Theory borrowing in IT-rich contexts : lessons from IS strategy research

While indigenous theorizing in information systems has clear merits, theory borrowing will not, and should not, be eschewed given its appeal and usefulness. In this article, we aim at increasing our understanding of modifying of borrowed theories in IT-rich contexts. We present a framework in which we discuss how two recontextualization approaches of specification and distinction help with increasing the IT-richness of borrowed constructs and relationships. In doing so, we use several illustrative examples from information systems strategy. The framework can be used by researchers as a tool to explore the multitude of ways in which a theory from another discipline can yield the understanding of IT phenomena

IS Strategy and Downsizing: A Conceptual Framework

Many firms are presently engaging in organizational downsizing (or downsizing) for different reasons such as cutting costs and increasing competitiveness. The holistic effects of downsizing are, however, not yet entirely clear. This is particularly true with respect to issues related to IS and this study is an attempt to understand this phenomenon better. We argue that downsizing affects IS strategy within an organization by impacting the organizational processes and social networks of a firm and present a conceptual framework. Implications of the study are discussed

What Is Strategy In Urban Mobility Systems?

Institute of Transport and Logistics Studies. Faculty of Economics and Business. The University of Sydne

What Is Strategy In Urban Mobility Systems?

Institute of Transport and Logistics Studies. Faculty of Economics and Business. The University of Sydne

How Sensitive is Strategy Selection in Coordination Games?

This paper presents the results of an experiment designed to study the effect produced on strategy choices when a subject reports risk preferences on a risk scale before engaging in a 2x2 coordination game. The main finding is that the act of stating one\u27s own risk preferences significantly alters strategic behavior. In particular, subjects tend to choose the risk dominant strategy more often when they have previously stated their attitudes to risk. Within a best-response correspondence framework, this result can be explained by a change in either risk preferences or beliefs. We find that self-reporting risk preferences does not induce a change in subjects\u27 beliefs. We argue that the behavioral arguments of strategy selection, such as focal points, framing and uncertain preferences can explain our results

CIOs\u27 Power, Influence, and IS Strategy Implementation

The increased attention given to information technology (IT) in the business environment has propelled information systems (IS) and Chief Information Officers (CIOs) into prominent positions in many firms. Yet, little is known about CIOs’ sources of power, how they exercise influence, and their part in implementing IS strategy. This paper addresses power and influence issues through its focus on two research questions: 1) What role do CIO power sources play in the exercise of influence? and 2) What CIO influence behaviors contribute to successful IS strategy implementation? This paper, which forms the backdrop for a larger research project, develops a research model designed to explore these research questions. The paper introduces a brief literature review of power and influence, a research model, preliminary findings and propositions, and a description of future plans

Is Strategy Different for Very Small and New Firms?

In this paper, we argue that much of the small business strategic management literature has drawn too heavily from work done on large, established firms. We build upon the notions of the liabilities of smallness and newness to discuss how microenterprises and very new firms are different in regards to their strategic analysis, strategic content, strategic resources, and strategic processes. We note that there are a number of important and non-obvious questions that need to be asked that have implications for the most common firms in the world, those that are very small

The (Enduring) Role of IS Strategy in Value Creation

Modern businesses face increased levels of competitive pressure, a turbulent business environment, and there is ongoing debate as to whether IT can continue to create competitive advantage in the modern era. Traditional IS strategic planning, most recently based on seeking competitive advantage through IT, has been stricken by something of an identity and relevance crisis. This paper addresses the issue of whether IT can still create competitive advantage in the modern business environment, and, if so, how can IS strategic planning be conducted in such a way as to create value

IS Strategy in SMEs Using Organizational Capabilities: The CPX Framework

Developing appropriate information systems strategies (ISS) is vital, yet problematic, especially for small firms given their organizational context. However, resource-based theory may offer a solution. Building on earlier work that identified the potential from resource-based strategy for ISS, this paper considers the role of core capabilities in organizations competing in dynamic markets. Core capabilities are deconstructed into competences, processes and externalities to enable identification of future information systems. A fourth element of the analysis, evaluation, provides an opportunity to address issues that affect potential solutions. These four components form the \u27CPX framework\u27. The framework is applied to a case firm to demonstrate its value within the overall development of an ISS. Discussion of the framework\u27s potential and issues for future research are identified