Autonomy of Information System project managers: A research of institutionalized practices

Sofianne Messaoudi Escarabajal () and Régis Meissonier ()
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Sofianne Messaoudi Escarabajal: MRM - Montpellier Research in Management - UPVM - Université Paul-Valéry - Montpellier 3 - UPVD - Université de Perpignan Via Domitia - Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School - UM - Université de Montpellier
Régis Meissonier: CEROG - Centre d'Etudes et de Recherche sur les Organisations et la Gestion - Université Paul Cézanne - Aix-Marseille 3

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Abstract: In Information Systems, few researchers studied the influence of mimetic practices of project managers. Indeed, IS project managers are observed as trying to apply "standard methods" or "best practices" observed in the business sector or recommended by experts. At the same time, they are forced to consider the specific context of the company they are working for and the needs and requests expressed the stakeholders. In Information Systems, few researchers studied the influence of mimetic practices of project managers. So, the question is raised concerning their autonomy in their way to balance this double influencing phenomenon. The paper reviews neo-institutional theories, enhances their sociological approach and present possible "institutionalized practices" of IS project managers. After it presents a research perspective related to the specific cultural context of our research field: a French educational religious institutions.

Keywords: IS; project manager; institutionalized practices; freedom of action; new institutional theory (search for similar items in EconPapers)
Date: 2017-11-01
New Economics Papers: this item is included in nep-ppm
Note: View the original document on HAL open archive server: https://hal.science/hal-01992787v1
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Published in 4th Business Management International Conference, Burapha University, Nov 2017, Pattaya, Chonburi, Thailand

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