Dual Drivers of Facebook Usage and Regret Experience in Networking versus Brand page Usage

In this article, we draw on Uses and Gratifications Theory (UGT) to identify the dual drivers (positive and negative) of two Facebook usage types: online networking versus brand page usage, and their potential respective effects on regret experience and on Facebook continuous intention. We also investigate the role played by perceived privacy concerns in these two mechanisms. Our findings indicate that exhibitionism, entertainment value and specific functional gratifications; i.e. interpersonal connectivity for social networking and information value for brand page usage; are significant drivers for both usage types. Whereas, regret experienced by users in these two contexts seem to follow divergent paths and affect differently Facebook continuance intention

Information Technology Codes of Ethics: An Analysis Proposal

In this paper, we propose a framework to systematically analyze the structural form and thematic content of codes of ethics related to Information and Communication Technology (ICT codes of ethics). Then we apply this framework, within a sample of 30 organizations. Our purpose is to assess the organizational ethical positioning advocated by these ICT codes of ethics, using an adaptation of Kohlberg’s cognitive moral development theory (CMD). Our results indicate that a majority of the organizations studied adopt an ICT code which refers to the conventional level of CMD. The implications of our study for research and practice are discussed

Developing the Concept of Individual IT-Culture: The Spinning Top Metaphor

Culture, a popular though complex concept, has been recognized to influence implementation and usages of Information Technologies. Many empirical studies, using a cultural framework, have been carried out in Information Systems research. Most of them focus on the organizational and/or the national culture as surrogates to evaluate the role of culture within IS contexts. In this paper we categorize, from existing literature, different conceptions of culture rooted in diverse disciplines like anthropology, organizational studies and IS research. We then call on a spinning top metaphor to construct a model of the individual’s global culture as a set of rotating cylinders embedded in, and built upon, an innate core cylindrical axis. Those cylinders relate to specific cultural layers of the individual: ethnic, organizational, national…and technological. These layers are permeable, dynamic and their volume as well as their relative positioning, with respect to each other and to the central innate core, can change; the layers will vary depending on the successive socialization processes occurring during the individual’s lifetime. The conception of culture as a root metaphor of the individual and not only as an influential variable is central to this model. Therefore, we discuss the utility of the use of metaphors in cultural studies, more especially in organizational and IS research, and finally present how the spinning top metaphor can open a new path to study IT-related values and their impacts on IT-effective usages

IT Offshoring in Tunisia: Trust Views from the Client and the Vendor Perspectives

This article is about the role played by trust in structuring and shaping offshoring processes and how cultural differences interfere and play a mediating role within these inter firms relationships. Our study conducted within three IT services providers companies established in Tunisia has provided a dataset that has first confirmed the structuring role of trust in terms of transferability effect between the client and the offshoring unit. Our findings also indicate that trust is perceived as an influencing factor when it is situated at the inter organizational level and not at the interpersonal level for all the actors, independently of their cultural affiliation (individualistic versus collectivist). Whereas, “Cultural differences” are finally not experienced the same way by our respondents, notably trust seems more difficult to settle between the Tunisian partners than between the Tunisian offshoring unit and its European clients

The Role of IT Culture in IT Management: Searching for Individual Archetypal IT Cultural Profiles

This article presents findings from an ethnographic study aimed at developing a typology of IT users based upon their Individual IT Culture. Social Identity Theory and the existence of a Technologicvl Cwltural vayev in6eac~ anvividual are the two main underpinnings of this typology, which is approached in a holistic perspective of the concept of culture. This offers a new path to understanding IT adoption and diffusion in organizations, which is an alternative to traditional theories using Organizational Culture and National Culture as frameworks in IS research. Our typology, built upon users’ self identities, develops eight archetypal profiles of IT-users. Within these identities, IT-assumptions, IT-values and IT-practices compose what we present as the users’ technological cultural identities or profiles. This typology is then used to illustrate how individuals, depending on their Individual Technological Cultural Profiles, can play different roles in the socialization processes which are induced by the IT implementation projects

The Spinning Top Model, a New Path to Conceptualize Culture and Values: Applications to IS Research

In this conceptual study we first categorize, from existing literature, different conceptions of culture rooted in Anthropology and Sociology. We argue that these conceptions build up the logical structure of specific theoretical and empirical tools which address human/IS interactions in a cultural-based perspective. We then propose a new model of the individual’s global culture, the Spinning Top Model. We posit theoretical proposals based on this model and define a new analytical framework which can open new paths for IS research, the study of IT-related values , IT-attitudes and IT-behaviors

IT Organizational Alignment: Mechanistic versus Organic Patterns and Performance

In this paper, we address the issue of IT organizational alignment in terms of internal consistency within IT-enabled organizational patterns: mechanistic versus organic. To test our model, we have used data collected due to a large multisector survey conducted within 1900 European firms. Our findings stipulate that complementarities between coordinationoriented IT and organic organizational designs are higher than complementarities between Control-oriented IT and mechanistic organizational designs and imply higher levels of performance for the firm

Social Networking Continuance: When Habit Leads to Information Overload

In this paper, we propose an explanatory model of the continuance intention to use social networking sites (SNS). Our aim is to extend the post adoptive model by incorporating Habit and Information Overload as antecedents to SNS continuance intention. A quantitative approach based on an online survey administered to 320 executive managers in France confirms the positive role of habit in generating information overload and in positively affecting SNS continuance intention. The results also show that satisfaction and perceived usefulness do not seem to play any significant role. \ Keywords: Social networking sites, post adoption model, continuance of usage, Habit, Information overload.

Shy People and Facebook Continuance of Usage: Does Gender Matter?

In this paper, we propose a research model of the continuance of usage intention of a social networking site (Facebook) based on the theory of planned behavior and taking into account users’ gender and their perceived shyness degree. Our findings suggest that for men and women alike, the continuance of usage intention is determined by the attitude and the perceived behavioral control (PBC). Both hedonic and utilitarian outcomes are important to shape the users’ attitude towards Facebook. While non-shy people (male and female) behave exactly the same and are only led by attitude to decide to continue using Facebook, for shy people, the gender effect seems to be significant in shaping the attitude towards the SNS and in determining the role of PBC: for shy men, the decision to continue using Facebook is only affected by PBC whereas for shy women both attitude and PBC are important. For all the categories of users considered, social influence does not play any significant role

A Dynamic Capabilities Approach to Understanding the Impact of IT-Enabled Businesses Processes and IT-Business Alignment on the Strategic and Operational Performance of the Firm

For the past two decades, researchers have sought to understand how IT investment leads to organizational success. However, this has proven to be an elusive goal. We posit that a new perspective is needed to better understand IT investment. We must examine how the investment is enacted and reflected within the firm. We will argue that investment is enacted within the technology resources and corresponding business processes and reflected in the IT-business alignment. Based on the literature within Dynamics Capabilities Theory and IT-Business Alignment, we will propose a theoretical model that seeks to understand the impact of IT-enabled business processes and IT-business alignment on the strategic and operational success of a firm and whether the impacts experience a lag effect. Using data from fifty-eight European firms over a two-year period, we will build a structural equation model to test our theoretical model. The results indicate that alignment is important for strategic and operational success in year 1 but not in year 2. Furthermore, of the two, alignment has a stronger impact on strategic than operational success. In contrast, business process performance has an impact on organizational performance in year 1 and year 2. For both years, the impact on operational success is stronger than the strategic one. We also notice that the impact of business process performance on operational success decreases between year 1 and year 2, whereas the impact on strategic success is stronger in year 2 than in year 1