Microcomputers in development management : lessons from research and experience -- a dissemination report

These generalizations are as follows. (1) Rapid survey of and consideration for existing bureaucratic structures and power relationships is crucial to the successful introduction of MC"s. MC"s should be introduced to solve a problem perceived as pressing by host country officials and should be used to build information processing capability in the host institution. Both initial and recurrent investments in physical and human capital need to be weighed. (2) The adoption and use of MC technology creates information-related jobs. MC"s can be used by a wide range of individuals, including those with minimal education. MC users should be trained to use the information MC"s can provide. MC managers must understand the limits and potential of the technology. (3) Change agents can and should facilitate institutionalization. Users need to perceive the value of using MC-derived information in achieving their goals and to assume responsibility for long-term expense, maintenance, and system development. Action guidelines accompany each of these generalizations. The report also notes a number of unresolved questions, the most important of which concerns identifying and adapting effective strategies for introducing MC-based information processing.