51 research outputs found

    SOCIAL NETWORKS AND CONTRACT ENFORCEMENT IN IT OUTSOURCING

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    Most prior research on Information Technology Outsourcing(ITO) has characterized the dominant governance modes as either ‘Formal’ or ‘Relational,’ which rely on stringent assumptions of perfect foresight or about the extent to which one party can punish unilateral deviations by the other. We propose a third alternative in addition to dyadic measures of inter-firm reputation. The reputation of an actor may be associated with how the firm is positioned in a network, which in turn influences how information about a particular actor flows within the network. Such aspects of structural embeddedness suggest a role in predicting characteristics of inter-firm exchange. The network capital offers a measure to mitigate the uncertainty associated the nature of service outsourced and the service provider. The network of trading partners enables a community enforcement of contracting terms by providing safeguards that may not be offered by traditional measures of formal or relational governance. Based on a large dataset of publicly announced ITO arrangements, we examine the role that structural embeddedness can play in predicting contract duration. Our preliminary results are very encouraging. We find evidence suggesting that network position does matter in predicting contract structure over and above the traditional economic variables

    Should the Core Information Systems Curriculum be Structured Around a Fundamental Question?

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    This panel will discuss and debate whether the core Information Systems course in a business school should be structured around one central, fundamental question, and if so, what are the competing alternatives for this question. A recent Assocation to Advance Collegiate Schools of Business (AACSB) report strongly recommends including IT as part of the MBA core education. But there is little consensus at the current time on whether this core education should address a fundamental question, and if so, what the question should be. Moreover, a substantial fraction of leading MBA programs do not have an IS core course. The current situation is especially striking for the following reasons: • Information technology continues to be both a major factor in productivity as well as the major driver of changes in industry structure and business models • There is evidence of significant variance in the performance of companies based on how they use information technology • Knowledge about how systems work and how they enable commerce is becoming increasingly important for people in their careers • Using and managing systems as an executive requires a clear understanding of the possibilities that are enabled by information technologies in markets and organizations, as well as an appreciation of the risks and time scales associated with management of technology projects and personne

    Information Systems Economics

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    This tutorial presents a broad overview of the research agenda in the sub-discipline of Information Systems Economics. This area of research is defined by its use of economics as the reference discipline to study consequential research questions in information systems management. While there are many possible categorizations of the research in this arena, it is reasonable to say that the major categories include: i)governance and management of information systems, ii) the economic and organizational impacts of IT, and iii) digital business and markets. The research encompasses both theoretical and empirical approaches. In The tutorial includes a brief overview of the economics paradigm and a programmatic perspective of the key research questions

    The new world of information technology outsourcing

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    Gearing Up For Successful Digital Transformation

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    Digital technology platforms have become the foundation for an increasing share of economic activity resulting in a changing business environment. Digital transformation—the reinvention of a company’s vision and strategy, organizational structure, processes, capabilities, and culture to match the evolving digital business context—is not only changing companies but also redefining markets and industries. Executives require frameworks to guide their transformations and assess their digital journeys over time. Six dimensions of digital transformation at the enterprise level emerged from our research as those that position a company for a successful competitive stance due to digital transformation. They are: a company’s strategic vision, alignment of the vision and its investments in digital transformation, the suitability of the culture for innovation, possession of sufficient intellectual property assets and know-how, strength of its digital capabilities, and its use of digital technologies. The six-dimension framework facilitates benchmarking one’s company with others—either within a sector or against companies that are in the same state of progress towards digital transformation
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