| Abstract (ENG): |
Un-official projects resulting from unsanctioned, bottom-up employee initiatives is a
phenomenon that can cause serious resource planning problems in IT project portfolio
management, such as when resources thought to be available have actually been spent
on projects conducted under the radar. At the same time, such project may also give rise
to innovative ideas, solutions and software of potentially great benefit to organizations.
Previous research has begun to acknowledge and highlight the innovative potential in
bottom-up un-official activities, but little is known about why individual professionals
engage in un-official projects. We draw on psychological empowerment and
constructive deviance theory to explain such engagement, identifying factors fostering
empowerment as well as factors moderating whether empowerment translates into unofficial project activities. Our conceptual model contributes to the theoretical discourse
on un-official projects and equips practitioners with knowledge that can help them
balance the propensity of individuals to engage in un-official activities |
| Citation: |
Buchwald, Arne and Urbach, Nils and Mähring, Magnus
(2015)
Understanding Employee Engagement in Un-Official Projects – A Conceptual Model Based On Psychological Empowerment and Constructive Deviance.
In: (Proceedings of the) 36th International Conference on Information Systems (ICIS) "Exploring the Information Frontier" ; 8, December 13-16, 2015, Fort Worth, TX, USA.
ISBN 9780996683111
|
