Tenuous model better than none?

INN322 – Information Systems Consulting

WEEK ONE: Long-winded common sense?

Dawson et al present a sometimes highly ephemeral series of propositions based on opaque qualitative research and interpretation (the research data is not presented in any great detail), and propose that a new Theory of Relationship Constraints better explains information asymmetry in information systems (IS) consulting, with a principal focus on control mechanisms to curb sharp practices.

I am still not entirely certain how this model supplants agency theory or the sub-trope of principal-professional lens speculation.

Agency theory might be summarised to mean the consideration of conflictsd arising from a relationship between a principal who/which hires an agent, where the agent might be motivated by self interest to pursue goals that not in the principal’s best interests. Sharma (1997) summarises effective principal control as being limited by the cost of monitoring and metering, where monitoring is a supervisory function, and metering is a quantitative outcomes stipulation (pp 761-762).

Continue reading “Tenuous model better than none?”