Does Environment Matter? An Empirical Investigation Of ISStrategy And Structure In Multinational Corporations

This paper reports the results of an empirical study that examines the influence of environment complexity and levels of IS resources on the IS strategy and structure developed for subsidiaries of multinational corporations. Results suggest that, while the levels of subsidiary IS resources clearly influence the IS strategy and structure for the subsidiary, the levels of environment complexity faced by the subsidiary do not. .Results also suggest that IS structural mechanisms are not associated with the IS technology and activities in place at the subsidiar

External Validity in IS Survey Research

This study focuses on the issues of external validity, coverage error and nonresponse error in IS survey research. Data from the empirical papers in 5 years of issues from three A rated IS journals are presented and analyzed. Recommendations are made based on the analyses, basic scientific principles and the authors\u27 experience and judgment

Understanding the Role and Methods of Meta-Analysis in IS Research

Four methods for reviewing a body of research literature - narrative review, descriptive review, vote-counting, and meta-analysis - are compared. Meta-analysis as a formalized, systematic review method is discussed in detail in terms of its history, current status, advantages, common analytic methods, and recent developments

Content Analyzing Annual Reports for Variation in Strategicness of IT Across Industries and Over Time

Although a number frameworks of strategic roles of IT have been proposed, empirical validation of these frameworks is negligible (Earl, 1987). Furthermore, many authors have argued for variation in strategic roles of IT across industries based on \u27information intensity\u27 (Porter and Millar, 1985) and \u27utility of IT\u27 (Johnston and Carrico, 1988). Similarly, others have argued for the evolution of strategic role of IT over time (Gibson and Nolan, 1974). However, except for a few exceptions (Jarvenpaa and Ives, 1990, Drury, 1983) empirical validations of these claims are sparse. The objective of this study is to provide some much needed empirical research to study the IS-Strategy interface by validating the above claims. We shall do this by developing a framework for the strategic role of IT and use it as the basis for content analyzing CEO\u27s statements in annual reports

Interdepartmental Contact Frequency Effects on Perceptions of Departmental Ratings

Information systems (IS) personnel and IS departments have a credibility problem in corporate America. Researchers have looked at the causes and results of these problems, including the IS backlog, problems accounting for payback from the substantial systems investment, and personality or demographic differences between IS personnel and the rest of the firm (Tsui, Egan, & O\u27Reilly, 1992). With vast sums already in information technology (IT), it is important to understand factors which may affect the efficient utilization of a firm\u27s IT resources. The increasing volume of work conducted via IT makes it vital for firms who want to excel to have a good working relationship between their IS departments and the other functional areas within the firm. This research looks at the interaction of two phenomena as they impact opinions of employees from other functional areas regarding IS personnel and IS departments: the interaction theory of ingroup/outgroup attributions (Hogg & McGarty, 1990) and critical contingency theory. The interaction theory effects are those of individuals from different functional areas congregating and seeking a common ground on which to form group associations (Hogg, 1990). With the moderating variable of critical contingency, we look at the effect of the importance of a functional area to the opinions held about that are

The Impact of Augmenting Traditional Instruction with Technology-based, Experiential Exercise

Traditional instruction, under an experiential learning model, is neither the sole nor a sufficient means of learning. Learning systems that engage students as contributors to learning offer opportunities for educators. The availability of technology to support experiential exercises represents one opportunity to augment traditional instruction. In a quasi-experiment, traditional-only instruction was compared with traditional instruction augmented with a technology-based, experiential exercise. The two instructional methods were evaluated based on student learning, intended behavior, and satisfaction. Our findings suggest that augmented instruction significantly increased student learning and satisfaction. The implications for students are clear. However, there are also noteworthy implications for faculty

Evaluating Knowledge Management and the Learning Organization: An Information/Knowledge Value Chain Approach

Based on the common elements in the definitions and operationalizations of knowledge management and the learning organization, a triad of objectives for both knowledge management and the learning organizations is identified: 1) improved information and knowledge that enables (2) organizational behaviors and decisions that have greater impacts, and (3) improved organizational performance. These objectives are used to guide the development of an information/knowledge value chain model that can form the basis for a framework for evaluating progress in knowledge management programs and in the development of a learning organization. Four classes of evaluation are identified for this purpose (cognitive and post-cognitive process, behavioral, learning process, and organizational impact) A number of operational measures are suggested for each class. The measures that are appropriate in a given circumstance may be selected from, or suggested by, that list

THE EFFECTS OF USER PARTICIPATION ON SYSTEM SUCCESS: TOWARD A CONTINGENCY THEORY OF USER SATESFACTION

User participation is an important construct in IS research. It is also a frequently employed practical implementation strategy. However, research findings concerning the effects of user participation on system success are mixed and inconclusive. This study reviews a contingency theory of attitude change, proposes competing models, and empirically tests the models in end-user computing involving multiple end-user groups. Results lend support to the Cognition Fit Model. Other models receive only partial support

The Relationship between Cost Analysis and Program Management

Cost analysis if often viewed as applying basic principles and cost methodologies to determine total system cost. These finished estimates then flow into a decision making process and the cost estimator leaves the stage. Reality shows that the cost estimator is actually one of the main contributors to the decision making process. Our introduction to this special issue explores the areas where cost estimating plays a major role in program management in areas beyond the normal program estimate. We have included articles that show the key role estimators can play in source selection strategies and evaluation; cost of delay analysis for management decisions, earned value management methods to predict program costs; decision criteria to rank competing projects that complement traditional cost-based methods; and a new methodology for determining research and development budget profiles