The Interplay Between Evidence and Judgment in the IT Project Prioritization Process

Research output: Contribution to journalJournal articleResearchpeer-review

Abstract

Strategic decisions concerning IT investments are based on a project prioritization process designed to accommodate evidence-based management and rational decision-making. Our empirical study of IT project prioritization in a financial institution shows how managers reach decisions under norms of evidence-based management. We use a rich dataset derived from a longitudinal study. We analyze managers’ decision-making practices and identify four tactics of supplementing, substituting, interpreting, and reframing the available evidence. The choice of tactic depends on how decision makers perceive the available evidence. All tactics involve the use of judgment. We also identify a number of devices employed to enable such judgments. Our study shows that although evidence is not playing its designated role in evidence-based management, it nevertheless plays a central role in the IT prioritization process.
Strategic decisions concerning IT investments are based on a project prioritization process designed to accommodate evidence-based management and rational decision-making. Our empirical study of IT project prioritization in a financial institution shows how managers reach decisions under norms of evidence-based management. We use a rich dataset derived from a longitudinal study. We analyze managers’ decision-making practices and identify four tactics of supplementing, substituting, interpreting, and reframing the available evidence. The choice of tactic depends on how decision makers perceive the available evidence. All tactics involve the use of judgment. We also identify a number of devices employed to enable such judgments. Our study shows that although evidence is not playing its designated role in evidence-based management, it nevertheless plays a central role in the IT prioritization process.
LanguageEnglish
JournalJournal of Strategic Information Systems
Volume24
Issue number3
Pages171-188
ISSN0963-8687
DOIs
StatePublished - 2015

Keywords

    Cite this

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    title = "The Interplay Between Evidence and Judgment in the IT Project Prioritization Process",
    abstract = "Strategic decisions concerning IT investments are based on a project prioritization process designed to accommodate evidence-based management and rational decision-making. Our empirical study of IT project prioritization in a financial institution shows how managers reach decisions under norms of evidence-based management. We use a rich dataset derived from a longitudinal study. We analyze managers’ decision-making practices and identify four tactics of supplementing, substituting, interpreting, and reframing the available evidence. The choice of tactic depends on how decision makers perceive the available evidence. All tactics involve the use of judgment. We also identify a number of devices employed to enable such judgments. Our study shows that although evidence is not playing its designated role in evidence-based management, it nevertheless plays a central role in the IT prioritization process.",
    keywords = "IT project prioritization, Decision making, Evidence-based management, Judgment",
    author = "Arisa Shollo and Ioanna Constantiou and Kristian Kreiner",
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    language = "English",
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    }

    The Interplay Between Evidence and Judgment in the IT Project Prioritization Process. / Shollo, Arisa; Constantiou, Ioanna; Kreiner, Kristian.

    In: Journal of Strategic Information Systems, Vol. 24, No. 3, 2015, p. 171-188.

    Research output: Contribution to journalJournal articleResearchpeer-review

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    T1 - The Interplay Between Evidence and Judgment in the IT Project Prioritization Process

    AU - Shollo,Arisa

    AU - Constantiou,Ioanna

    AU - Kreiner,Kristian

    PY - 2015

    Y1 - 2015

    N2 - Strategic decisions concerning IT investments are based on a project prioritization process designed to accommodate evidence-based management and rational decision-making. Our empirical study of IT project prioritization in a financial institution shows how managers reach decisions under norms of evidence-based management. We use a rich dataset derived from a longitudinal study. We analyze managers’ decision-making practices and identify four tactics of supplementing, substituting, interpreting, and reframing the available evidence. The choice of tactic depends on how decision makers perceive the available evidence. All tactics involve the use of judgment. We also identify a number of devices employed to enable such judgments. Our study shows that although evidence is not playing its designated role in evidence-based management, it nevertheless plays a central role in the IT prioritization process.

    AB - Strategic decisions concerning IT investments are based on a project prioritization process designed to accommodate evidence-based management and rational decision-making. Our empirical study of IT project prioritization in a financial institution shows how managers reach decisions under norms of evidence-based management. We use a rich dataset derived from a longitudinal study. We analyze managers’ decision-making practices and identify four tactics of supplementing, substituting, interpreting, and reframing the available evidence. The choice of tactic depends on how decision makers perceive the available evidence. All tactics involve the use of judgment. We also identify a number of devices employed to enable such judgments. Our study shows that although evidence is not playing its designated role in evidence-based management, it nevertheless plays a central role in the IT prioritization process.

    KW - IT project prioritization

    KW - Decision making

    KW - Evidence-based management

    KW - Judgment

    U2 - 10.1016/j.jsis.2015.06.001

    DO - 10.1016/j.jsis.2015.06.001

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