The research question investigated was stated as follows: "Is IS downsizing feasible for all large organizations, and, if not, under what organizational conditions is IS downsizing feasible? The relationships between problems and outcomes associated with IS downsizing and organizational characteristics were measured and tested for statistical significance. None of the relationships was found to be statistically significant at p<.05. Thus, a conclusion was drawn that IS downsizing may be feasible for all large organizations regardless of organizational structure and management system. Such feasibility must be assessed within the context of potential problems and outcomes, as opposed to the relationships between such problems and outcomes and organizational characteristics. This study found that the potential for problems is present in all areas of organizational activity in an IS downsizing program. On the average, however, it was found that the intensity of such problems would be somewhat less than moderate. This study found that the potential for outcome changes from IS downsizing is also present in all types of organizational activity. On the average, it was found that the character of such outcomes was about half way between little or no change and improvement. Thus, it was also concluded that overall the benefits to be gained from IS downsizing will more often than not outweigh the problems encountered in such an effort.
The evolution of the micro computer into machines whose capacities exceed those of some mainframe computers of the past is leading to rapid change in the information systems (IS) function in many large organizations (LaPlante, 1993, pp. 23 38). The most significant of the various changes occurring is the replacement in many organizations of mainframe computers by networks of micro computers (Plyer and Kim, 1993, pp. 39 44). This process is commonly referred to as "IS downsizing" (Bird, 1992, pp. 93...