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ABSTRACT Organizational attitudes and expectations regarding end-user (EUC) have changed radically in past 25 years and have researchers describing end-user as a vital component of overall information resource in organization. Throughout this period of unprecedented growth from limited desktop to near-saturation desktop and mobile EUC, companies have struggled to formulate appropriate EUC strategy and researchers have suggested that development of an effective EUC strategy may be most important short-term decision organization can make if it hopes to benefit from its investments in end-user-based technologies (Alavi, M., Nelson, R. R., and Weiss, I. R., 1987-88, p. 29). Using EUC Strategy Grid proposed by Munro, Huff, and Moore (1987-88), this research explores issue of EUC management by examining (1) relationship between EUC strategy and end-user satisfaction, and (2) influence of end-user satisfaction with organizational satisfaction. The results indicate that organizations can increase level of satisfaction of employees engaged in EUC activities by adopting an EUC strategy high in expansion tactics and that level of dissatisfaction experienced by higher-level end-users can be decreased by avoiding or modifying containment EUC strategy, characterized by high control and low expansion. Additionally, EUC strategy can be expected to have a positive influence on user behavior. INTRODUCTION Organizational attitudes and expectations regarding end-user (EUC) have changed radically in past 25 years. Initially, EUC was perceived as a departmental-level management issue for MIS. From 1982 until 1991, MIS managers consistently ranked the facilitation and management of end-user computing in their lists of top twenty issues (Ball and Harris, 1982; Dickson, G. W., Leitheiser, R. L., Wetherbe, J. C., and Nechis, M., 1984; Brancheau and Wetherbe, 1987; Niederman, F., Brancheau, J. C., and Wetherbe, J. C., 1991). During that same period, as large numbers of organizations made transition from centralized mainframe technology to decentralized desktop technology, spending for end-user in some organizations increased from between 40% and 50% of resources (Rockart and Flannery, 1983) to between 60% and 80% of IT budget (Amoroso and Cheney, 1991). In less than 10 years, however, EUC had spread so broadly throughout most organizations that it could no longer be considered a management issue solely for MIS managers (Reed, 1989). In 1992, research by Harrison and Rainer confirmed that end-user had emerged as a vital component of overall information resource in organization. EUC in some organizations was consuming nearly 90% of resources (Amoroso and Cheney, 1992). Increased funding translated to greater numbers of end-users. In a 1994 survey, Nord and Nord found that 98% of those interviewed used a computer in their jobs. Today, end-user is part and parcel of work place; moreover, EUC is now expanding beyond confines of office. One writer recently used term explosion to describe ever growing number of end-users, freed from their desktops by wireless connectivity, engaged in mobile EUC activities (Saran, 2006). From beginning, end-user has changed way people worked, improving collection and organization of data, and allowing them to focus on their basic job responsibilities. At first, early organizational expectations for EUC were primarily to expedite entry of data into organization's centralized mainframe system and to facilitate personal productivity by providing mostly word processing and/or spreadsheet application software on desktop. By 1990, Boyer suggested that organization had to achieve a better understanding of end-user because it presented such important advantages and disadvantages in areas of time, cost, and quality. …
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