Managing the Complementarity of Knowledge Integration and Process Formalization for Systems Development Performance

Systems development processes have received significant negative publicity due to failed projects, often at large costs, and performance issues that continue to plague IS managers. This study complements existing systems development research by proposing a knowledge management perspective for managing tacit and explicit knowledge in the systems development process. Specifically, it proposes that collaborative exchange and integration of explicit knowledge across phases of the development process positively influence the performance of systems development. It also suggests that process formalization not only directly impacts development performance but also moderates the performance effects of the knowledge integration factors. Data for the empirical study were collected from 60 organizations that are part of a user group for one of the world\u27s largest software development tool vendors. Empirical results provide strong evidence of the importance of supporting tacit and explicit knowledge processes in systems development as well as process formalization. The findings suggest that: (i) collaborative exchange among IS employees that integrates their tacit knowledge positively impacts development performance, (ii) explicit knowledge integration in development artifacts across different phases of the systems development process positively impacts development performance, (iii) formalization of processes that establishes routines and discipline yields performance gains, and (iv) the performance effects of both collaborative exchange and explicit knowledge integration are moderated by the formalization of the process. These results have implications for how both tacit and explicit knowledge integration can be managed during systems development, and how formalization of processes complements their relationship with development performance

What You Know and What You Don\u27t Know: A Discussion of Knowledge Intensity and Support Architectures in Improving Crowdsourcing Creativity

Building on the componential theory of creativity, we studied how the crowdsourcing creativity support architectures and the task knowledge intensity levels affect the crowd’s creativity. Using an online experiment, we found that remixing can trigger the crowd to be more creative than external stimuli and using either architecture triggers the crowd to be more creative overall. Also, the crowd is more creative in solving low-knowledge-intensity tasks than in solving high-knowledge-intensity tasks. Interestingly, regardless of the knowledge intensity levels of tasks, crowdsourcing support architectures have a significant impact on the crowd’s creativity. Therefore, our paper contributes to the crowdsourcing literature on promoting crowd creativity and provides practical implications on solving societal challenges, especially large-scale problems

Developing a Grounded Theory Model on Collaboration in Learning

The purpose of this research is to develop a grounded theory model to explain the factors influencing collaborative learning in higher education, the role of technology in facilitating collaboration, and the outcome of collaboration. We assigned 28 participants to small groups to work on course-related questions; half of the groups were face-to-face groups and the other half groups were collaborating in a simulated virtual environment with the aid of information technology. Interview data was collected and analyzed following the grounded theory approach. Congruent with distributed cognition theories, the results of our study suggest that both social and technological factors were important and interlocking. We also discussed the importance of designing learning technologies that have strong social and communications features

Requirement Volatility, Standardization and Knowledge Integration in Software Projects: An Empirical Analysis on Outsourced IS Development Projects

Information systems development (ISD) projects are highly complex, with different groups of people having  to collaborate and exchange their knowledge. Considering the intensity of knowledge exchange that takes place in outsourced ISD projects, in this study a conceptual model was developed, aiming to examine the influence of four antecedents, i.e. standardization, requirement volatility, internal integration, and external integration, on two dependent variables, i.e. process performance and product performance. Data  were collected from 46 software companies in four big cities in Indonesia. The collected data were examined to verify the proposed theoretical model using the partial least square structural equation modeling (PLS-SEM) technique. The results show that process performance is significantly influenced by internal integration and standardization, while product performance is  significantly influenced by external integration and  requirement volatility. This study contributes  to a better understanding of how knowledge integration can be managed in outsourced ISD projects in view of increasing their success

Temporality in Information Systems Development (ISD) Research: A Systematic Literature Review

While time is central to the way we work and live our lives, it is often viewed overly simply or overlooked completely. Time is highly complex, polymorphous, socially constructed and context dependent. Time is also experienced differently across cultures, sub-cultures, organisations, teams and individuals. Many researchers have attempted to classify the complexities of time. However, there is no overarching framework which is commonly agreed upon. We reviewed the temporality literature and particularly the existing frameworks which attempt to classify time. This research-in-progress paper uses the well regarded Ancona et al., (2001) framework to classify time into three categories: conceptions of time, mapping activities to time and actors relating to time. Guided by this framework, the extant literature on information systems development (ISD) research was reviewed. Preliminary findings were found, conclusions, limitations and future research is also considered

The Catalyzing Role of FinTechs for Innovation Sourcing in Financial Services

In recent years a lively scene of startup companies developed focusing specifically on the financial services sector. These so-called FinTechs are characterized by highlyinnovative capacities, rapid development methods and a short time to market for their services and technical solutions. This external source of innovation can pose a competitive threat to traditional financial service companies or, on the contrary, may add value by serving as an additional resource for new ideas and technical solutions. Using a multiple case study approach, 18 interviews were conducted with representatives of FinTechs, financial services corporations, and specialized consulting firms. Westudy how large corporations and FinTechs interact with each other, what organizational setups were chosen and how knowledge transfer is organized for successful collaboration.Our results indicate that the organizational setup, split into three dimensions, has a strong impact on the integration of external knowledge which, in turn, affectsthe success of innovation sourcing

The Impact of User Interface Design on Idea Integration in Electronic Brainstorming: An Attention-Based View

This paper introduces an attention-based view of idea integration that underscores the importance of IS user interface design. The assumption is that presenting ideas via user interface plays a key role in enabling and motivating idea integration in electronic brainstorming (EBS), and thus advances productivity. Building upon Cognitive Network Model of Creativity and ability-motivation framework, our attention-based theory focuses on two major attributes of user interface: visibility and prioritization. While visibility enables idea integration via directing attention to a limited set of ideas, prioritization enhances the motivation for idea integration by providing individuals with a relevant and legitimate proxy for value of the shared ideas. The theory developed in this paper is distinct from previous research on EBS in at least two ways: (1) this theory exclusively focuses on idea integration as the desired outcome and studies it in the context of IS user interface; and (2) rather than debating whether or not EBS universally outperforms verbal brainstorming, the proposed theory revisits the links between user interface and idea integration as an attention-intensive process that contributes to EBS productivity. Idea integration by individuals within a group is an essential process for organizational creativity and thus for establishing knowledge-based capabilities. Lack of such integration significantly reduces the value of idea sharing, which has been a predominant focus of the EBS literature in the past. The current theory posits that the ability of electronic brain-storming to outperform nominal or verbal brainstorming depends on its ability to leverage information system (IS) artifact capabilities for enhancing idea integration to create a key pattern of productivity. The developed theory provides a foundation for new approaches to EBS research and design, which use visibility and prioritization, and also identify new user interface features for fostering idea integration. By emphasizing idea integration, designers and managers are provided with practical, cognition-based criteria for choosing interface features, which can improve EBS productivity. This theory also has implications for both the practice and research of knowledge management, especially for the attention-based view of the organization.

The role of electronic human resource management in diverse workforce efficiency

Orientation: Diversity management, focusing on developing and appreciating diverse ideas and building relations among diverse employees, and new electronic human resource management (e-HRM) approaches to employees, often leave employees feeling disrespected and indignant. Thus, instead of human resource practitioners, harnessing the strategic role of e-HRM towards value creation for people and organisation, e-HRM has taken a dehumanising turn. Research purpose: This research questioned how technological changes affecting e-HRM could optimise and enable diversity. Motivation for the study: Current literature does not adequately address this e-HRM dilemma impacting on HRM. Research approach/design and method: A qualitative exploratory case study was used to determine how and to what extent the application of e-HRM technology implementation impacted on diversity management. The human niche and ecological model theories help explain the nature of employees’ interactional relationships and coping mechanisms when intervening factors such as e-HRM are introduced respectively. Main findings: The research revealed disconnectedness between e-HRM, individuals and groups, affecting efficiency. Further research is required to improve humanistic approaches for e-HRM implementations. Practical/managerial implications: Application of human niche theory may guide a more participative approach from the onset. Leaders and managers who follow a pure transactional approach may fuel employee isolationism and hamper diversity management through technology in e-HRM. Contribution/value-add: Our findings provide insight into the unintended consequences of diversity. We indicated how e-HRM systems can lead to relational breakdown in a developing country context. Technology should be integrated in managing diversity, and not just focused on operational efficiencies

Impact of Culture on Knowledge Management: A Meta-Analysis and Framework

Culture, both national and organizational, can have profound impacts on knowledge management. Yet the literature on exactly how culture impacts knowledge management is complex with no clear generalizable results. A meta-analysis was conducted on 52 articles from ten IS journals for the years 2000–2010 combining both quantitative and qualitative studies in a unique methodological approach. Key findings include a marked shift away from normative language towards more interpretive and critical discourse emphasizing the power issues inherent in the cultural context of knowledge management. Trust and openness are key organizational cultural dimensions that impact knowledge management processes, but these traits are achieved through effective business leadership, rather than a particular technological artifact. The most striking generalizable finding from the cross-case analysis is that organizational culture can overcome or mitigate differences in national culture. An overall framework is provided to illustrate the findings and to serve as an important guidepost for future research