Background
The aim of this project is to develop the theoretical and practical understanding of how to increase line managers' understanding of the multiple areas in which the development and use of IS result in planned and unplanned effects.

My observation is that the development and use of IS is a highly complex social phenomenon. Therefore, effects span from technology considerations to business outcomes. Line managers responsible for IS must understand this wide topic range. Line managers are in need of an integrated - or holistic - approach, precisely because IS itself is multifaceted.

The term effects may be understood as the combination of dependent IS-related variables. This is partially true, since any dependent variable is an outcome - or effect, if you like! I have seen this in my own work, for example:

• Whether concrete or abstract representations in systems development lead to more precise specifications,
  see abstract.
• Whether the communication patterns between top line managers and IT managers impact IS quality,
  see abstract.

However, the focus within my "IS-effects" umbrella is somewhat different: I attempt to avoid focusing on single aspects, since a line manger must consider all sides of the IS innovation! The aim is to develop an integrated understanding of: What is an IS in the eyes of the line manager in the first place? What are the effect areas, themes, or issues? To what degree can IS effects be represented in dollars and cents? How do people contribute to the definition and documentation of IS effects? How do people utilize data about IS effects?

I initiated in 1992 the first effort to look into these questions.

Does a more holistic view on IS effects result in higher IS quality?
Two students of mine investigated this issue in two large Norwegian companies, one project in each - one successful and one less successful. The indications are:

• The broader the IS effects defined - on the business, organizational, and individual level - the higher the IS quality
• The higher the common understanding of IS effects - the higher the IS quality.
• The more important line managers found a broader IS effect evaluation - the higher the IS quality.
• The more emphasis line managers put on the value of common understanding - the higher the IS quality

The thesis is published in Norwegian (Ramleth og Riddervold (1993). Effekter ved anvendelse av informasjonsteknologi, diplomoppgave, siviløkonomstudiet, Handelshøyskolen BI.)

The present activities
Although this project was not carried through in a totally trustworthy scientific manner, the results were very encouraging. However, because of other engagements little has been done until recently. That is, at present I am developing the article/chapter:

"Effects as the Vehicle for Line Management Planning and Control of Information Systems Development and Use," planned submitted in 1997.

In fact, this contribution will address all the questions asked above. It will serve as the platform for the definition and initiation of a formal project, the fall of 1998.