Derivative Work in Open-license Platforms

The emergence of derivative works in open-license platforms has sparked inquiries regarding their impact on original works and the platform as a whole. While it is widely recognized that derivative works may compete with the original content, there are also arguments that they can augment traffic and engagement. This remains an open empirical question. We extend the conceptualization of derivative works to open-license platform environments and then explore the implications of such works. Our empirical analysis of original music videos and corresponding reaction videos on YouTube shows that derivative works are complementary to original works and to the platform ecosystem. The findings shed new light on both the complex impact of derivative videos in open-license environments - as well as its broader strategic significance for platform operators seeking sustainable long-term growth opportunities

Offshore Information Systems Project Success: The Role of Social Embeddedness and Cultural Characteristics

Agency theory has served as a key basis for identifying drivers of offshore information system project success. Consequently, the role of relational factors in driving project success has been overlooked in this literature. In this paper, we address this gap by integrating the social embeddedness perspective and the culture literature to theorize how and why relational factors affect the success of offshore IS projects that are strategic in nature. We identify organizational and interpersonal cultural differences as critical success factors in this context. Using data from a longitudinal field study of 155 offshore IS projects managed by 22 project leaders, we found evidence of a relationship between hypothesized relational factors and two measures of offshore IS project success—namely, project cost overruns and client satisfaction—over and above the effects of project characteristics and agency factors. Specifically, we found that information exchange, joint problem solving, and trust reduce project cost overruns and improve client satisfaction. We also found a relationship between cultural differences at the organizational and team level, and offshore IS project success. The model explained 40 percent and 41 percent of the variance in project cost overruns and client satisfaction, respectively, for projects with a client representative. For projects with no client representative, the model explained 35 percent and 37 percent of the variance in project cost overruns and client satisfaction, respectively. Collectively, the results have important theoretical and practical implications for how client– vendor relationships should be managed when partnering with offshore firms and designing offshore IS project teams

Guidelines for the Development of Three-Level Models: Bridging Levels of Analysis and Integrating Contextual Influences in IS Research

The use of multilevel analysis has steadily increased in information systems (IS) research. Many studies are doing an admirable job of integrating two-level models into their examination of IS phenomena. However, two-level models are limited in how well they enable researchers to (1) more explicitly incorporate context into theory development and testing and (2) bridge the existing gap between micro- and macrolevel research by focusing on intervening mechanisms that link hierarchically distal levels of analysis. Three-level models have emerged as a potential way to address these limitations. While the literature has clearly outlined the mechanics of how to estimate three-level models, there is very little, if any, guidance on when and how to integrate the use of such models with theory development. Consequently, IS researchers have little guidance to inform their decisions about integrating the use of three-level models with their theory development and testing. In this article, we identify the circumstances under which IS researchers should consider the use of three-level models, develop guidelines about how to map the use of three-level model estimation to the theoretical objectives, and provide an illustration of how to implement the guidelines

Mechanisms Underlying Social Loafing in Technology Teams: An Empirical Analysis

Prior research has identified team size and dispersion as important antecedents of social loafing in technology-enabled teams. However, the underlying mechanisms through which team size and team dispersion cause individuals to engage in social loafing is significantly understudied and needs to be researched. To address this exigency, we use Bandura’s Theory of Moral Disengagement to explain why individuals under conditions of increasing team size and dispersion engage in social loafing behavior. We identify three mechanisms—advantageous comparison, displacement of responsibility and moral justification —that mediate the relationship between team size, dispersion and social loafing. Herein, we present the theory development and arguments for our hypotheses. We also present the initial findings from this study. Implications of the expected research findings are also discussed

Emotional intelligence in agile information systems development

Agile information systems development (ISD) is a socio-technical process where customer requirements are satisfied through the interplay of the social and technical system. Research on social systems has primarily focused on observable behaviors in ISD, however, little attention has been paid to cognitive aspects. We draw on emotional intelligence as an important dimension of cognition and seek to develop theoretical understanding of the mechanisms for managing emotions in agile ISD. To achieve this objective, we conducted a qualitative study of agile ISD teams in two organizations. This research-in-progress presents initial results on the concept of emotional intelligence and its effects in agile ISD. Our research contributes to the literature first by providing a deeper conceptualization of emotional intelligence in agile ISD. Second, it theoretically and empirically demonstrates work outcomes of emotional intelligence

E-profiles, Conflict, and Shared Understanding in Distributed Teams

In this research, we examine the efficacy of a technological intervention in shaping distributed team members’ perceptions about their teammates. We argue that, by exposing distributed team members to electronic profiles (e-profiles) with information emphasizing their personal similarities with one another, distributed teams should experience lower levels of relational and task conflict. In turn, reductions in conflict should facilitate a shared understanding among team members, which should increase their team effectiveness. The results of a laboratory experiment of 46 distributed teams generally support these assertions. Specifically, we found that a simple, technological intervention can reduce task conflict in distributed teams, which, in turn, improves shared understanding and team effectiveness. We also uncovered important differences in the antecedents and impacts of relational and task conflict. Although we found that the e-profile intervention was effective in accounting for variance in task conflict (R2 = .41), it was quite poor in accounting for variance in relational conflict (R2 = .04). The model accounts for 33% and 43% of the variance in shared understanding and team effectiveness, respectively. Taken together, the results of this research suggest that the information shared about team members in distributed team settings has important implications for their ability to collaborate, achieve a common understanding of their work, and accomplish their task effectively. We suggest that e-profiles may be a useful intervention for management to enhance effectiveness in distributed teams

The Multiplex Nature of the Customer Representative Role in Agile Information Systems Development

It is well acknowledged that close collaboration with the customer serves as the lynchpin to ensuring that agile information systems development (ISD) teams produce the right software within mutually agreed targets. In several agile ISD methods, this emphasis on close collaboration is enacted through the role of a designated customer representative (CR). The agile ISD literature has recognized the behaviors in this role to be inherently complementary and contradicting in nature, presenting a challenge to whoever occupies the role and hampering their ability to add value to the project. How do CRs manage these challenges and why do they do so in a particular manner? Unfortunately, there has been little theory to answer these questions. In this research, we explore and theorize about this phenomenon by leveraging role multiplexity as a theoretical lens in making sense of the behavior of CRs in agile ISD. Results suggest that the CR role is multiplex, exhibiting multiple manifestations with different orientations. We develop a theoretical model that articulates the instantiation of these role manifestations and the mechanisms that enable the CR role to remain intact while managing these challenges. The theoretical model highlights the CR role in agile ISD as being dynamic and multi-oriented

Task Characteristics, Team Processes and Individual Use of Collaboration Technology: Test of a Cross-Level Mediation Model

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