Jon Hartwick’s research while affiliated with McGill University and other places

The lack of a clear conceptualization and operationalization of the construct of interpersonal conflict makes it difficult to compare the results of different studies and hinders the accumulation of knowledge in the conflict domain. Defining interpersonal conflict as a dynamic process that occurs between interdependent parties as they experience negative emotional reactions to perceived disagreements and interference with the attainment of their goals, the present paper presents a two-dimensional framework and a typology of interpersonal conflict that incorporates previous conceptualizations of the construct. The first dimension of the framework identifies three properties generally associated with conflict situations: disagreement, negative emotion, and interference. The framework's second dimension identifies two targets of interpersonal conflict encountered in organizational settings: task and interpersonal relationship. Based on this framework, the paper highlights several shortcomings of current conceptualizations and operationalizations of interpersonal conflict in the organizational literature, and provides suggestions for their remedy.

Few conflict researchers clearly specify, not only their chosen definitions and means of assessing interpersonal conflict, but also how their conceptualization is similar or different from other researchers' perspectives. The lack of a clear conceptualization and operationalization of the construct of interpersonal conflict makes it difficult to compare the results of different studies and hinders the accumulation of knowledge in the conflict domain. To address this issue, the present paper develops and presents a general definition for the construct of interpersonal conflict, as well as a two-dimensional conceptual framework that incorporates previous conceptualizations of this construct. Subsequently, the paper uses this definition and framework to highlight several shortcomings of current conceptualizations and operationalizations of interpersonal conflict in the organizational literature, and to provide directions for their remedy.

Researchers from a wide range of management areas agree that conflicts are an important part of organizational life and that their study is important. Yet, interpersonal conflict is a neglected topic in information system development (ISD). Based on definitional properties of interpersonal conflict identified in the management and organizational behavior literatures, this paper tests a model of how individuals participating in ISD projects perceive interpersonal conflict and examines the relationships between interpersonal conflict, management of the conflict, and ISD outcomes. Questionnaire data was obtained from 265 IS staff and 272 users working on 162 ISD projects. Results indicated that the construct of interpersonal conflict was reflected by three key dimensions: disagreement, interference, and negative emotion. While conflict management was found to have positive effects on ISD outcomes, it did not substantially mitigate the negative effects of interpersonal conflict on these outcomes. In other words, the impact of interpersonal conflict was perceived to be negative, regardless of how it was managed or resolved.

User participation is defined as the extent to which users or their representatives carry out assignments and perform various activities and behaviors during the system development process. This work has identified three dimensions of user participation: responsibility, the user-IS (information system) relationship and hands-on activity. However, this 3D view of user participation does not capture an important aspect of participation: the communication between users and with various stakeholders. This paper replicates and extends past research by proposing the addition of a fourth dimension: communication activity. Data collected from 324 users drawn from 162 IS development teams were used to replicate our three dimensions and to examine evidence for the construct validity of the new dimension. Consistent with expectations, strong evidence was found suggesting that communication activity needs to be considered as a fourth dimension of user participation

The topics of conflict and conflict resolution are important to an understanding of the information system development (ISD) process. The present paper explores conflict management behaviors and relates their use to the satisfactory resolution of conflicts in ISD. Project-level scores representing users' and analysts' typical modes of behavior were developed for 116 ISD projects. Analysis of these behaviors indicated remarkable similarities in user and analyst actions. Both engaged in high levels of integrative problem-solving behaviors and low levels of avoiding behaviors, with levels of compromising, asserting and avoiding actions in between. Users and analysts also had similar reactions to the use of these different styles. Problem-solving was found to be the mast effective behavioral style for engendering satisfaction both for oneself and for the other party in a conflict situation. Avoiding and asserting were each found to be dysfunctional

Barki and Hartwick (1989) developed an instrument to assess user participation, defined as the extent to which users or their representatives carry out assignments and perform various activities and behaviors during the system development process. The study reported was designed to replicate and extend this work. Consistent with expectations, four separate facets of user participation were found: responsibility; evaluation and review of IS work; communication (users with IS staff, users among themselves and users with senior management); and hands-on activity (system design and training). Relationships of these facets to the users' role on the project team, to their influence and satisfaction with the process of system development, and to their influence and satisfaction with the system were examined. The results provide a clear and complete picture of user participation in systems development

Barla and HartWick [2] developed an instrument to assessuser participation, defined as the extent to which users ortheir representatives carry out assignments and performvarious activities and behaviors during the systemdevelopment process. The study reported here was designedto replicate and extend this work. Consistent withexpectations, four separate facets of user participation werefound-Responsibility, Evaluation and Review of IS Work,Communication (users with IS stag users among themselves,and users with senior management) and Hands-on Activity(system design and training). Relationships of these facetsto the users' role on the project team, to their influence andsatisfaction with the process of system development and totheir influence and satisfaction with the system wereexamined. The results provide a clear and complete pictureof user participation in systems development.

User participation has long been considered a key ingredient in information system development (ISD). However, research has generally failed to clearly demonstrate the benefits of user participation. A better description of interpersonal processes which occur during system development could be used to help explain the weak results. The present study builds upon the work of Robey and his colleagues (Robey and Farrow 1982, Robey et al. 1989, Robey et al. 1993), who examined user participation, influence, conflict, and conflict resolution during ISD. Results obtained in a field study of 74 IS projects suggest the following four conclusions: (i) conflict is best represented and measured as a multidimensional construct; (ii) the relationship between user participation and conflict is more complex than previously believed; (iii) influence has a dual role in the emergence of conflict; and (iv) influence plays a key role in the satisfactory resolution of conflict.