Quality and Knowledge Contributions of MISQ: A Citation Analysis

This study uses citation analysis to assess the quality of MIS Quarterly and compares this assessment to journals of other disciplines. The study also investigates the knowledge contributions of MIS Quarterly to the publications in both information systems and other disciplines. Some 3497 citations were made to 251 articles published in MIS Quarterly during 1989-1998. The study results show that the quality of MIS Quarterly is commensurate with its intended role as a general journal of the specialty IS area. MIS Quarterly ranks favorably when compared to specialty journals and respectably among general journals of specific disciplines. Moreover, most research appearing in MIS Quarterly is used by researchers in various disciplines and, thus, contributes to advancing the body of knowledge

IT GOVERNANCE FRAMEWORK: ONE SIZE FITS ALL?

Most of the IT governance frameworks address information systems management in the corporate settings that support top-down management. However, this neglects some organizational settings in favor of bottom-up approach, such as, higher education. To close the gap, this study compares the management styles and organizational practices between higher education and banking industry to reveal the underlying factors that drive organizational security norms in both industries. The results reveal that higher education operates in an open environment that supports employee’s participation for policy compliance. On the other hand, top-down management enforces policies and facilitates employee’s participation for information security safeguard in the banking industry. Accordingly, this study suggests that a new paradigm of IT Governance framework (ITG) is necessary for addressing the unique culture of higher education. Additionally, IT governance can operate in a decentralized mode in the banking industry for encouraging employee’s participation in support of information policy compliance

Migrating Legacy Systems in the Global Merger & Acquisition Environment Teaching Case

MetaFrame system migration project at Worldpharm, driven by the fiesta of merger and acquisition, had engendered both technical challenges and convoluted organizational issues in the climate of uncertainties. This project was aligned with IT strategy that aimed to streamlining IT resources and enhancing system efficiency of the post-merger organization. In spite of recognizing that it was treading in the treacherous water, Worldpharm still insisted on instigating this post-merger MetaFrame system migration project, which served to (1) consolidate all legacy MetaFrame systems from the three pre-merger pharmaceutical organizations into one globally managed system and (2) develop a global support team for the globally managed MetaFrame system

Effect of Business Characteristics and ERP Implementation Strategies on ERP Outcomes: An Exploratory Study

Although much academic research has been done on various ERP-related issues, little research has focused on the effects of business characteristics and ERP implementation strategies on the outcomes resulted from implementing ERP. Thus, the focus of this study is to explore the effects of business characteristics and ERP implementation approaches on ERP outcomes. To this end, data collected from 256 Korean manufacturing firms were analyzed by Cluster Analysis to identify groups of companies having similar business characteristics and adopting similar ERP implementation approaches. Then, the differences in ERP outcomes among these groups of companies were examined. Results showed that large manufacturing firms with make-to-order production approach had significantly higher perceived benefits in external coordination than other firms

Migrating Legacy Systems in the Global Merger & Acquisition Environment

The MetaFrame system migration project at WorldPharma, while driven by merger and acquisition, had faced complexities caused by both technical challenges and organizational issues in the climate of uncertainties. However, WorldPharma still insisted on instigating this post-merger system migration project. This project served to (1) consolidate the separated legacy MetaFrame systems from the three pre-merger pharmaceutical organizations into one globally managed system and (2) develop a global support team for the newly consolidated global MetaFrame system. This system migration project was aligned with WorldPharma’s IT strategy that aimed to streamline its IT resources and enhance system efficiency