of professionalism The impact of CASE on existing policies and procedures, and management's understanding and flexibility in adapting these to fit the new conditions. The adequacy of available resources, such as training and consulting, to support the personal transition to a CASE environment. Survey respondents generally viewed the adoption of CASE in a positive light, and were especially positive on the issue of knowledge and personal control. However, respondents expressed pessimism concering policy impacts and management adaptability. Cluster analysis based on responses in the five areas of concern exposed four major groups of respondents. These arrayed themselves from &ldquo;fans&rdquo; or enthusiasts, who were strongly positive in their responses on all dimensions, to the &ldquo;pessimists,&rdquo; who on balance responded negatively on most issues. In between these expremes lay two groups, including &ldquo;moderates&rdquo; who gave intermediate responses on all issues, and &ldquo; management skeptics,&rdquo; who expressed strongly positive views of the technology itself, their ability to learn and adapt to it, and its implications for professional outcomes, but strongly negative views on management adaptability and the organization's capability to provide transitional support. The four groups varied significantly in age, CASE experience, change agent contact, and level of internal communication; further, external orientation, as measured by exposure to trade media and by participation in professional associations, set the management skeptics apart from the other groups. The findings of the study indicate that I.S. personnel tend to hold complex and varied views of CASE, its implications for work, and the implementation process. This serves to remind managers not to think of I.S. personnel as a homogeneous group but rather as a diverse and potentially sophisticated community calling for advance leadership strategies. The study's findings suggest, further, that where resistance or dissatisfaction arises during the implementation of CASE, the problem may well rest in management competence, policies, and actions, rather than in an inherent unwillingness of the I.S. personnel to learn new practices and adopt new work routines. The association of selected antecedents with positive perceptions of CASE suggests possiblities for favorably managing the conditions of implementation.