Explaining attribution in information technology projects
| Pages | 216-227 |
| Date | 09 May 2016 |
| DOI | https://doi.org/10.1108/JSIT-01-2016-0002 |
| Published date | 09 May 2016 |
| Author | Oliver Standing,Susan Standing,Eric Kordt |
| Subject Matter | Information & knowledge management,Information systems,Information & communications technology |
Explaining attribution in
information technology projects
Oliver Standing
Murdoch University, Murdoch, Australia
Susan Standing
Department of Business and Law, Edith Cowan University,
Connolly, Australia, and
Eric Kordt
Edith Cowan University, Connolly, Australia
Abstract
Purpose – The purpose of this paper is to explore the relationship between project failure and success
and an individual’s attributional style and level of seniority. Information technology (IT)-related
projects are often complex because of the need to work with a range of stakeholders and satisfy diverse
expectations, and thus projects often fail.
Design/methodology/approach – A case study of a large government organisation was
undertaken: interviews and focus groups were conducted and used as primary data for qualitative
analysis.
Findings – Line and executive managers have the tendency to increasingly make more pessimistic
attributions than support workers, believing that failure was likely to persist in the future because of the
inability to inuence management and stakeholders. Support workers have the tendency to be more
optimistic than line and executive managers and this has implications for self-serving evaluation
practices.
Originality/value – The application of the attribution theory provides insights into project success
and failure and the discrepancies between line managers’ and employees’ job satisfaction.
Keywords Project failure, Employee retention, Attribution theory
Paper type Research paper
Introduction
Researchers estimate that a signicant percentage of all information technology (IT)
projects are failures (i.e. abandoned) (Conboy, 2010). In addition, researchers also
estimate that 30 to 60 per cent of all IT projects are partial failures (e.g. cost overruns and
time overruns) (Goldnch, 2007). With this disproportionately high rate of failure, it is
unsurprising that IT project failure is frequently cited as the primary challenge facing
the IT profession (Standing et al., 2006).
Despite the high rate of IT project failure, there is limited research on the emotional
and behavioural impact of IT project success and failure on individuals at varying job
responsibility levels (i.e. support worker, line manager and executive manager). This is
despite the increased recognition given to social psychology in IT research (Venkatesh
et al., 2003), evidence indicating approximately 10 per cent of IT professionals exhibit
moderate or severe depressive symptoms, and that IT professionals frequently endure
The current issue and full text archive of this journal is available on Emerald Insight at:
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JSIT
18,2
216
Received 13 January 2016
Revised 13 January 2016
Accepted 16 January 2016
Journalof Systems and
InformationTechnology
Vol.18 No. 2, 2016
pp.216-227
©Emerald Group Publishing Limited
1328-7265
DOI 10.1108/JSIT-01-2016-0002
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