Linking knowledge transformation to Information Systems evaluation

The evaluation and assessment of Information Systems (IS) is rapidly becoming an important and significant topic for study as well as practice. As such, the application of appraisal frameworks within technology management scenarios in industrial organizations is vital to determining IS project success and/or failure. The information and knowledge requirements of evaluation appear to suggest that mapping benefits, risks and costs to organizational objectives and strategy should result in a clearer and more rational appraisal process. However, in doing so, it is not clear from the extant literature within the field of IS evaluation what aspects of knowledge relate to human and organizational factors in this decision-making task. Hence, in order to elucidate this issue, the authors attempt to highlight those extant components of knowledge that contribute to the overall ISE process, within a case organization. This is achieved via an analysis of case study data against the well-known knowledge transformation model proposed by Nonaka and Takeuchi. As a result of this, the authors present a model detailing these factors in the context of the IS evaluation lifecycle.     

Disruptive information system innovation: the case of internet computing

Abstract. Information system (IS) innovation can be defined as a novel organizational application of digital computer and information communication technologies (ICT). This paper discusses how modalities of applying ICT technologies in their form and scope exhibit radical breaks, which are introduced herein as ‘disruptive IS innovations’. This notion of disruptive IS innovation is developed by drawing upon and extending Swanson's (1994) theory of IS innovation as well as the concept of radical innovation. Disruptive innovations strongly influence the future trajectory of the adoption and use of ICT in organizational contexts and make the trajectory deviate from its expected course. In doing so, these disruptive innovations distinctly define what an IS is and how it is deployed in order to address current and future organizational and managerial prerogatives. Such changes are triggered breakthroughs in the capability of ICT that lead to the revision and expansion of associated cognitive models (frames) of computing. Disruptive IS innovations are those that lead to changes in the application of ICT that are both pervasive and radical. The pervasive nature implies that innovative activity spans all innovation subsets of the quad‐core model of IS innovation introduced herein. Innovation types include: IS use and development processes; application architecture and capability; and base technologies. Radical in nature, disruptive is innovations depart in significant ways from existing alternatives and lead to deviation from expected use and diffusion trajectory. This paper demonstrates the importance of a concept of disruptive IS innovation by investigating how changes triggered by internet computing (Lyytinen et al., 1998) meet the conditions of a disruptive IS innovation defined herein. The analysis also affirms both the pervasive and radical nature of internet computing and explains how internet computing has fundamentally transformed the application portfolio, development practices and IS services over time. The analysis demonstrates that, with the concept of disruptive IS innovation, we can fruitfully analyse ‘long’ waves of ICT evolution – an issue that has largely been overlooked in the IS community. On a theoretical plane, the paper advocates the view that we need to look beyond linear, unidirectional, and atomistic concepts of the diffusion of IS innovations where innovative activity takes places in a linear fashion by oscillating between small technological innovations and small organizational innovations. In contrast, IS innovation can exhibit fundamental discontinuity; we need to theoretically grasp such disruptive moments. The recent influx of innovation, spurred by internet‐based technology, offers one such moment.     

An extension of the tri-core model of information systems innovation: strategic and technological moderators

There has been significant empirical work on information systems (IS) innovation. With the advent of a myriad of new and diverse technologies being introduced into contemporary organizations this work is only going to increase in its importance. Unfortunately, results of prior empirical work have been fragmented. Many of these studies treat IS innovations as homogeneous entities and do not effectively integrate notions of IS innovation with general organizational innovation. Swanson (1994) proposes a tri-core model and theory of IS innovation that can help integrate the isolated studies in this area, and can form the foundation on which future study of IS innovation can be based. This paper, in the spirit of a cumulative research tradition, presents and builds on Swanson's framework by incorporating contingencies that might affect the model. Specifically, notions of strategy (strategic push) and technology impact are discussed in the context of the framework. We hope that continued inquiry into this area will facilitate formulation of rich theory that will enable focused inquiry on IS innovation.     

The role of IT in organizational innovation – A systematic literature review

Information technology (IT) is broadly recognized as an important element in organizational innovation, however there has been relatively little integration of Information Systems (IS) research on the role of IT in organizational innovation. Such integration is particularly important in view of recent calls to examine the evolving ontological nature of IT, wherein IT artifacts are now shaping physical reality. We systematically examine innovation-related literature published in the leading IS journals in the period between 2009 and 2020 and we identify and summarize the core theoretical discourses in this domain. We find that extant literature largely examines the role of IT in innovation at a high level of abstraction, focusing on IT investments and IT capabilities, and consequently precluding granular insights on who, what, when, where, how, and why in relation to organizational innovation. To address this limitation and to provide a structuring lens for future research, we develop the organizational innovation system framework which posits that actors, IT artifacts, actions and organizational context are the key elements in organizational innovation systems that require more granular examination to yield deeper insights on how information technology contributes to organizational innovation. We re-examine the literature through the organizational innovation system lens and we identify gaps in extant research. We also outline potential directions for expanding the scope of future research.     

Why organizations adopt information system process innovations: a longitudinal study using Diffusion of Innovation theory

Abstract.  This paper identifies factors that affected over 200 information system (IS) process innovation adoption decisions in three organizational environments over a period that spanned four decades. The analysis is based on Rogers's (1995) theory of Diffusion of Innovations (DOI). The results show that several DOI factors strongly affect IS process innovation adoption. These include user need recognition, availability of technological infrastructure, past experience, own trials, autonomous work, ease of use, learning by doing and standards. Yet, a large number of IS process innovation adoptions followed no discernible pattern.     

Opportunistic strategy formulation for IS/IT planning

Existing models and frameworks for information systems and information technology (IS/IT) planning are not robust enough to explain or predict strategic gains and many organizations are wary of investing further in their information infrastructure. Because technology is not the only ingredient of success, a complete and rigorous reconsideration of the techniques, options and approaches to IS/IT planning linked to business strategy is needed. It is argued that this can only be achieved through consideration of the recent organizational processes involved for creating a successful IS/IT strategy. This paper reviews aspects of both the literature on business strategy and IS/IT planning and considers case examples from two organizations in which the contrasting outcomes from the same technical innovation illustrate the dynamics of opportunistic strategy formulation.     

Technostress: negative effect on performance and possible mitigations

We investigate the effect of conditions that create technostress, on technology‐enabled innovation, technology‐enabled performance and overall performance. We further look at the role of technology self‐efficacy, organizational mechanisms that inhibit technostress and technology competence as possible mitigations to the effects of technostress creators. Our findings show a negative association between technostress creators and performance. We find that, while traditional effort‐based mechanisms such as building technology competence reduce the impact of technostress creators on technology‐enabled innovation and performance, more empowering mechanisms such as developing technology self‐efficacy and information systems (IS) literacy enhancement and involvement in IS initiatives are required to counter the decrease in overall performance because of technostress creators. Noting that the professional sales context offers increasingly high expectations for technology‐enabled performance in an inherently interpersonal‐oriented and relationship‐oriented environment with regard to overall performance, and high failure rates for IS acceptance/use, the study uses survey data collected from 237 institutional sales professionals.     

A meta-analysis of relationships between organizational characteristics and IT innovation adoption in organizations

Adoption of IT in organizations is influenced by a wide range of factors in technology, organization, environment, and individuals. Researchers have identified several factors that either facilitate or hinder innovation adoption. Studies have produced inconsistent and contradictory outcomes. We performed a meta-analysis of ten organizational factors to determine their relative impact and strength. We aggregated their findings to determine the magnitude and direction of the relationship between organizational factors and IT innovation adoption. We found organizational readiness to be the most significant attribute and also found a moderately significant relationship between IT adoption and IS department size. Our study found weak significance of IS infrastructure, top management support, IT expertise, resources, and organizational size on IT adoption of technology while formalization, centralization, and product champion were found to be insignificant attributes. We also examined stage of innovation, type of innovation, type of organization, and size of organization as moderator conditions affecting the relationship between the organizational variables and IT adoption.     

A process model for analyzing and managing flexibility in information systems

Competitive pressures are forcing organizations to be flexible. Being responsive to changing environmental conditions is an important factor in determining corporate performance. Earlier research, focusing primarily on IT infrastructure, has shown that organizational flexibility is closely related to IT infrastructure flexibility. Using real-world cases, this paper explores flexibility in the broader context of the IS function. An empirically derived framework for better understanding and managing IS flexibility is developed using grounded theory and content analysis. A process model for managing flexibility is presented; it includes steps for understanding contextual factors, recognizing reasons why flexibility is important, evaluating what needs to be flexible, identifying flexibility categories and stakeholders, diagnosing types of flexibility needed, understanding synergies and tradeoffs between them, and prescribing strategies for proactively managing IS flexibility. Three major flexibility categories, flexibility in IS operations, flexibility in IS systems & services development and deployment, and flexibility in IS management, containing 10 IS flexibility types are identified and described.     

The organizational fit of information systems

Abstract. One can expect that the fit, match or congruence between an information system and its organizational context will be of increasing importance as information systems become more and more integral parts of organizations. Existing IS research has largely neglected the theoretical analysis of the concept 'fit', however, even though it has been widely used in a 'pre-theoretical' sense. The analysis of the concept of 'organizational fit of an information system' put forward in this article is essentially based on the recent analysis of 'fit' in contingency theory, suggesting three interpretations for the concept: a selection approach, an interaction approach and a systems approach. A review of the IS literature on the organizational fit of information systems indicates a lack of any cumulative tradition in existing empirical contingency research into information systems and dominance of the selection approach. Because of the two limitations, this paper regards any definite assessment of the potential prospects of contingency research into information systems as overhasty and proposes a framework for future research into the situation dependence and organizational fit of information systems which integrates contingency research into information systems, contingency research into IS impacts and contingency research into the IS adoption (development/implementation) process.     

Understanding IS/IT implementation through metaphors: A multi-metaphor stakeholder analysis in an educational setting

Notwithstanding the importance of metaphors in organizational research, this paper recognizes that few empirical studies examining the multiple metaphors elicited by stakeholders (for instance, teachers, administrators and managers) in the context of IS/IT implementation within an educational setting have been conducted. Using a total of 30 in-depth interviews carried out within a further and higher educational college in the United Kingdom, the broad aim of this paper is to examine the metaphors produced from organizational members in their accounts of IS/IT implementation. The analysis reveals a number of dominant metaphors that feature in IS literature on which participants drew—journey, military, machine, bodily/illness, sports and religion—as well as a number of additional, novel metaphors not widely acknowledged within IS literature, namely nautical, horticultural and child-like metaphors. The paper proposes that practitioners and managers should be aware of the multiple metaphorical expressions members of an organization use as it may help to clarify the tensions arising during IS/IT implementation. Furthermore, an exploration of these metaphors generates fresh insights into implementation practices, which may otherwise go unnoticed.     

Internet-based information systems use in organizations: an information studies perspective

Abstract. This case study investigates various ways in which different internet-based information systems (IS) are used by organizational participants. Borrowing theoretical insights on information behaviour accumulated over 50 years of information studies research, a conceptual framework is presented to help understand and assess the social and organizational impacts of internet-based IS. The framework describes the use of internet-based IS as a dynamic cycle of information needs–seeking–use activity situated in the context of a firm's information environment. Research questions pertain to the process of how individuals in organizations seek and use information from internet-based IS to satisfy information needs. In terms of information needs, this involves understanding the problem situations that lead participants to use internet-based IS, as well as the characteristics of those problems beyond subject matter. With respect to information seeking, this involves analysing how information from internet-based systems is displayed and formatted to signal their potential usefulness. In terms of information use, this involves how information obtained from internet-based systems is used in practice to resolve or redefine problems. Both quantitative and qualitative research methods are used. Data collection involves web tracking to identify significant episodes of internet-based IS activity, as well as one-on-one interviews to explore the context behind these episodes. Results suggest that it is possible and valuable to identify scenarios of internet-based IS use dominant in an organizational work setting. Doing so can help to identify ways to improve the situated use of internet-based IS that ameliorate the information needs–seeking–use cycle in firms.     

IT outsourcing as strategic partnering: the case of the UK Inland Revenue

The information systems (IS) literature, and the industry sectors confronted with information technology (IT) outsourcing, are beginning to perceive IT outsourcing as more than just a necessary organizational resource-acquisition venture. Instead organizations have begun to consider vendors as their partners, causing many companies to enter into more intricate deals that include both contractual and informal issues. In light of these developments, a growing concern with forming closer client–vendor relationships has evolved for both vendors and clients. This paper explores, in the context of a case study, three critical dimensions emerging from previous studies. These are: what is outsourced; the contract; and the relationship dimension. We also explore the process and management issues underlying these dimensions. The investigation is enabled through two analytical frameworks, one proven in previous research, one exploratory, but both specifically developed for IT outsourcing arrangements.     

Factors affecting the implementation success of Internet-based information systems

The Internet has come to revolutionize the way in which business conducts commercial activities. In this paper, we report on the development of a model of Internet-based information systems (IIS) implementation in business-to-consumer electronic commerce based on IS implementation and technology innovation–implementation studies. Our research model suggests that eight factors, comprising the characteristics of IIS technology innovation, organizational factors, and IS related factors, affect the implementation success of IIS. IIS themselves are characterized by three dimensions: volume, sophistication, and information contents. The suggested model was empirically tested using survey results from Korean companies that have adopted IIS. The results of multivariate regression analysis reveal that compatibility and IS infrastructure are key determinants of the extent of IIS implementation (in terms of volume, sophistication, and information contents). IS expertise potentially affects the extent of IIS implementation.     

Exploring the relationships between IT competence,innovation capacity and organizational agility

Business environments today are characterized as being very dynamic and hyper competitive. Organizations in these environments have to be agile in order to adapt their strategies and actions to be successful. While it is recognized that information technology can enable firms to be agile, there is a limited understanding of the mechanisms through and the contexts in which Information Technology (IT) enhances agility. This study examines two key antecedents of organizational agility, namely the IT competence of a firm and its innovation capacity and, examine their independent and joint effects on agility. We test our model using data collected from large firms in the US. The results provide strong support for our model. We found that firms with superior IS capabilities coupled with an aggressive IT investment orientation create digital platforms that enable them to be agile. We also found that the innovation capacity of the firm has a positive relationship with organizational agility and that firms with higher innovation capacity are better able to leverage their digital platforms to enhance agility. Our results indicate that organizational agility has a strong positive impact of firm performance. We interpret and discuss these results and their theoretical and practical implications.     

An empirical investigation of the relationship of IS strategy with firm performance

Given the important impact that an IS strategy has on the potential value IS brings to an organization, we develop and test a model of IS Strategy and Firm Performance. Our survey-based study provides strong evidence that firms with defined IS strategies (either IS Innovator or IS Conservative) perform better than those without defined IS strategies. Organizations without a clearly defined IS strategy actually experienced a negative relationship with firm performance. These organizations should realize the potentially negative outcomes of such a lack of strategy and work to extricate themselves before a consistent pattern of investing in IS without clear organizational benefit develops. Furthermore, the study suggests that the IS Innovator strategy is, in particular, associated with more superior firm performance than the IS Conservative strategy under conditions of environmental dynamism. Organizational leaders need to consider the external environments under which their organizations are operating and evaluate the influence those environments may have on their IS strategy’s ability to impact performance. Post hoc analysis results also reveal a fourth potential IS strategy, one that strives for ambidexterity. Ambidextrous firms were found to be associated with the most superior performance, leading to a potential extension of the existing IS strategy typology and a call for future research.     

Information systems policy setting: Top management participation

Different issues that must be considered when setting an Information Systems Policy (ISP) are presented. These issues arise when the information systems (IS) development process is related to the development of the organizational decision making systems (DMS) that those IS are to support. According to our findings the planning for an ISP should start with a critical “business process analysis”. Based upon these relationships, we argue that top management should participate in the ISP setting.     

Investigating intentional distortions in software cost estimation – An exploratory study

Cost estimation of software projects is an important activity that continues to be a source of problems for practitioners despite improvement efforts. Most of the research on estimation has focused on methodological issues while the research focused on human factors primarily has targeted cognitive biases or perceived inhibitors. This paper focuses on the complex organizational context of estimation and investigates whether estimates may be distorted, i.e. intentionally changed for reasons beyond legitimate changes due to changing prerequisites such as requirements or scope. An exploratory study was conducted with 15 interviewees at six large companies that develop software-intensive products. The interviewees represent five stakeholder roles in estimation, with a majority being project or line managers. Document analysis was used to complement the interviews and provided additional context. The results show that both estimate increase and estimate decrease exist and that some of these changes can be explained as intentional distortions. The direction of the distortion depends on the context and the stakeholders involved. The paper underlines that it is critical to consider also human and organizational factors when addressing estimation problems and that intentional estimate distortions should be given more and direct attention.     

Why do we trust new technology? A study of initial trust formation with organizational information systems

Recent trust research in the information systems (IS) field has described trust as a primary predictor of technology usage and a fundamental construct for understanding user perceptions of technology. Initial trust formation is particularly relevant in an IS context, as users must overcome perceptions of risk and uncertainty before using a novel technology. With initial trust in a more complex, organizational information system, there are a number of external determinants, trusting bases, that may explain trust formation and provide organizations with the needed levers to form or change individuals’ initial trust in technology. In this study, a research model of initial trust formation is developed and includes trusting bases, trusting beliefs, trusting attitude and subjective norm, and trusting intentions. Eight trusting base factors are assessed including personality, cognitive, calculative, and both technology and organizational factors of the institutional base. The model is empirically tested with 443 subjects in the context of initial trust in a national identity system (NID). The proposed model was supported and the results indicate that subjective norm and the cognitive–reputation, calculative, and organizational situational normality base factors significantly influence initial trusting beliefs and other downstream trust constructs. Factors from some of the more commonly investigated bases, personality and technology institutional, did not significantly affect trusting beliefs. The findings have strategic implications for agencies implementing e-government systems and organizational information systems in general.     

Information Systems Strategy and its Relationship With Innovation Differentiation and Organizational Performance

ABSTRACT

This study, from the resource-based view, analyzes the different typologies of information systems (IS) strategy and their effects on firms’ innovation differentiation strategy and performance. Distinguishing between innovative and conservative IS strategy, results from the Spanish food industry show that an innovative IS strategy has a stronger direct effect on organizational performance, but that a conservative IS strategy can be a safer way to support the innovation differentiation strategy of firms.