A Glorious and Not-So-Short History of the Information Systems Field

In this paper, the more than 40-year history of the information systems discipline is discussed by dividing history into four somewhat overlapping eras. For each era, important events that occurred are highlighted. The events are categorized as “management/governance of the IS function”, “technology”, “research themes”, “research methodology”, “education”, and “infrastructure” (organizations, conferences, journals, etc.). The paper then speculates on what the value would be if the IS community were to adopt a shared history. The paper contends that such a shared history would be effective in helping to bridge the communication gaps that exist between the different sub-communities that make up the discipline

La philosophie de la technologie blockchain - Ontologies

De la nécessité et de l'utilité de développer une philosophie spécifique pour la technologie de la blockchain, mettant l'accent sur les aspects ontologiques. Après une Introduction qui met en évidence les principales orientations philosophiques de cette technologie émergente, dans La technologie blockchain j’explique le fonctionnement de la blockchain, en analysant les directions de développement ontologique de cette technologie dans Conception et modélisation. La section suivante est consacrée à la principale application de la technologie de la blockchain, Bitcoin, avec les implications sociales de cette crypto-monnaie. Il suit une section de Philosophie dans laquelle j'identifie la technologie de la blockchain au concept d'hétérotopie développé par Michel Foucault et je l'interprète à la lumière de la technologie de notation développée par Nelson Goodman en tant que système de notation. Dans la section Ontologie, je présente deux voies de développement que j'estime importantes: une Ontologie narrative, basée sur l'idée d'ordre et de structure de l'histoire transmise à travers l'histoire narrative de Paul Ricoeur, et le système de l'Ontologie d'entreprise basé sur des concepts et des modèles d'entreprise, spécifiques au Web sémantique, que je considère comme le plus développé et qui deviendra probablement le système ontologique formel, du moins en ce qui concerne les aspects économiques et juridiques de la technologie de la blockchain. Dans Conclusions, je parle des orientations futures du développement de la philosophie de la technologie blockchain en général en tant que théorie explicative et robuste d’un point de vue phénoménologique cohérent, qui permet la testabilité et les ontologies en particulier, en plaidant pour la nécessité de l’adoption globale d’un système ontologique afin de développer des solutions transversales et de rentabiliser cette technologie. SOMMAIRE: Abstract Introduction La technologie blockchain - Conception - Modèles Bitcoin Philosophie Ontologies - Ontologies narratives - Ontologies d'entreprise Conclusions Bibliographie Notes DOI: 10.13140/RG.2.2.22996.1472

Glossarium BITri 2016 : Interdisciplinary Elucidation of Concepts, Metaphors, Theories and Problems Concerning Information

222 p.Terms included in this glossary recap some of the main concepts, theories, problems and metaphors concerning INFORMATION in all spheres of knowledge. This is the first edition of an ambitious enterprise covering at its completion all relevant notions relating to INFORMATION in any scientific context. As such, this glossariumBITri is part of the broader project BITrum, which is committed to the mutual understanding of all disciplines devoted to information across fields of knowledge and practic

Searching for keys to successful post-merger integration : a longitudinal case-study following a public sector merger

Unsuccessful mergers are unfortunately the rule rather than the exception. Therefore it is necessary to gain an enhanced understanding of mergers and post-merger integrations (PMI) as well as learning more about how mergers and PMIs of information systems (IS) and people can be facilitated. Studies on PMI of IS are scarce and public sector mergers are even less studied. There is nothing however to indicate that public sector mergers are any more successful than those in the private sector. This thesis covers five studies carried out between 2008 and 2011 in two organizations in higher education that merged in January 2010. The most recent study was carried out two years after the new university was established. The longitudinal case-study focused on the administrators and their opinions of the IS, the work situation and the merger in general. These issues were investigated before, during and after the merger. Both surveys and interviews were used to collect data, to which were added documents that both describe and guide the merger process; in this way we aimed at a triangulation of findings. Administrators were chosen as the focus of the study since public organizations are highly dependent on this staff category, forming the backbone of the organization and whose performance is a key success factor for the organization. Reliable and effective IS are also critical for maintaining a functional and effective organization, and this makes administrators highly dependent on their organizations’ IS for the ability to carry out their duties as intended. The case-study has confirmed the administrators’ dependency on IS that work well. A merger is likely to lead to changes in the IS and the routines associated with the administrators’ work. Hence it was especially interesting to study how the administrators viewed the merger and its consequences for IS and the work situation. The overall research objective is to find key issues for successful mergers and PMIs. The first explorative study in 2008 showed that the administrators were confident of their skills and knowledge of IS and had no fear of having to learn new IS due to the merger. Most administrators had an academic background and were not anxious about whether IS training would be given or not. Before the merger the administrators were positive and enthusiastic towards the merger and also to the changes that they expected. The studies carried out before the merger showed that these administrators were very satisfied with the information provided about the merger. This information was disseminated through various channels and even negative information and postponed decisions were quickly distributed. The study conflicts with the theories that have found that resistance to change is inevitable in a merger. Shortly after the merger the (third) study showed disappointment with the fact that fewer changes than expected had been implemented even if the changes that actually were carried out sometimes led to a more problematic work situation. This was seen to be more prominent for routine changes than IS changes. Still the administrators showed a clear willingness to change and to share their knowledge with new colleagues. This knowledge sharing (also tacit) worked well in the merger and the PMI. The majority reported that the most common way to learn to use new ISs and to apply new routines was by asking help from colleagues. They also needed to take responsibility for their own training and development. Five months after the merger (the fourth study) the administrators had become worried about the changes in communication strategy that had been implemented in the new university. This was perceived as being more anonymous. Furthermore, it was harder to get to know what was happening and to contact the new decision makers. The administrators found that decisions, and the authority to make decisions, had been moved to a higher administrative level than they were accustomed to. A directive management style is recommended in mergers in order to achieve a quick transition without distracting from the core business. A merger process may be tiresome and require considerable effort from the participants. In addition, not everyone can make their voice heard during a merger and consensus is not possible in every question. It is important to find out what is best for the new organization instead of simply claiming that the tried and tested methods of doing things should be implemented. A major problem turned out to be the lack of management continuity during the merger process. Especially problematic was the situation in the IS-department with many substitute managers during the whole merger process (even after the merger was carried out). This meant that no one was in charge of IS-issues and the PMI of IS. Moreover, the top managers were appointed very late in the process; in some cases after the merger was carried out. This led to missed opportunities for building trust and management credibility was heavily affected. The administrators felt neglected and that their competences and knowledge no longer counted. This, together with a reduced and altered information flow, led to rumours and distrust. Before the merger the administrators were convinced that their achievements contributed value to their organizations and that they worked effectively. After the merger they were less sure of their value contribution and effectiveness even if these factors were not totally discounted. The fifth study in November 2011 found that the administrators were still satisfied with their IS as they had been throughout the whole study. Furthermore, they believed that the IS department had done a good job despite challenging circumstances. Both the former organizations lacked IS strategies, which badly affected the IS strategizing during the merger and the PMI. IS strategies deal with issues like system ownership; namely who should pay and who is responsible for maintenance and system development, for organizing system training for new IS, and for effectively run IS even during changing circumstances (e.g. more users). A proactive approach is recommended for IS strategizing to work. This is particularly true during a merger and PMI for handling issues about what ISs should be adopted and implemented in the new organization, issues of integration and reengineering of IS-related processes. In the new university an ITstrategy had still not been decided 26 months after the new university was established. The study shows the importance of the decisive management of IS in a merger requiring that IS issues are addressed in the merger process and that IS decisions are made early. Moreover, the new management needs to be appointed early in order to work actively with the IS-strategizing. It is also necessary to build trust and to plan and make decisions about integration of IS and people

ERP implementation methodologies and frameworks: a literature review

Enterprise Resource Planning (ERP) implementation is a complex and vibrant process, one that involves a combination of technological and organizational interactions. Often an ERP implementation project is the single largest IT project that an organization has ever launched and requires a mutual fit of system and organization. Also the concept of an ERP implementation supporting business processes across many different departments is not a generic, rigid and uniform concept and depends on variety of factors. As a result, the issues addressing the ERP implementation process have been one of the major concerns in industry. Therefore ERP implementation receives attention from practitioners and scholars and both, business as well as academic literature is abundant and not always very conclusive or coherent. However, research on ERP systems so far has been mainly focused on diffusion, use and impact issues. Less attention has been given to the methods used during the configuration and the implementation of ERP systems, even though they are commonly used in practice, they still remain largely unexplored and undocumented in Information Systems research. So, the academic relevance of this research is the contribution to the existing body of scientific knowledge. An annotated brief literature review is done in order to evaluate the current state of the existing academic literature. The purpose is to present a systematic overview of relevant ERP implementation methodologies and frameworks as a desire for achieving a better taxonomy of ERP implementation methodologies. This paper is useful to researchers who are interested in ERP implementation methodologies and frameworks. Results will serve as an input for a classification of the existing ERP implementation methodologies and frameworks. Also, this paper aims also at the professional ERP community involved in the process of ERP implementation by promoting a better understanding of ERP implementation methodologies and frameworks, its variety and history

Interdisciplinary elucidation of concepts, metaphors, theories and problems concerning INFORMATION

Terms included in this glossary recap some of the main concepts, theories, problems and metaphors concerning INFORMATION in all spheres of knowledge. This is the first edition of an ambitious enterprise covering at its completion all relevant notions relating to INFORMATION in any scientific context. As such, this glossariumBITri is part of the broader project BITrum, which is committed to the mutual understanding of all disciplines devoted to information across fields of knowledge and practice. This glossary pretends to make explicit the conflicts and agreements among use and meaning of terms related to information phenomena. Information is approached from opposing paradigms and also from competing and cooperating disciplines. Both in science and in ordinary life, conceptual, ethical, technical and societal problems regard information in an essential way. This glossary does not endorse or presuppose any paradigm or any theory, but rather locates into a public, explicit and commonly understandable space some of the crucial assumptions dividing informational concepts, theories, problems and metaphors. Moreover, we purport to embrace all distinct paradigms with a critical and comprehensive attitude. The glossary is the result of an original methodology, which places any entrance under the responsibility of its editor. Authors possibly distinct from the editor contribute to different articles with texts, comments or discussions. Since authors come from many distinct fields of knowledge, each article should reflect many perspectival but rigorous approaches. The glossary is an open work: the number and contents of all its entrances are updated and submitted to revision by editors and authors. For this reason, this first edition is only a first step in the active development of this collaborative methodology. Any interested reader wishing to contribute, may contact the general editors. This glossary is most indebted to the enthusiasm and work of José María Díaz Nafría. The editorial team, authors and correctors thank the Universidad de León and Caja España for their support to this initiative