Conceptual Challenges in Contemporary IS Research

This paper, originally prepared as a keynote address for the 1999 Australasian Conference on Information Systems, critically examines some common assumptions underlying much IS research. The assumptions concern the scope and risks of IT projects, the rationales for and uses of IT, and the role of history and time in systems-related outcomes. Making different assumptions about these issues suggests the need for new approaches to IS research

Paradigm Shifts - E-Business and Business/Systems Integration

The last decade or so spawned a host of business and technology innovations. On the business side, we saw business process reengineering, the management philosophies of customer relationship management and supply chain management, virtual organizations, electronic commerce, and business-to-business trading exchanges. On the technology side, we saw client-server computing, enterprise resource planning systems, the widespread adoption of Internet protocols, intranets and enterprise information portals, software package support for customer relationship management, supply chain management and other activities related to electronic business, and applications service providers. This tutorial puts put these business and technology innovations into historical context and relates them to one another through the unifying concepts of business integration and systems integration. One theme of the tutorial is the incomplete linkage between business integration and systems integration. Another is the imperfect relationship between the management philosophies of customer relationship management, supply chain management and electronic business more broadly and the information technologies that provide applications support for these management philosophies

Introductionto the 2004 AIS Award Papers on Innovation in Information Systems Education

This article describes the 2004 AIS Award Papers on Innovation in Information Systems Education. It includes the rationale for the awards and lists the papers selected and the selection committee

Knowing What We Know about IT and Business Value: Cause for Concern about Endogeneity Problems and Potential Solutions

Do IT investments deliver business value? This long-standing question of IS interest is a causal question. Answers to this question are often sought through the use of econometric methods, which require careful attention to the issue of endogeneity for valid causal inference. Yet, concerns about endogeneity problems in econometric research persist despite the many quantitative techniques available for addressing them. Recent publications in strategic management and accounting have offered a few non-quantitative solutions, such as better writing and reviewing norms, better theory selection, and use of descriptive quantitative and qualitative methods. Not considered in these prescriptions is a relatively little-known category of explicitly causal case study research methods that originated in sociology and political science. This paper describes these methods, shows how they address endogeneity problems, and explores how they might complement statistical methods in the study of IT business value

B2B E-Marketplaces - Interconnection Effects, Strategic Positioning, and Performance

Electronic markets theory leads to the prediction that the interconnection effects of information technology will lower coordination costs in market transactions, prompting a move from hierarchical to market arrangements. This prediction was apparently validated by the proliferation of B2B e-marketplaces in the mid-1990s. But the subsequent abrupt consolidation of public, independent e-marketplaces raises questions about what it takes for e-marketplaces to succeed. Experience with actual e-marketplaces suggests that electronic interconnection effects alone may not explain e-marketplace success. The strategic management literature provides a complementary view, emphasizing the fit between an e-marketplace\u27s value proposition, its product-market focus, and its value activities. The purpose of this paper, therefore, is to explore the degree to which the strategic positioning perspective contributes to the explanation of e-marketplace success. We analyzed a pair of e-marketplaces sharing the same competitive space, one successful and the other less so. We found that the number and types of interconnection benefits alone did not make a good explanation of e-marketplace success. However, the additional concepts provided by strategic positioning theory - particularly the holistic fit between benefits types offered (value proposition), product-market focus, and value activities - do appear to explain well the observed differences in e-marketplace performance. Future research should extend our exploratory investigation of e-marketplace success