Autonomy, Procedural Justice, and Information Systems Planning Effectiveness in Multinational Firms

Job characteristics and procedural justice theories offer an avenue through which to better understand information systems planning effectiveness in multinational firms. The first theory suggests that greater autonomy leads to greater perceptions of fair treatment, and the second suggests that perceptions of fair treatment lead to greater commitment and performance. A postal survey of 131 chief information officers of U.S. subsidiaries of multinational firms collected data to test hypotheses based on the theory. Data analysis revealed that autonomy for IS planning significantly predicted feelings of procedural justice, and procedural justice predicted IS planning with greater effectiveness. These findings not only lend support to the theories but, more importantly, also suggest that parent managers consider delegating greater planning autonomy to the managers of their foreign subsidiaries.