DOCTORAL SEMINAR READINGS (RETRIEVED FROM http://home.nycap.rr.com/drmnelson/ISPhDReadings.zip)


Abdel-Hamid, T. and S. E. Madnick (1989). "Lessons Learned from Modeling the Dynamics of Software Development." Communications of the ACM 32(12): 1426 - 1438.
	

Abelson, R. P. (1981). "Psychological Status of the Script Concept." American Psychologist.
	

Abrahamson, E. and L. Rosenkopf (1997). "Social network effects on the extent of innovation diffusion: A computer simulation." Organization Science 8(3): 289.
	Theories of innovation diffusion no longer focus exclusively on explaining the rate at which innovations diffuse or the sequence in which they are adopted. They also focus on explaining why certain innovations diffuse extensively, becoming de facto standards, whereas others do not. Many of these theories specify a bandwagon process: a positive feedback loop in which increases in the number of adopters create stronger bandwagon pressures, and stronger bandwagon pressures, in turn, create increases in the number of adopters. Factors affecting if and how many times this feedback loop cycles explain if and how many potential adopters jump on a bandwagon. It is argued that one important factor has not yet been incorporated into these theories: the structure of social networks through which potential adopters of innovations find out information about these innovations which can cause them to adopt these innovations. It is proposed that both the number of network links, as well as small, seemingly insignificant idiosyncrasies of their structures, can affect the extent of an innovation's diffusion among members of a social network.


Ackerman, M. S. (2000). "The Intellectual Challenge of CSCW: The Gap Between Social Requirements and Technical Feasibility." Human-Computer Interaction 15(2): 181.
	Over the last 10 years, Computer-Supported Cooperative Work (CSCW) has identified a base set of findings. These findings are taken almost as assumptions within the field. In summary, they argue that human activity is highly flexible, nuanced, and contextualized and that computational entities such as information sharing, roles, and social norms need to be similarly flexible, nuanced, and contextualized. However, current systems cannot fully support the social world uncovered by these findings. In this article I argue that there is an inherent gap between the social requirements of CSCW and its technical mechanisms. The social-technical gap is the divide between what we know we must support socially and what we can support technically. Exploring, understanding, and hopefully ameliorating this social-technical gap is the central challenge for CSCW as a field and one of the central problems for human-computer interaction. Indeed, merely attesting the continued centrality of this gap could be one of the important intellectual contributions of CSCW. I also argue that the challenge of the social-technical gap creates an opportunity to refocus CSCW. [ABSTRACT FROM AUTHOR]


Ackoff, R. (1967). "Management misinformation systems." Management Science 14(4): 147,10.
	

Ackoff, R. L. (1971). "Towards a System of Systems Concepts." Management Science 17(11): 661,11.
	

Ackoff, R. L. (1983). "Beyond Prediction and Preparation." Journal of Management Studies 20(1): 59,11.
	

Adams, D. A. and R. R. Nelson (1992). "Perceived usefulness, ease of use, and usage of information technology: A replication." MIS Quarterly 16(2): 227.
	Examines how measures of perceived ease of use and perceived usefulness of information technology relate to self-reported measures of systems use. Results of a survey of 118 voice and/or electronic mail users; Survey of undergraduate and graduate students who have used Lotus 1-2-3, WordPerfect, and/or Harvard Graphics.


Agar, M. (1986). Speaking of ethnography. Thousand Oaks, CA, Sage.
	

Agar, M. (1996). The professional stranger: an informal introduction to ethnography, Academic Press.
	

Agarwal, R. Individual acceptance of ITs. Framing the domain.
	

Agarwal, R. and E. Karahanna (2000). "Time flies when you're having fun: Cognitive absorption and beliefs about information technology usage." MIS Quarterly 24(4): 665.
	A description is given of a multi-dimensional construct labeled cognitive absorption and defined as a state of deep involvement with software. Cognitive absorption, theorized as being exhibited through the five dimensions of temporal dissociation, focused immersion, heightened enjoyment, control, and curiosity, is posited to be a proximal antecedent of two important beliefs about technology use: perceived usefulness and perceived ease of use. In addition, it is proposed that the individual traits of playfulness and personal innovativeness are important determinants of cognitive absorption.


Agarwal, R. and J. Prasad (1998). "A Conceptual and Operational Definition of Personal Innovativeness in the Domain of Information Technology." Information Systems Research 9(2): 204.
	The acceptance of new information technologies by their intended users persists as an important issue for researchers and practitioners of information systems. Several models have been developed in the literature to facilitate understanding of the process by which new information technologies are adopted. This paper proposes a new construct that further illuminates the relationships explicit in the technology acceptance models and describes an operational measure for this construct that possesses desirable psychometric properties. The construct, personal innovativeness in the domain of information technology, is hypothesized to exhibit moderating effects on the antecedents as well as the consequences of individual perceptions about a new information technology. The construct was developed and validated in the context of the innovation represented by the World-Wide Web. Implications for theory and practice are discussed.(Instrument Development; Innovation; IT Adaption; World-Wide Web; IT Implementation; Personal Innovativeness) [ABSTRACT FROM AUTHOR]


Agarwal, R. and A. Sinha (1996). "Cognitive fit in requirements modeling: A study of object and process methodologies." Journal of Management Information Systems 13(2): 137,26.
	

Agarwal, R. and V. Venkatesh (2002). "Assessing a Firm's Web Presence: A Heuristic Evaluation Procedure for the Measurement of Usability." Information Systems Research 13(2): 168.
	Web site usability is a critical metric for assessing the quality of a firm's Web presence. A measure of usability must not only provide a global rating for a specific Web site, ideally it should also illuminate specific strengths and weaknesses associated with site design. In this paper, we describe a heuristic evaluation procedure for examining the usability guidelines developed by Microsoft. We present the categories and subcategories comprising these guidelines, and discuss the development of an instrument that operationalizes the measurement of usability. The proposed instrument was tested in a heuristic evaluation study where 1,475 users rated multiple Web sites from four different industry sectors: airlines, online bookstores, automobile manufacturers, and car rental agencies. To enhance the external validity of the study, users were asked to assume the role of a consumer or an investor when assessing usability. Empirical results suggest that the evaluation procedure, the instrument, as well as the usability metric exhibit good properties. Implications of the findings for researchers, for Web site designers, and for heuristic evaluation methods in usability testing are offered. [ABSTRACT FROM AUTHOR]


Agha, G. (1990). "Concurrent Object-Oriented Programming." Communications of the ACM 33(9): 125.
	Discusses the foundations and methodology of concurrent object-oriented programming (COOP). Patterns of concurrent problem solving; Models of objects; On-going projects in COOP.


Agrawal, R., H. Mannila, et al. (1996). "Fast Discovery of Association Rules." Advances in Knowledge Discovery and Data Mining.
	

Agrawal, R. and R. Srikant (2001). On Integrating Catalogs. Proceedings of WWW 10, Hong Kong.
	

Ahuja, M. (2002). "Information Technology and the Gender Factor." European Journal of Information Systems 11(1): 20-34.
	

Ahuja, M. and J. Galvin (2003). "Socialization in Virtual Group." Journal of Management 29(2): 161,25.
	

Ahuja, M. K. (2002). "Women in the information technology profession: A literature review, synthesis and research agenda." European Journal of Information Systems 11(1): 20.
	Gender differences in IT careers appear to be affecting the competitiveness of companies globally. A model of barriers faced by women in the field of information technology is presented. Three distinct career stages of career choices, persistence and advancement are analyzed. At each stage, the effects of social and structural factors which may act as barriers are identified and discussed. Social factors include social expectations, work-family conflict and informal networks, while the structural factors are occupational culture, lack of role models and mentors, demographic composition and institutional structures. A proposed research agenda is offered. It is suggested that the social and structural factors as well as their interactions will result in turnover of women in IT.


Ahuja, M. K. and K. M. Carley (1999). "Network structure in virtual organizations." Organization Science 10(6): 741.
	Virtual organizations that use e-mail to communicate and coordinate their work toward a common goal are becoming ubiquitous. However, little is known about how these organizations work. Much prior research suggests that virtual organizations, for the most part because they use information technology to communicate, will be decentralized and nonhierarchical. This paper examines the behavior of one such organization. The analysis is based on a case study of the communication structure and content of communications among members of a virtual organization during a four-month period. The structure of a virtual organization is measured, and evidence of hierarchy is found. The findings imply that the communication structure of a virtual organization may exhibit different properties on different dimensions of structure. The relationship among task routineness, organizational structure, and performance is examined. Results indicate that the fit between structure and task routineness affects the perception of performance, but may not affect the actual performance of the organization. Thus, this virtual organization is similar to traditional organizations in some ways and dissimilar in other ways. It was similar to traditional organizations in so far as task-structure fit predicted perceived performance. However, it was dissimilar to traditional organizations in so far as fit did not predict objective performance. To the extent that the virtual organizations may be similar to traditional organizations, existing theories can be expanded to study the structure and perceived performance of virtual organizations. New theories may need to be developed to explain objective performance in virtual organizations.


Ahuja, M. K. and D. F. Galletta, and Carley, K.M. (2003). "Individual Centrality and Performance in Virtual R&D Groups: An Empirical Study." Management Science 49(1): 21,18.
	

Akbar, H. (2003). "Knowledge Levels And Their Transformation: Towards The Integration of Knowledge Creation And Individual Learning." Journal of Management Studies 40(8): 1997,25.
	

Akgun, A. E., G. S. Lynn, et al. (2003). "Organizational learning: A socio-cognitive framework." Human Relations 56(7): 839.
	Organizational learning is a popular topic in business and academia and attracts many researchers and practitioners from different fields. Even though organizational learning scholarship is still growing, there are few studies that cross-fertilize social cognition and organizational learning. This investigation examines organizational learning from the perspective of social cognition. It is argued that social cognition explains the organizational learning process better by integrating fragmented studies on the processes of learning, and the study proposes that organizational learning is an outcome of reciprocal interactions of the processes of information/knowledge acquisition, information/knowledge dissemination, information/knowledge implementation, sensemaking, memory, thinking unlearning, intelligence, improvisation, and emotions - connected by organizational culture. In addition, the implications of social cognition on organizational learning are discussed. [PUBLICATION ABSTRACT]


Akrich, M. (1992). The De-scription of Technical Artifacts. Shaping Technology/Building Society: Studies in Sociotechnical Change.
	

Aladwani, A. M. (2002). "An Integrated Performance Model of Information Systems Projects." Journal of Management Information Systems 19(1): 185,26.
	

Alavi, M. (1984). "An Assessment of the Prototyping Approach to Information Systems Development." Communications of the ACM 27(6): 556 - 563.
	

Alavi, M. and P. Carlson (1989). The ecology of MIS research: a twenty year status review. 10th Internation Conference on Information Systems.
	

Alavi, M. and P. Carlson (1992). "A Review of MIS Research and Disciplinary Development." Journal of Management Information Systems 8(4): 45,18.
	

Alavi, M. and E. A. Joachimathaler (1992). "Revisiting DSS implementation research: A meta-analysis of the literature and suggestions for." MIS Quarterly 16(1): 95.
	Information systems are becoming increasingly critical to the daily operations and success of many firms. This, combined with the rising investments in design and development of these systems, make implementation a high priority research topic. Although information systems implementation has been a topic of interest to researchers over the past two decades, the ex- tent to which the existing body of research reflects substantial and cumulative development is not entirely clear. The objective of this study is to conduct a rigorous and quantitative review of the empirical DSS implementation literature as a basis for providing guidelines for implementation management and conduct of future research. Metaanalysis of 144 findings from 33 studies indicates that user-situational variables (involvement, training and experience) are more important than psychological factors to DSS implementation success and that user-situational variables can improve the implementation success by as much as 30 percent. Furthermore, the meta-analytic findings regarding the methodological characteristics of studies provide useful insights for the design of future research studies of implementation. The findings also allow us to put into perspective the incremental contribution of additional substantive and empirical studies in this area. Additionally, several specific domains (e.g., construct validation research on user involvement and casual modeling) might profit most from future research efforts. [ABSTRACT FROM AUTHOR]


Alavi, M. and D. E. Leidner (2001). "Knowledge management and knowledge management systems:Conceptual foundations and research issues." MIS Quarterly 25(1): 107-136.
	

Alavi, M. and D. E. Leidner (2001). "Research Commentary: Technology-Mediated Learning--A Call for Greater Depth and Breadth of Research." Information Systems Research 12(1): 1.
	The past decade has witnessed a dramatic increase in the development of technology-based teaching and learning. For example, in the university landscape a prominent change has been the increase in virtual course offerings, otherwise referred to as distance learning. Since 1998, the number of universities offering some form of distance learning has increased by 33%. The objective of this essay is to motivate future research and dialogue on technology-mediated learning (TML) by suggesting some potentially productive research venues in this area TML is defined as an environment in which the learner's interactions with learning materials, peers, and instructors are mediated through advanced information technologies. The term "Information technology" broadly refers to computing, communication, and data management technologies, and their convergence. The focus of the essay is on learning from instruction in the context of post secondary educational environments, although the issues are also relevant to corporate training.


Alavi, M. and D. E. Leidner (2001). "Review: Knowledge Management And Knowledge Management Systems: Conceptual Foundations And Research Issues." MIS Quarterly 25(1): 107.
	To be credible, knowledge management systems (KMS) research and development should preserve and build upon the significant literature that exists in different but related fields. This paper provides a review and interpretation of knowledge management literatures in different fields with an eye toward identifying the important areas for research. We present a detailed process view of organizational knowledge management with a focus on the potential role of information technology in this process. Drawing upon the literature review and analysis of knowledge management processes, we discuss several important research issues surrounding the knowledge management processes and the role of information technology (IT) in support of these processes. [ABSTRACT FROM AUTHOR]


Alavi, M. and G. M. Marakas (2002). "A comparative study of technologies for distance learning." Information Systems Research: 404-415.
	

Alavi, M., G. M. Marakas, et al. (2002). "A Comparative Study of Distributed Learning Environments on Learning Outcomes." Information Systems Research 13(4): 404.
	Advances in information and communication technologies have fueled rapid growth in the popularity of technology-supported distributed learning (DL). Many educational institutions, both academic and corporate, have undertaken initiatives that leverage the myriad of available DL technologies. Despite their rapid growth in popularity, however, alternative technologies for DL are seldom systematically evaluated for learning efficacy. Considering the increasing range of information and communication technologies available for the development of DL environments, we believe it is paramount for studies to compare the relative learning outcomes of various technologies. In this research, we employed a quasi-experimental field study approach to investigate the relative learning effectiveness of two collaborative DL environments in the context of an executive development program. We also adopted a framework of hierarchical characteristics of group support system (GSS)technologies, outlined by DeSanctis and Gallupe (1987), as the basis for characterizing the two DL environments. One DL environment employed a simple e-mail and listserv capability while the other used a sophisticated GSS (herein referred to as Beta system).Interestingly, the learning outcome of the e-mail environment was higher than the learning outcome of the more sophisticated GSS environment.The post-hoc analysis of the electronic messages indicated that the students in groups using the e-mail system exchanged a higher percentage of messages related to the learning task.The Beta system users exchanged a higher level of technology sense-making messages. No significant difference was observed in the students' satisfaction with the learning process under the two DL environments. [ABSTRACT FROM AUTHOR]


Albert, T. C., Goes, P. B. and Gupta, A. (2004). "GIST: A Model For Design And Management of Content And Interactivity of Customer-Centric Web Sites." MIS Quarterly 28(2): 161,21.
	

Albino, V., A. C. Garavelli, et al. (2001). "A metric for measuring knowledge codificaiton in organisation learning." Technovation 21(7): 413.
	In the management literature, even if knowledge has been recognized as a critical resource for the competitive success of firms, only a few studies have proposed operative approaches to analyze the effect of the transformation of the type of knowledge on system performance. A definition of knowledge is provided to support an operative classification of the type of knowledge. A metric is proposed to measure different knowledge codification levels. This metric is useful for supporting the learning processes in the organization. A case example dealing with the knowledge codification of a specific phase of a real production system, leather cutting in sofa production, is discussed.


Alexander, C. (1979). The Timeless Way of Building. New York, Oxford University Press.
	

Alford, M. (1980). "Software Requirements in the 80's: From Alchemy to Science." Communications of the ACM.
	

Allen, C. D. (1995). "Succeeding as a Clandestine Change Agent." Communications of the ACM 38(5): 81.
	Changing the attitudes and work habits of a large organizations is daunting at best. The task is more challenging when the organization perceives itself as eminently successful, dominating the market in its category. This article is an attempt to by the author to share his experiences and some of realizations of the process design change. Most design decisions are now made in the light of the day by cross-functional, multidisciplinary design teams, and their work is subjected to formal peer review and customer evaluations. These design decisions are based on appropriately detailed customer data that reveals the customers pattern's of work and goals. Having a defined software engineering process isn't as important as utilizing a process that propels one's efforts in one direction. The author realized that most of the time the management operates by a lot more faith. But, a constant evaluation of the goals and the implemented actions and processes used helps in obtaining satisfactory results.


Alles, M. and A. Amin, Datar, S., and Sarkar, R. (2000). "Information and Incentive Effects of Inventory in JIT Production." Management Science 46(2): 1528,17.
	

Almeida, P., J. Song, et al. (2002). "Are firms superior to alliances and markets? An empirical test of cross-border knowledge building." Organization Science 13(2): 147.
	Are multinational corporations (MNCs) superior to strategic alliances and markets in facilitating the flow of knowledge across borders? If so, what are the sources of this superiority? Despite their central importance to the theory and practice of international management, these questions have not been directly tested. This paper seeks to address this gap in empirical research. The findings suggest that the superiority of MNCs stems from the firms' ability to use multiple mechanisms of knowledge transfer flexibly and simultaneously to move, integrate, and develop technical knowledge.


Alter, S. (1977). "A Taxonomy of Decision Support Systems." Sloan Management Review (pre-1986) 19(1): 39.
	

Alter, S. (1996). Basic Ideas for Understanding Information Systems. Information Systems: A Management Perspective.
	

Alter, S. (1999). "A General, Yet Useful Theory of Information Systems." Communications of the Association for Information Systems.
	

Alter, S. (2002). "Selecting Research Topics: Personal Experiences and Speculations for the Future." Communications of the AIS.
	

Alvarez, R. (2002). "Confessions of an Information worker: A Critical Analysis of Information Requirements Discourse." Information and Organization 12(2): 85-107.
	

Anderson, P. and E. Anderson (2002). "The new e-commerce intermediaries." MIT Sloan Management Review 43(4): 53.
	This article shows how intermediaries are helping smart companies realize the promise of the Web. It explains intermediaries' nine ways of adding value, suggesting that three will change, three will survive and three present growth opportunities. Middlemen can co-opt the Internet by offering services that would be too difficult for individual producers to provide. However, intermediaries must be open to new ways of doing business with suppliers and vice versa. The Web transforms but does not eliminate the advantages of the middleman's central lookout position. But what was once thought of as a straight distribution channel from supplier through middleman is now more accurately described as a service hub. Appropriate, fair incentives are specified. And described is service-hub management that will generate enough trust to permit producers to get closer to customers - indirectly.


Andriessen, D. (2004). Overview of 25 Valuation and Measurement Methods. Making Sense of Intellectual Capital.
	

Ang, S. and S. A. Slaughter (2000). The Missing Context of Information Technology Personnel: A Review and Future Direction for Research. Framing the Domains of IT Management: Projecting the Future Through the Past.
	

Ang, S. and S. A. Slaughter (2001). "Work outcomes and job design for contract versus permanent information systems professionals on software development teams." MIS Quarterly 25(3): 321.
	Organizations have significantly increased their use of contracting in information systems (IS), hiring contractors to work with permanent professionals. Based on theories of social exchange and social comparison, this study hypothesizes differences in work attitudes, behaviors, and performance across the two groups, and evaluates this hypotheses with a sequential mixed-methods design. The first study surveys contract and permanent professionals on software development teams in a large transportation company. The second study involves in-depth interviews with contract and permanent IS professionals in three organizations. Support was found for many hypotheses but some surprising results were found also. Contrary to predictions, contractors perceive a more favorable work environment than permanent professionals but exhibit lower in-role and extra-role behaviors than their permanent counterparts. Supervisors perceive their contract subordinates as lower-performing and less loyal, obedient, and trustworthy.


Ang, S. and D. W. Straub (1998). "Production and transaction economies and IS outsourcing: A study of the U.S. banking industry." MIS Quarterly 22(4): 535.
	This paper studies economic determinants of IS outsourcing. It argues that a focus on comparative economic theories and models can improve the ability to explain outsourcing within the larger context of organizational strategy and environment. Specifically, the research constructs of production cost, transaction cost, and financial slack are examined simultaneously to understand what influences the outsourcing decision. To empirically test these relationships, information was gathered from senior IT managers in 243 US banks. Financial indices from the archives of the Federal Reserve Bank were a second important source of data.


Applegate, L. M. and J. L. King (1999). "Rigor and relevance: Careers on the line." MIS Quarterly 23(1): 17.
	The experiences of a woman who returned to school to get a Ph.D. and her encounters and problems with attempts to get dissertation research published in a top tier MIS journal are recounted. Discussion questions follow.


Apte, C. and B. Liu (2002). "Business Applications of Data Mining." Communications of the ACM 45(8): 49 - 53.
	

Archer, M. (1998). Critical Realism: Essential Readings. New York and London, Routledge.
	

Argyris, C. (1971). "Management Information Systems: The Challenge to Rationality and Emotionality." Management Science 17(6): 275,18.
	

Armstrong, C. P. and V. Sambamurthy (1999). "Information Technology Assimilation in Firms: The Influence of Senior Leadership and IT Infrastructures." Information Systems Research 10(4): 304.
	IT assimilation is regarded as an important outcome in the efforts of firms to leverage the potential of information technologies in their business activities and strategies. Despite significant investments in information technology, considerable diversity exists in how well firms have been able to assimilate IT and leverage the business value of IT. This research draws upon the emerging knowledge-based and resource-based views of the firm to examine the influence of three factors on IT assimilation: (i) quality of senior leadership, (ii) sophistication of IT infrastructures, and (iii) organizational size. Drawing upon a large-scale sample survey where responses were obtained from CIOs and senior business executives who were members of the firms' top management teams, the study examines a variety of mostly normative prescriptions. The findings provide robust evidence about the impacts of CIOs' business and IT knowledge on IT assimilation. Further, we find that CIOs' membership in top management teams and their informal interactions with TMT members enhance their knowledge, particularly their business knowledge. We find that the intensity of the relationship between CIO's interactions with the top management team and their level of IT and business knowledge is much stronger in firms that articulate a transformational IT vision. The sophistication of IT infrastructures was also found to significantly impact IT assimilation. Surprisingly, the IT knowledge of senior business executives was not found to be a significant influence on IT assimilation. The implications of these findings for evolving a deeper understanding of the dynamics underlying IT assimilation are presented.(IT Assimilation; IT Infrastructure; Senior Leadership; Chief Information officer; Top Management Team; IT Vision) [ABSTRACT FROM AUTHOR]


Ashby, W. R. (1965). "Measuring the Internal Informational Exchange in a System." Cybernetica.
	

Ashford, S. J. (1996). The Publishing Process: The Struggle for Meaning. Rhythms of Academic Life: Personal Accounts of Careers in Academia.
	

Association, A. P. (2001). Publication manual of the american psychological association.
	

Astley, W. G. and R. F. Zammuto (1992). "Organization Science, Managers, and Language Games." Organization Science 3(4): 443-460.
	

Attaran, M. (2004). "Exploring the relationship between information technology and business process reengineering." Information & Management 41(5): 585.
	This study examines a series of relationships between information technology (IT) and business process reengineering (BPR). Specifically, it argues that those aspiring to do business process reengineering must begin to apply the capabilities of information technology. This paper provides a summary of IT roles in initiating and sustaining BPR and examines several companies that have successfully applied IT to reengineering. The paper also addressees barriers to successful implementation of reengineering and identifies critical factors for its success. [PUBLICATION ABSTRACT]


Attewell, P. (1992). "Technology diffusion and organizational learning: The case of business computing." Organization Science 3(1): 1-19.
	

Attewell, P. and J. Rule (1984). "Computing and Organizations: what we know and what we don’t know." Communications of the ACM 27(12): 1184 - 1192.
	

Au, N., E. W. T. Ngai, et al. (2002). "A critical review of end-user information system satisfaction research and a new research framework." Omega 30(6): 451.
	This paper represents a critical review of research in end-user information system satisfaction (EUISS). An extensive literature search is conducted from which over 50 EUISS related papers are identified. It is found that the past research is dominated by the expectation disconfirmation approach. To provide more insights into the psychological processing of the information system performance construct and its impact upon EUISS, an integrated conceptual mode is proposed based on the equity and needs theories. The implications of the proposed model for EUISS are discussed, and suggestions are made for testing the model.


Au, Y. A. and R. J. Kauffman (2001). "Should we wait? Network externalities, compatibility and adoption." Journal of Management Information Systems 18(2): 47.
	

Avgerou, C. and C. Ciborra (2004). The Social Study of Information and Communication Technology, Oxford University Press.
	

Avgerou, C., J. Siemer, et al. (1999). "The academic field of information systems in Europe." European Journal of Information Systems 8(2): 136.
	The institutional and cognitive profile of the information systems (IS) field in Europe is reviewed, using the results of a survey of IS academics in 18 European countries. The emerging picture suggests that the study of IS in European academia is dispersed in small units with various names, which are hosted in various disciplines across the science/social science spectrum. The survey confirms the widespread view that the IS field is concerned with the study of a wide range of themes, from developing technologies per se, to assessing the social impact of new information and communication technologies. Moreover, a variety of research perspectives and approaches is found to be pursued, drawing from both the positivist and interpretative epistemological traditions. It is argued that while the institutional dispersion is a weakness that requires remedying action, the cognitive diversity should not be considered as a characteristic of immaturity.


Axley, S. R. (1984). "Managerial and Organizational Communication in Terms of the Conduit Metaphor." Academy of Management Review 9(3): 428-438.
	

Ba, S. (2001). "Establishing online trust through a community responsibility system." Decision Support Systems 31(3): 323.
	Much of the research on trust building in electronic commerce takes a descriptive approach. The question of what social structures are more appropriate to promote trust in the online world has not been extensively studied. This paper analyzes, using a prescriptive approach, how a certain social structure - a community responsibility system, supported by present technology, can be set up. Game theoretic tools are used to prove that under the community responsibility system for trust building, online transactions that are impersonal can be supported and can preserve at the same time anonymity to a large extent.


Ba, S. and P. A. Pavlou (2002). "Evidence of the effect of trust building technology in electronic markets: price premiums and buyer behavior." MIS Quarterly 26(3): 243,26.
	

Ba, S., J. Stallaert, et al. (2001). "Research Commentary: Introducing a Third Dimension in Information Systems Design--The Case for Incentive Alignment." Information Systems Research 12(3): 225.
	Prior research has generated considerable knowledge on information systems design from software engineering and user-acceptance perspectives. As organizational processes are increasingly embedded within information systems, one of the key considerations of many business processes--organizational incentives--should become an important dimension of any information systems design and evaluation, which we categorize as the third dimension: incentive alignment.Incentive issues have become important in many IS areas,including distributed decision support systems (DSS), knowledge management, and e-business supply chain coordination. In this paper we outline why incentives are important in each of these areas and specify requirements for designing incentive-aligned information systems. We identify and define important unresolved problems along the incentive-alignment dimension of information systems and present a research agenda to address them. [ABSTRACT FROM AUTHOR]


Bacharach (1989). "Organizational Theories: Some Criteria for Evaluation." Academy of Management Review 14(4): 196-216.
	

Bachman, C. W. (1969). "Data Structure Diagrams." Data Base.
	

Backhouse, J. and J. Liebenau (1991). "On the discipline of information systems." Journal of Information Systems 1(1): 19-27.
	

Bacon, C. J. and B. Fitzgerald (2001). "A Systematic Framework for the Field of Information Systems." Data Base for Advances in Information Systems.
	

Badasyan, N., and S. Chakrabarti (2003). "Private Peering Among Internet Backbone Providers." Microeconomics working.
	

Bagozzi, R. P. and Y. Yi (1991). "Assessing construct validity in organizational research." Administrative Science Quarterly 36(3): 421-459.
	

Bailey, J. E. and S. W. Pearson (1983). "Development of a Tool for Measuring and Analyzing Computer user satisfaction." Management Science 29(5): 530,16.
	

Bajaj, A. and S. Ram (2003). "IAIS: A methodology to enable inter-agency information sharing in eGovernment." Journal of Database Management 14(4): 59.
	Recently, there has been increased interest in information sharing among government agencies, with a view toward improving security, reducing costs and offering better quality service to users of government services. In this work, the authors complement earlier work by proposing a comprehensive methodology called IAIS (Inter Agency Information Sharing) that uses XML to facilitate the definition of information that needs to be shared, the storage of such information, the access to this information and finally the maintenance of shared information. The authors compare IAIS with two alternate methodologies to share information among agencies, and analyze the pros and cons of each. They also show how IAIS leverages the recently proposed XML (extensible markup language) standard to allow for inclusion of various groups' viewpoints when determining what information should be shared and how it should be structured. [PUBLICATION ABSTRACT]


Bajari, P. and A. Hortacsu (2003). "The winner's curse, reserve prices, and endogenous entry: Empirical insights from eBay auctions." The Rand Journal of Economics 34(2): 329.
	Internet auctions have recently gained widespread popularity and are one of the most successful forms of electronic commerce. We examine a unique dataset of eBay coin auctions to explore the determinants of bidder and seller behavior. We first document a number of empirical regularities. We then specify and estimate a structural econometric model of bidding on eBay. Using our parameter estimates from this model, we measure the extent of the winner's curse and simulate seller revenue under different reserve prices. [PUBLICATION ABSTRACT]


Bakos, J. Y. (1997). "Reducing buyer search costs: Implications for electronic marketplaces." Management Science 43(12): 1676,17.
	

Bakos, J. Y. and M. D. Treacy (1986). "Information Technology and Corporate Strategy: A research perspective." MIS Quarterly 10(2): 106,14.
	

Bakos, Y. (1998). "The Emerging Role of Electronic Marketplaces on the Internet." Communications of the ACM 41(8): 35.
	The emerging role of electronic marketplaces on the Internet is the main focus of this article. According to the author, in the process of playing the central role in the economy, the markets create economic value for buyers, sellers, market intermediates, and for society at large. The role of information technology has dramatically increased in the recent years, both in traditional markets, and in the emergence of electronic marketplaces, such as the multitude of Internet-based online auctions. Markets have three main functions: matching buyers and sellers; facilitating the exchange of information, goods, services and payments associated with market transactions; and providing an institutional infrastructure, such as a legal and regulatory framework, that enables the efficient functioning of the market. The article elaborates on these three functions and related aspects of Internet market such as, Internet marketplaces and competition and the role of electronic intermediaries. The article concludes that Internet-based electronic marketplaces are still at a formative stage, and it is hard to fully predict their impact on the structure of markets.


Bakos, Y. (2001). "The Emerging Landscape for Retail E-Commerce." Journal of Economic Perspectives 15(1): 69.
	This article explores how electronic commerce is changing the world of retail sales. Online retail sales of goods and services are projected to grow from $45 billion in 2000, or 1.5 percent of total retail sales, to $269 billion in 2005, or 7.8 percent of total retail sales projected for that year. In addition to this substantial growth in online sales, consumers increasingly rely on information collected online to research a lot of purchases that are concluded over traditional channels, especially for high value durable goods, such as electronics and automobiles. Such purchases influenced by the Internet are estimated to growth from $13 billion in 2000 to $378 billion in 2005, or 10.8 percent of projected retail sales. This would bring the total retail sales affected by e-commerce in 2005 to $647 billion, or 18.5 percent of total retail sales. Retail e-commerce is evolving to encompass a wide variety of goods and services. Leisure travel will be the leading category in 2000 with 27.2 percent of online sales, followed by books, music, videos and software (14.9 percent), computers and electronics (13.6 percent) and apparel (11.3 percent). BY 2005, consumables are projected to amount to 18 percent of online retail sales.


Bakos, Y. a. K., Chris (1992). "Recent applications of economic theory in Information Technology research." Decision Support Systems 8(5): 365-386.
	

Balasubramanian, S. and P. Konana (2003). "Customer Satisfaction in Virtual Environments: A Study of Online Investing." Management Science 49(7): 871,19.
	

Ball, N. L. (2001). "Design Science II: The Impact of Design Science on e-Commerce Research and Practice." Communications of the Association for Information Systems.
	

Ballou, D. P. and G. K. Tayi (1999). "Enhancing Data Quality In Data Warehouse Environments." Communications of the ACM 42(1): 73.
	The article reports on enhancement of data quality in data warehouse environment. Here a conceptual framework is offered for enhancing data quality in data warehouse environments. Factors are explored such as current level of data quality, the levels of quality needed by the relevant decision process, the potential benefits of projects designed to enhance data. Those who are responsible for data quality have to understand the importance of such factors. For warehouses supporting a limited number of decision processes, awareness of these issues coupled with good judgment should suffice. Data warehousing efforts may not succeed for various reasons, but nothing is more certain to yield failure than lack of concern for the quality of the data. Data supporting organizational activities in a meaningful way should be warehoused. A distinguishing characteristic of warehoused data is that it is used for decision making, rather than for operations. Data warehousing efforts have to address several potential problems.


Bandyopadhyay, R. (1977). "Information for Organizational Decision Making: A Literature Review." IEEE Transactions on Systems, Man and Cybernetics 7(1).
	

Banerjee, Chou, et al. (1987). "Data Model Issues for Object-Oriented Applications." ACM TOOLS 5(1): 3-26.
	

Banker, R. D., and Davis, G. B (1998). "Software Development Practices, Software Complexity, And Software Maintenance Performance." Management Science 44(4): 433,18.
	

Banker, R. D. and S. M. Datar (1993). "Software complexity and maintenance costs." Communications of the ACM 36(11): 81 - 94.
	

Banker, R. D. and R. J. Kauffman (2004). "The Evolution of Research on Information Systems: A Fiftieth-Year Survey of the Literature in Management Science." Management Science 50(3): 281,18.
	

Banker, R. D. and C. F. Kemerer (1989). "Scale Economies in New Software Development." IEEE Transactions on Software Engineering 15(10): 1199.
	Two opposing views regarding the presence of economies or diseconomies of scale in new software development are reconciled in an approach that hypothesizes a production function model of software development. This model allows for both increasing and decreasing returns to scale and argues that local scale economies or diseconomies depend on a project's size. It is shown how to identify the most productive scale size (MPSS) through the use of the data envelopment analysis technique. The results have a number of useful implications. For example, managers could actively seek to identify the MPSS for their organization. This information could be used as input in the make or purchase decision. The results indicate that the MPSS varies widely across different application environments.


Banker, R. D. and S. A. Slaughter (1998). "A field study of scale economies in software maintenance." Management Science 43(12): 1709,17.
	

Banker, R. D. and S. A. Slaughter (2000). "The Moderating Effects of Structure on Volatility and Complexity in Software Enhancement." Information Systems Research 11(3): 219.
	The cost of enhancing software applications to accommodate new and evolving user requirements is significant. Many enhancement cost-reduction initiatives have focused on increasing software structure in applications. However, while software structure can decrease enhancement effort by localizing data processing, increased effort is also required to comprehend structure. Thus, it is not clear whether high levels of software structure are economically efficient in all situations. In this study, we develop a model of the relationship between software structure and software enhancement costs and errors. We introduce the notion of software structure as a moderator of the relationship between software volatility, total data complexity, and software enhancement outcomes. We posit that it is efficient to more highly structure the more volatile applications, because increased familiarity with the application structure through frequent enhancement enables localization of maintenance effort. For more complex applications, software structure is more beneficial than for less complex applications because it facilitates the comprehension process where it is most needed. Given the downstream enhancement benefits of structure for more volatile and complex applications, we expect that the optimal level of structure is higher for these applications. We empirically evaluate our model using data collected on the business applications of a major mass merchandiser and a large commercial bank. We find that structure moderates the relationship between complexity, volatility, and enhancement outcomes, such that higher levels of structure are more advantageous for the more complex and more volatile applications in terms of reduced enhancement costs and errors. We also find that more structure is designed in for volatile applications and for applications with higher levels of complexity. Finally, we identify application type as a significant factor in predicting which applications are more. [ABSTRACT FROM AUTHOR]


Bannon, L. (1991). From Human Factors to Human Actors: The Role of Psychology and Human-Computer Interaction Studies in System Design. Design at Work: Cooperative Design of Computer Systems.
	

Bannon, L. J. (1995). "The Politics of Design: Representing Work." Communications of the ACM 38(9): 66.
	The article provides an opening into an important and increasingly contentious area in computer systems development, namely, methods used in understanding representing and modeling work processes and practices. It describes part of the problem as the relation between normative accounts of how work gets done and actual practice. The article points to dangers of transporting representations between different semantic communities with different practices. The goal of the article is to develop a case against an objective reality that can be usefully captured in a model against an objective reality that can be usefully captured in a model and subsequently used as a sufficient basis on which to develop a computerized system. Critiques relied on the centrality of interpretation in the conduct of work, and also on the fact development of computer-based applications requires the collaboration or involvement of a variety of distinct communities, workers with different skills using different representational frameworks, users, analysts, developers, programmers, among others.


Bansler, J. P. and J. Damsgard (2000). "Corporate Intranet Implementation: Managing Emergent Technologies and Organizational Practices." Journal of the Association for Information Systems 1.
	

Banville, C. and M. Landry (1989). "Can the Field of IS be Disciplined?" Communications of the ACM 32(1): 48 - 60.
	

Bapna, R. (2003). "Analysis and Design of Business-to-Consumer Online Auctions." Management Science 49(1): 85,17.
	

Barki, B., Rivard, S., Talbot, J (2001). "An Integrative Contingency Model of Software Project Risk Management." Journal of Management Information Systems 17(4): 37,33.
	

Barki, H. and J. Hartwick (1994). "Measuring user participation, user involvement, and user attitude." MIS Quarterly 18(1): 59.
	Defining user participation as the activities performed by users during systems development, user involvement as the importance and personal relevance of a system to its user, and user attitude as the affective evaluation of a system by the user, this study aims to: (1) develop separate measures of user participation, user involvement, and user attitude, (2) identify key dimensions of each construct, and (3) investigate the relation- ships among them. Responses from users in organizations developing new information systems were used to create an overall scale measuring user participation (along with three subscales reflecting the dimensions of responsibility, user-IS relationship, and hands-on activities), an overall scale measuring user involvement (along with two subscales reflecting the dimensions of importance and personal relevance), and a scale measuring user attitude. Analysis of the data provides evidence for the reliability and validity of the three constructs and their dimensions. User participation has long been considered a key variable in the successful development of information systems. However, past research has failed to clearly demonstrate its benefits. The measures developed in this study pro vide a useful starting point for deciphering the precise nature of the relationship among user participation, involvement, and attitude during systems implementation. [ABSTRACT FROM AUTHOR]


Barki, H. and J. Hartwick (2001). "Interpersonal Conflict and Its Management in Information System Development." MIS Quarterly 25(2): 195,34.
	

Barki, H. and S. Rivard (1988). "An Information Systems Keyword Classification Scheme." MIS Quarterly 12(2): 298,25.
	

Barki, H. and S. Rivard (1993). "A Keyword Classification Scheme for IS Research Literature: An Update." MIS Quarterly 17(2): 209-226.
	

Barley, S. (1986). "Technology as an Occasion for Structuring:  Evidence from Observation of CT Scanners and the Social Order of Radiology Departments." Administrative Science Quarterly 31(1): 78-109.
	

Barley, S. R. (1988). "Technology. Power, and the Social Organization of Work: Towards a Pragmatic Theory of Skilling and Deskilling." Research in the Sociology of Organizations 6: 33-80.
	

Barley, S. R. (1990). "The Alignment of Technology and Structure Through Roles and Networks." Administrative Science Quarterly 35(1): 61-104.
	

Barley, S. R. (1990). "Images of Imaging: Notes on Doing Longitudinal Field Work." Organization Science 1(1): 220-245.
	

Barney, J. B. (1991). "Firm Resources and Sustained Competitive Advantage." Journal of Management 17(1): 99,22.
	

Baronas, A.-M. K. and M. R. Louis (1988). "Restoring a Sense of Control During Implementation: How User Involvement Leads to System Acceptance." MIS Quarterly 12(1): 110.
	User involvement has long been considered a critical component of effective system implementation. However, the perspective has suffered from mixed results of empirical tests and the lack of a theoretical explanation for the relationship (Ives and Olson, 1984; Baroudl, et al., 1986). Our purpose is to present a theoretically-grounded perspective to account for effects of involving users during implementation, and to provide an initial test of this perspective. We propose that: (1) system implementation represents a threat to users' perceptions of control over their work and a period of transition during which users must cope with differences between old and new work systems; (2) user involvement is effective because it restores or enhances perceived control. Results of a field experiment designed as a preliminary test of this perspective are discussed. [ABSTRACT FROM AUTHOR]


Baroudi, J. J. (1991). "Studying Information Technology in Organizations: Research Approaches and Assumptions." Information Systems Research 2(1): 1.
	Examines information systems (IS) research articles from 1983 to 1998. Assessment of theoretical perspective of the researches; Why these IS researches do not exhibit a single set of philosophical assumptions; Nature IS phenomena being considered by the articles; How researches used critical and interpretive approaches; Benefits of plurality of research perspectives on information systems phenomena.


Baroudi, J. J. and W. J. Orlikowski (1989). "The Problem of Statistical Power In MIS Research." MIS Quarterly 13(1): 87.
	Statistical power is important to any researcher using statistical inference testing because studies with low levels of statistical power usually result in inconclusive findings. In a survey of 5 years of management information systems (MIS) research, it was found that the average levels of statistical power were relatively low. The consequence of this low power is that researchers typically have a 40% chance of failing to detect the phenomenon under study, even though it may exist. Several techniques have been developed that researchers can employ to improve the power of their studies. Some are as simple as using a different, but more powerful, statistical test, while others require developing more elaborate sampling plans or a more careful construction of the research design.


Barrett, M. and G. Walsham (1999). "Electronic Trading and Work Transformation in the London Insurance Market." Information Systems Research 10(1): 1.
	The integration of information and communications technologies (IT) is playing a key role in transforming the nature of work. The link between IT and transformation is poorly understood, and further theoretical developments are needed to advance our current knowledge of this relationship. In this paper, we develop a conceptual scheme by drawing on and extending Giddens' social theory of transformation that relates changes in modern institutions to shifts in self-identity. We illustrate the value of these ideas in making sense of the introduction of an electronic trading system, LIMNET EPS, across the London Insurance Market. Furthermore, our case analyses suggest some practical implications on electronic trading and work transformation.(Electronic Trading; Giddens' Social Theory; Modernity and Self-Identity; Work Transformation; London Insurance Market; Globalization) [ABSTRACT FROM AUTHOR]


Bartee, E. M. (1973). "A Holistic View of Problem Solving." Management Science 20(4): 439,10.
	

Bartelt, A. and W. Lamersdorf (2001). A Multi-Criteria Taxonomy of Business Models in Electronic Commerce. Proceedings of the IFIP/ACM International Conference on Distributed Systems Platforms (Middleware 2001), WS on Electronic Commerce, Springer-Verlag Berlin Heidelberg.
	Looking at the ongoing evolution in electronic commerce there are more and more business models becoming significant. E-shops, e-auctions or e-tendering are not the only possibilities for a company to be active in electronic commerce. This article presents many relevant business models and systematically classifies them. Mainly the classfication is based on the type of business subjects like suppliers, customers and mediators and their active or passive role as initiators and carrier of a business model. Another basis for the classification is the breakdown of the concept of electronic commerce and an explicit modelling. This allows to built up a taxonomy using multiple criteria and the presentation and subsumption of individual business models. The taxonomy can be used to analyse and enhance existing systems and business models as well as to develop new internet strategies for companies. An example of the implementaton of the business model e-portal concludes the article.


Barua, A. and P. Konana (2004). "An emperical investigation of net-enabled business value." MIS Quarterly 28(4): 585,36.
	

Barua, A., C. H. Kriebel, et al. (1995). "Information Technologies and Business Value: An Analytic and Empirical Investigation." Information Systems Research 6(1): 3.
	An important management question today is whether the anticipated economic benefits of information Technology (IT) are being realized. In this paper, we consider this problem to be measurement related, and propose and test a new process-oriented methodology for ex post measurement to audit IT impacts on a strategic business unit (SBU) or profit center's performance. The IT impacts on a given SBU are measured relative to a group of SBUs in the industry. The methodology involves a two-stage analysis of intermediate and higher level output variables that also accounts for industry and economy wide exogenous variables for tracing and measuring IT contributions. The data for testing the proposed model were obtained from SBUs in the manufacturing sector. Our results show significant positive impacts of IT at the intermediate level. The theoretical contribution of the study is a methodology that attempts to circumvent some of the measurement problems in this domain. It also provides a practical management tool to address the question of why (or why not) certain IT impacts occur. Additionally, through its process orientation, the suggested approach highlights key variables that may require managerial attention and subsequent action. [ABSTRACT FROM AUTHOR]


Barua, A. and B. Lee (1997). "An Economic Analysis of the Introduction of an Electronic Data Interchange System." Information Systems Research 8(4): 398.
	Although electronic data interchange (EDI) holds the promise of significantly increasing the efficiency of business transactions, an installed base of proprietary implementations has been detrimental to the widespread acceptance of the technology. Thus, an important research issue involves strategies for facilitating EDT adoption. We analyze the introduction of an EDI system in a vertical market involving one manufacturer and two suppliers. The manufacturer initiates an EDT network, and penalizes a supplier for not joining the system by reducing its volume of business with the supplier. Along with a "stick," the manufacturer can also use a "carrot" in the form of a subsidy to partially offset a supplier's setup cost. The competition between the suppliers is characterized by incentive types for joining the EDT system ("motivating" or "threatening") and the Information Technology (IT) efficiency ("efficient" or "inefficient"). We show that regardless of its cost structure, a supplier may have to join the EDT network out of "strategic necessity," due to the presence of an IT-efficient supplier. Our analysis further shows that depending on the supplier competition structure, the EDT system may prove to be a "beneficial" strategic necessity for a large supplier and an "unfortunate" strategic necessity for a small supplier. Another key result is that by increasing the severity of the penalty. both the manufacturer and the follower supplier can be worse off under certain conditions. The analysis of subsidy strategies reveals that unless leadership and followership positions are reversed due to a subsidy, subsidizing a supplier has no impact on the joining time of its competitor. Thus the EDI initiator cannot induce both suppliers to join earlier by subsidizing one supplier. Also, the larger the slack capacity of the leader, the higher (lower) the manufacturer's incentive to subsidize the leader (follower). These results offer insights for initiators and adopters. [ABSTRACT FROM AUTHOR]


Basili, V. R. and B. Perricon (1984). "Software Errors and Complexity: An Empirical Investigation." Communications of the ACM 27(1): 42 - 52.
	

Baskerville, R. and A. S. Lee (1999). Distinctions Among Different Types of Generalizing in Information Systems Research. New Information Technologies in Organizational Processes: Field Studies and Theoretical Reflections on the Future of Work.
	

Baskerville, R. and M. D. Myers (2004). "Action Research in Information Systems: Making IS Research Relevant to Practice." MIS Quarterly 28(2): 329,7.
	

Baskerville, R. L. (1999). "Investigating information systems with action research." Communications of AIS.
	

Baskerville, R. L. (2002). "Information Systems as a Reference Discipline." MIS Quarterly 27(1): 1,18.
	

Baskerville, R. L. and A. T. Wood-Harper (1996). "A critical perspective on action research as a method for information systems research." Journal of Information Technology 11(3): 235.
	This paper reviews the origins, techniques and roles associated with action research into information systems (IS). Many consider the approach to be the paragon of post-positivist research methods, yet it has a cloudy history among the social sciences. The paper summarizes the rigorous approach to action research and suggests certain domains of ideal use (such as systems development methodology). For those faced with conducting, reviewing or examining action research, the paper discusses various problems, opportunities and strategies.


Baskerville, R. L. and T. Wood-Harper (1998). "Diversity in information systems action research methods." European Journal of Information Systems 7(2): 90.
	Discussions of action research in information systems (IS) often proceed as if there were one definitive action research method. This paper describes and analyzes the different frameworks, assumptions and goals that characterize the diverse forms of action research. A more inclusive action research paradigm is delineated that offers a basis for validating a wider range of IS research. Acceptance of the full range of the diverse forms of action research may enable the IS field to be more explicit about its research methodology, thereby enabling criteria to be improved and applied to a broader range of IS research.


Basu, A. and R. W. Blanning (1994). "Metagraphs: A Tool for Modeling Decision Support Systems." Management Science 40(12): 1579.
	Discusses the use of a graph-theoretic structure called metagraph as a tool for modeling decision support systems (DSS). Properties; Approaches; Adjacency matrices; Brides, cutsets and cuts; Combined metagraphs; Model manipulation; Dot operator for the multiplication of adjacency matrices.


Basu, A. and R. W. Blanning (2000). "A Formal Approach to Workflow Analysis." Information Systems Research 11(1): 17.
	Agile manufacturing, fast-response micromarketing, and the rise of the virtual organization have led managers to focus on cross-functional business processes that link various divisions and organizations. These processes may be realized as one or more workflows, each of which is an instantiation of a process under certain conditions. Because an ability to adapt processes to workflow conditions is essential for organizational responsiveness, identifying and analyzing significant workflows is an important activity for managers, organization designers, and information systems specialists. A variety of software systems have been developed to aid in the structuring and implementation of workflow systems, but they are mostly visualization tools with few analytical capabilities. For example, they do not allow their users to easily determine which information elements are needed to compute other information elements, whether certain tasks depend on other tasks, and how resource availability affects information and tasks. Analyses of this type can be performed by inspection, but this gives rise to the possibility of error, especially in large systems. In this paper, we show how a mathematical construct called a metagraph can be used to represent workflows, so that such questions can be addressed through formal operations, leading to more effective design of organizational processes. [ABSTRACT FROM AUTHOR]


Basu, A. and R. W. Blanning (2003). "Synthesis and Decomposition of Processes in Organizations." Information Systems Research 14(4): 337.
	Organizations today face increasing pressures to integrate their processes across disparate divisions and functional units, in order to remove inefficiencies as well as to enhance manageability. Process integration involves two major types of changes to process structure: (1) synthesizing processes from separate but interdependent subprocesses, and (2) decomposing aggregate processes into distinct subprocesses that are more manageable. We present an approach to facilitate this type of synthesis and decomposition through formal analysis of process structure using a mathematical structure called a metagraph. [ABSTRACT FROM AUTHOR]


Basu, A. and A. Kumar (2002). "Research Commentary: Workflow Management Issues in e-Business." Information Systems Research 13(1): 1.
	Trends towards increased business process automation, e-commerce, and e-business have led to increasing interest in the field of workflow management. In this paper, we provide a perspective on the state of research in workflow management systems, and discuss possible future research directions in this area, with a particular emphasis on workflow systems in integrating interorganizational processes and enabling e-commerce solutions. [ABSTRACT FROM AUTHOR]


Bates, M. (1999). "The Invisible Substrate of Information Science." Journal of the American Society for Information Science 50(12): 1043,8.
	

Batini, C., M. Lenzerini, et al. (1986). "A Comparative Analysis of Methodologies for Database Schema Integration." ACM Computing Surveys 18(4): 323.
	Provides a framework for a comparative analysis of methodologies for database schema integration. Discussion of one of the fundamental principles of the database approach; Basis for identifying strengths and weaknesses of individual methodologies.


Batra, D., J. A. Hoffer, et al. (1990). "Comparing Representations with Relational and EER Models." Communications of the ACM 33(2): 126.
	Discusses issues raised on the diffusion of technology to end users who can now develop their own information systems, concerning cost, quality, efficiency and accuracy of such systems. Concerns on users' lack of expertise; Hidden costs incorporated in the information systems; Major tools used by users to develop their systems; Proliferation of the extended entity-relationship data model.


Baye, M. R. and J. Morgan (2002). "Information gatekeepers and price discrimination on the internet." Economics Letters 76(1): 47.
	When identical firms pay a fee to list prices at a price comparison site and can price discriminate between consumers who do and don't use the site, prices listed at the site are dispersed but lower than at firms' own websites. [ABSTRACT FROM AUTHOR]


Bayer, J. and N. Melone (1989). "A critique of diffusion theory as a managerial framework for understanding adoption of software engineering innovations." Journal of systems and software 9(2): 161-166.
	

Beath, C. M. and W. J. Orlikowski (1994). "The Contradictory Structure of Systems Development Methodologies: Deconstructing the IS-User Relationship in Information Engineering." Information Systems Research 5(4): 350.
	Focuses on a study which investigated the role of users and information systems (IS) personnel during systems development. Review of related literature on the relationship between users and IS personnel; Details on the method of deconstruction through the analysis of Information Engineering systems development; Description of the study design; Analysis and discussion of the study.


Becerra-Fernandez, I. S., R. (2001). "Organization Knowledge Management: A Contingency Perspective." Journal of Management Information Systems 18(1): 23,33.
	

Bechky, B. A. (2003). "Sharing meaning across occupational communities: The transformation of understanding on a production floor." Organization Science 14(3): 312.
	This paper suggests that knowledge is shared in organizations through the transformation of occupational communities' situated understandings of their work. In this paper, I link the misunderstandings between engineers, technicians, and assemblers on a production floor to their work contexts, and demonstrate how members of these communities overcome such problems by cocreating common ground that transforms their understanding of the product and the production process. In particular, I find that the communities' knowledge-sharing difficulties are rooted in differences in their language, the locus of their practice, and their conceptualization of the product. When communication problems arise, if members of these communities provide solutions which invoke the differences in work contexts and create common ground between the communities, they can transform the understandings of others and generate a richer understanding of the product and the problems they face. [PUBLICATION ABSTRACT]


Becker, M. C. (2001). "Managing Dispersed Knowledge: Organizational Problems, Managerial Strategies, And Their Effectiveness." Journal of Management Studies 38(7): 1037,15.
	

Bedeian, A. G. (1996). Lessons Learned Along the Way, Twelve Suggestions for Optimizing Career Success. Rhythms of Academic Life: Personal Accounts of Careers in Academia.
	

Bederson, B. (2001). "Ordered and Quantum Treemaps: Making Effective Use of 2D Space to Display Hierarchies." ACM Transactions on Graphics 21(4): 833 - 854.
	

Bell, A. E. and R. W. Schmidt (1999). "Umloquent Expression Of Awace Software Design." Communications of the ACM 42(10): 55.
	The article presents information on the use of the Unified Modeling language (UML) in the software development of Airborne Warning and Control System (AWACS). The main object of Boeing Co.'s NATO Midterm Modernisation Programme (NMT) is to produce a next-generation AWACS that is computationally distributed, functionally scalable, and more technologically advanced than its predecessors. What makes this objective particularly challenging is that the group of 50-plus software engineers on the NMT project are very new to a number of the technologies being used to develop this system. Another technology new to the NMT software engineering staff is the UML, which is being used to express the software design. There are a number of different stakeholders in the NMT program who have a vested interest in the software under development but from different perspectives. Architects, requirements experts, developers, and management teams are interested in the same system's design but from different views and levels of granularity. The UML is an excellent vehicle for communicating the system design among these various stakeholders. The UML has been very capable of supporting the evolution and expression of the NMT program's software design. INSET: NMT Implementation View.


Bell, S. J., G. J. Whitwell, et al. (2002). "Schools of Thought in Organizational Learning." Journal of the Academy of Marketing Science 30(1): 70.
	Presents the argument that organizational learning is embedded in four schools of thought鈥攁n economic school, a managerial school, a developmental school and a process school鈥攁nd presents a comprehensive analysis of these schools. Differences between the four schools of thought. Effective employment of the four schools of thought. Benefits of theoretical plurality. Applications to the key marketing topics of market orientation and product development. Implications for future research in marketing.


Bem, D. J. (1987). Writing the empirical journal article. The compleat academic: A practical guide for the beginning social scientist. M. P. Z. J. M. Darley. New York, Random House: 171-201.
	

Benbasat (1987). "The Case Study Research Strategy in Studies of Information Systems." MIS Quarterly 11(3): 369-386.
	

Benbasat, I. (1989). Laboratory Experiments in Information Systems Studies with a Focus on Individuals: A Critical Appraisal. Harvard Business School Research Colloquium.
	

Benbasat, I. (1999). "Emperical research in Information Systems: The practice of Relevance." MIS Quarterly 23(1): 3,14.
	

Benbasat, I. and D. H. D. a. R. C. G. Albert S. Dexter (1984). "A Critique of the Stage Hypothesis: Theory and Empirical Evidence." Communications of the ACM 27(5): 476 - 485.
	

Benbasat, I., and Taylor, R. N. (1983). "Behavioral Aspects of Information Processing for the Design of Management Information Systems." IEEE Transactions on Systems, Man and Cybernetics 12(4): 439-450.
	

Benbasat, I. and L. H. Lim (1993). "The Effects of Task, Context and Technology Variables on the Usefulness of Group Support Systems: A Meta-Analysis of Experimental Studies." Small Group Research 24(4): 430-462.
	

Benbasat, I. and R. N. Taylor (1978). "The Impact of Cognitive Styles on Information Systems Design." MIS Quarterly 2(2): 43-54.
	

Benbasat, I. and R. Weber (1996). "Research Commentary: Rethinking "Diversity" in Information Systems Research." Information Systems Research 7(4): 389.
	Focuses on a study that considered some of the benefits and costs of allowing diversity to reign in the information systems (IS) discipline. Historical perspective behind diversity; Status of IS research as of December 1996; Potential consequences of diversity; Factors to be considered in structuring discourse on diversity.


Benbasat, I. and R. W. Zmud (2003). "The identity crisis within the IS discipline: Defining and communicating the discipline's core properties1." MIS Quarterly 27(2): 183.
	We are concerned that the IS research community is making the discipline's central identity ambiguous by, all too frequently, under-investigating phenomena intimately associated with IT-based systems and over-investigating phenomena distantly associated with IT-based systems. In this commentary, we begin by discussing why establishing an identity for the IS field is important. We then describe what such an identity may look like by proposing a core set of properties i.e. concepts and phenomena, that define the IS field. Next, research by IS scholars is discussed that either fails to address this core set of properties (labeled as error of exclusion) or that addresses concepts/phenomena falling outside this core set (labeled as error of inclusion). We conclude by offering suggestions for redirecting IS scholarship toward the concepts and phenomena that we argue define the core of the IS discipline. [PUBLICATION ABSTRACT]


Beniger, J. (1986). The Control Revolution: Technological and Economic Origins of the Information Society. Cambridge, MA, Harvard University Press.
	

Benjamin, R. and I. Eriksson (2001). Unintended Consequences of Information and Communication Technology: Dilemmas for Managers. Information Technology and the Future Enterprise.
	

Bensaou, M. (1997). "Interorganizational Cooperation: The Role of Information Technology an Empirical Comparison of U.S. and Japanese Supplier Relations." Information Systems Research 8(2): 107.
	This paper explores the comparative and cumulative influence of a number of factors on the perceived level of cooperation in a dyadic relationship. Drawing upon the transaction costs economics, organization theory and information systems literatures, we hypothese three sets of key influences: (1) factors exogenous to the relationship, i.e., the characteristics of the environment within which the relationship operates, and factors endogeneous to the relationship including (2) economic and behavioral characteristics of the relationship, and (3) interorganizational information technology applications. These factors have been independently examined in separate research streams. A key contribution of this study is therefore to conceptually and empirically capture their collective influence on cooperation. We empirically test the five hypotheses we develop within the context of buyer-supplier relationships in the U.S. and Japanese automobile industries. Multiple regressions conducted on a data set of 447 distinct relationships indicate that the relational characteristics (i.e., the behavioral climate of the relationship) are the most robust predictor of cooperation in both countries when compared with other structural (e.g., asset specificity) or technological factors (use of EDI--electronic data interchange). Environmental uncertainty (i.e., technological unpredictability) is positively associated with cooperation in Japanese supplier relations, which suggests that cooperation can act as an uncertainty absorption mechanism. Governance structure is a strong and significant predictor of cooperation in both samples, but with the opposite sign. Similarly, information technology (IT) does not play the same predictive role in the two country samples. Significant only in Japan it reflects an 'electronic partnership' approach to the use of IT in supplier relations. [ABSTRACT FROM AUTHOR]


Berg, M. (1997). "of forms, containers, and the electronic medical record: Some tools for a sociology of the formal." Science, Technology & Human Values 22(4): 403.
	Taking the (electronic) medical record as an example, Berg builds on recent calls to overcome the dichotomy between the formal and the informal and proposes an understanding of the generative power of such tools that does not attribute mythical capacities to either tool or human work.


Berndt, D. (2003). "The CATCH Data Warehouse: Support for Community Health Care Decision Making." Decision Support Systems 35(3): 367-384.
	

Berthon, P., L. Pitt, et al. (2002). "Potential Research Space in MIS: A Framework for Envisioning and Evaluating Research Replication, Extension, and Generation." Information Systems Research 13(4): 416.
	Replications are an important component of scientific method in that they convert tentative belief to accepted knowledge. Given the espoused importance of replications to the extraction of knowledge from research, there is surprisingly little evidence of its practice or discussion of its importance in the management information systems literature. In this article we develop a framework within which to systematize the conceptualization of replications; we review and illustrate how some key information systems research fits into the framework and examine the factors that influence the selection of a research strategy. Our framework includes a conceptualization of the relationship among replication, extension, and generation in IS research. The concept of 'research space ' is defined and a framework is developed that delineates eight possible research strategies. Finally, the benefits of our framework to salient stakeholders in the research process are outlined. [ABSTRACT FROM AUTHOR]


Beyer, H. and K. Holtzbalt (1996). Contextual Design: A Customer-Centered Approach to Systems Designs. San Francisco: CA, Morgan Kaufmann Publishers.
	

Beyer, H. and K. Holtzblatt (1999). "Contextual design." Interactions 6(1): n/a.
	

Beyer, H. R. and K. Holtzblatt (1995). "Apprenticing With the Customer." Communications of the ACM 38(5): 45.
	In this article we describe the relationship we create through Contextual Inquiry. We show how to tailor the relationship so it fits needs of design and describe how the interaction between a designer and a customer works in practice. Finally, we suggest ways a closer relationship between designer and customer supports a larger collaborative relationship between the design team and the community it supports. Here we focus on creating the right relationship between designer and customer. A specialist in field research would also provide knowledge of work and social structure. We discuss how to make this perspective available to design teams elsewhere. The fundamental problem in the relationship between customers arid designers is that of enabling learning: How do designers learn enough about customers' work to design well? What kind of relationship allows customers to impart deep knowledge about their work? Looking outside the computer field, the relationship between master and apprentice stands out as a useful model. Just as an apprentice learns a skill from a master, designers want to learn about their customers' work from the customer.


Beynon-Davies, P., C. Carne, et al. (1999). "Rapid application development (RAD): An empirical review." European Journal of Information Systems 8(3): 211.
	Rapid application development (RAD) is an approach to information systems development which is much discussed in the practitioner literature. However, there is comparatively little research data on this topic. A report is presented on the results of a multi-disciplinary research project which has been studying this development approach for the last three years. Seven case studies of RAD projects are discussed, and each is compared to issues relating to a number of RAD principles as represented in methodologies such as the recent open standard known as dynamic systems development method. A discussion is presented of a number of important questions relating to further research on RAD.


Bhagat, R. S., B. L. Kedia, et al. (2002). "Cultural Variations In The Cross-Border Transfer of Organizational Knowledge: An Integrative Framework." Academy of Management Review 27(2): 204-222.
	

Bharadwaj, A. S. (1999). "Information Technology Effects on Firm Performance as Measured by Tobin’s q." Management Science 45(7): 1008,17.
	

Bharadwaj, A. S. (2000). "A Resource Based Perspective on Information Technology Capability and Firm Performance: An Empirical Investigation." MIS Quarterly 24(1): 169,29.
	

Bhattacharjee, S. (2000). "Enterprise Computing Environments and Cost Assessment: An Object-Oriented Framewor." Communications of the ACM 43(10): 74 - 82.
	

Bhattacharjee, S., R. Ramesh, et al. (2001). "A Design Framework for e-Business Infrastructure Integration and Resource Management." IEEE Transactions on Systems, Man & Cybernetics: Part C - Applications & Reviews 31(3): 304.
	Investigates the design framework for electronic business infrastructure integration and resource management. Challenges faced by an enterprise with employees in multiple locations; Problems of distributed computing system for e-commerce; Methods for resource planning and integration.


Bhattacherjee, A. (2001). "Understanding information systems continuance: An expectation-confirmation model." MIS Quarterly 25(3): 351.
	This paper examines cognitive beliefs and affect influencing one's intention to continue using (continuance) information systems (IS). Expectation-confirmation theory is adapted from the consumer behavior literature and integrated with theoretical and empirical findings from prior IS usage research to theorize a model of IS continuance. Five research hypotheses derived from this model are empirically validated using a field survey of online banking users. The results suggest that users' continuance intention is determined by their satisfaction with IS use and perceived usefulness of continued IS use. User satisfaction, in turn, is influenced by their confirmation of expectation from prior IS use and perceived usefulness. Post-acceptance perceived usefulness is influenced by users' confirmation level. This study draws attention to the substantive differences between acceptance and continuance behaviors, theorizes and validates one of the earliest theoretical models of IS continuance, integrates confirmation and user satisfaction constructs within the current understanding of IS use, conceptualizes and creates an initial scale for measuring IS continuance, and offers an initial explanation for the acceptance-discontinuance anomaly.


Bhattacherjee, A. (2002). "Individual trust in online firms: scale development and initial test." Journal of Management Information Systems 19(1): 211,31.
	

Bhattacherjee, A. and G. Premkumar (2004). "UNDERSTANDING CHANGES IN BELIEF AND ATTITUDE TOWARD INFORMATION TECHNOLOGY USAGE: A THEORETlCAL MODEL AND LONGITUDINAL TEST1." MIS Quarterly 28(2): 229.
	User beliefs and attitudes are key perceptions driving information technology usage. These perceptions, however, may change with time as users gain first-hand experience with IT usage, which, in turn, may change their subsequent IT usage behavior. This paper elaborates how users' beliefs and attitudes change during the course of their IT usage, defines emergent constructs driving such change, and proposes a temporal model of belief and attitude change by drawing on expectation-disconfirmation theory and the extant IT usage literature. Student data from two longitudinal studies in end-user computing (computer-based training system usage) and system development (rapid application development software usage) contexts provided empirical support for the hypothesized model, demonstrated its generalizability across technologies and usage contexts, and allowed us to probe context-specific differences. Content analysis of qualitative data validated some of our quantitative results. We report that emergent factors such as disconfirmation and satisfaction are critical to understanding changes in IT users' beliefs and attitudes and recommend that they be included in future process models of IT usage. [PUBLICATION ABSTRACT]


Bichler, M. (2000). "An Experimental Analysis of Multi-Attribute Auctions." Decision Support Systems 29(3): 249-268.
	

Bieber, M. and D. Engelbart (2002). "Toward Virtual Community Knowledge Evolution." Journal of Management Information Systems 18(4): 11,26.
	

Bigelow, R. P. (1967). "Legal & security issues posed by computer utilities." Harvard Business Review 45 (5): 150.
	The article dwells on various legal and security issues posed by computer utilities. The computer utility, an intriguing new development of modem automatic data processing, is becoming a factor in the planning of many companies. Although the technology of the computer utility has perhaps fascinated businessmen more than anything else, the legal and security aspects also are interesting and important to consider. While it has been possible for many years for a person wanting computational work done to rent a block of time on a temporarily idle computer, or to have his work processed by a service bureau, the computer utility furnishes each user with individual terminals which are connected to a large central processor and provide immediate service. Computer utilities seem be developing mainly in two forms. One arrangement provides computing capability to the individual customer, enabling him to design his own programs, prepare his own files and manipulate his data as he desires without regard to the work of any other user. There other form provides that the utility will pre-store in its memory facts or other information which may be drawn on by the customer to assist in solving his problem.


Birkinshaw, J., R. Nobel, et al. (2002). "Knowledge as a contingency variable: Do the characteristics of knowledge predict organization structure?" Organization Science 13(3): 274.
	This paper examines the validity of knowledge as a contingency variable. Building on recent advances in thinking about the dimensions of knowledge assets, it is argued that such dimensions might have an important influence on organization structure. More specifically, it focuses on 2 dimensions of knowledge - observability and system embeddeness - and their influence over the level of unit autonomy and interunit integration in an international network of R&D units. Statistical analysis of questionnaire responses from 110 R&D unit managers show strong association between the dimensions of knowledge and organization structure. It also indicates partial support for the "fit" hypothesis in contingency theory.


Biros, D. P. and J. F. a. Z. George, R. W. (2002). "Inducing Sensitivity to Deception in order to Improve Decision Making Performance:  A Field Study." MIS Quarterly 26(2): 119,26.
	

Bitzer, J. and P. Schroder (2002). Bug-Fixing and Code-Writing: The Private Provision of Open Source Software. DIW Discussion Papers. Berlin, Germany.
	

Bjiker, W. (2001). Understanding Technological Culture through a Constructivist View of Science, Technology and Society. Visions of STS: Counterpoints in Science, Technology and Society Studies.
	

Blackler, F. (1995). "Knowledge, knowledge work and organizations: An overview and interpretation." Organization Studies 16(6): 1021.
	There is current interest in the competitive advantage that knowledge may provide for organizations and in the significance of knowledge workers, organizational competencies and knowledge-intensive firms. Yet the concept of knowledge is complex and its relevance to organization theory has been insufficiently developed. Common images of knowledge in the organizational literature are identified, and a typology of organizations and knowledge types is constructed. Knowledge is analyzed as an active process that is mediated, situated, provisional, pragmatic and contested. The approach suggests that attention should be focused on the systems through which people achieve their knowledge and on the processes through which new knowledge may be generated.


Blaha, M. P., W. (1999). "Using UML to Design Database Application." Rose Architect 1(3): 40-48.
	

Blaha, M. R., Premerlani, William R., and Rumbaugh, James E. (1956). "Relational Database Design Using an Object-oriented Methodology." Communications of the ACM 31(4): 414 - 427.
	

Blaha, M. R., Premerlani, William R., and Rumbaugh, James E. (1988). "Relational Database Design Using an Object-Oriented Methodology." Communications of the ACM 31(4): 414 - 427.
	

Blau, P. M. and C. M. a. M. Falbe, W. and Tracy, P.K. (1976). "Technology and Organization in Manufacturing." Administrative Science Quarterly 21(1): 20-41.
	

Bloomfield, B. P. and R. Coombs (1992). "Information Technology, Control and Power." Journal of Management Studies 29(4): 459,26.
	

Bloomfield, B. P. and R. Coombs, Cooper, D.J. and Rea, D. (1992). "Machines and Manoeuvres: Responsibility Accounting and the Construction of Hospital Information Systems." Accounting, Management, and Information Technologies 2(4): 197-219.
	

Bloomfield, B. P. and A. Danieli (1995). "The role of management consultants in the development of information technology: The indissoluble nature of socio-political and technical skills." Journal of Management Studies 32(1): 23,24.
	

Bloth, M., P. Yves, et al. (1996). Leveraging Electronic Commerce for Competitive Advantage: A Business Value Framework. Proceedings of the Ninth International Conference on EDI-OIS.
	

Boehm, B. and V. R. Basili (2000). "Gaining Intellectual Control of Software Development." Computer Magazine 33(5): 27 - 33.
	

Boehm, B. W. (1984). "Software Engineering Economics." IEEE Transactions on Software Engineering SE10(1): 4.
	Applying an economics perspective to software engineering allows the technical programming aspects of a software project to be analyzed in relation to the resource constraints which characterize the software engineering environment. Software engineering economics techniques can provide valuable assistance in resource allocation decision making throughout every phase of the software development life cycle. A variety of software cost estimation techniques are discussed, including: 1. algorithmic cost estimation, 2. expert judgment, 3. cost estimation based on previous experience, 4. price-to-win cost estimation, and 5. top-down/bottom-up costing techniques. In addition, commercially available algorithmic models for software cost estimation are reviewed. Issues which remain to be addressed by software engineering technology are examined, including: 1. software size estimation, 2. software size and complexity metrics, 3. software cost driver attributes and their impacts, and 4. analysis and refinement of software cost models.


Boehm, B. W. and R. Ross (1989). "Theory-W Software Project Management: Principles and Examples." IEEE Transactions on Software Engineering 15(7): 902.
	A good software project management theory should be simultaneously simple, general, and specific. To date, those objectives have been difficult to satisfy. This paper presents a candidate software management theory and shows that it satisfies those objectives reasonably well. Reflecting various alphabetical management theories (X, Y, Z), it is called the Theory W approach to software project management. [ABSTRACT FROM AUTHOR]


Boland, R. Information Systems Use as an Hermeneutic Process. Qualitative Research in Information Systems. M. D. Myers and D. Avison.
	

Boland, R. J., Jr. and R. V. Tenkasi (1995). "Perspective making and perspective taking in communities of knowing." Organization Science 6(4): 350.
	It is argued that producing knowledge to create innovative products and processes requires the ability to make strong perspectives within a community, as well as the ability to take the perspective of another into account. Models are presented of language, communication, and cognition that can assist in the design of electronic communication system for perspective making and perspective taking. By appreciating how communication is both like a language game played in a local community and also like a transmission of messages through a conduit, and by appreciating how cognition includes a capacity to narrativize experience as well as a capacity to process information, some guidelines are identified for designing electronic communication system to support knowledge work. The communication system proposed emphasizes that narratives can help construct strong perspectives within a community of knowing, and that reflecting upon and representing that perspective can create boundary objects that allow for perspective taking between communities.


Boland, R. J., Jr., R. V. Tenkasi, et al. (1994). "Designing information technology to support distributed cognition." Organization Science 5(3): 456.
	Cognition in organizations is a distributed phenomenon, in which individual members of an organization reflect upon their experience, make plans, or take action. Much of the effort to design information technology to support cognition in organizations has not addressed its distributed quality. To guide the design of information technology, distributed cognition must be viewed as a hermeneutic process of inquiry, emphasizing the importance of individual interpretation and group dialogue. Applications of informatiaon technology which embody such principles would support distributed cognition by assisting individuals in making interpretations of their situation, reflecting on them, and engaging in dialogue about them with others.


Boland, R. J. J. (1979). "Control, Causality, and Information System Requirements." Accounting, Organizations and Society 4(4): 259-272.
	

Bonczek, R. H. and C. W. Holsapple (1980). "The evolving roles of models in decision support systems." Decision Sciences 11(2): 337-.
	

Booch, G. (1999). "UML in ACTION." Communications of the ACM 42(10): 26.
	The article presents information on the Unified Modeling Language (UML). The UML is a graphical language for visualizing, documenting the artifacts of a software-intensive system. The UML was adopted as a standard by the Object Management Group (OMG) in November 1997 and now serves as the standard language of blueprints for software. As such, the UML has found widespread use, it has been applied successfully to build systems for tasks as diverse as e-commerce, command and control, computer games, and others. The UML had its beginnings in the late 1980s. Faced with a new genre of object-oriented programming languages and increasingly complex applications, methodologists began to experiment with alternative approaches to analysis and design. The number of OO methods increased from fewer than 10 to more than 50 between 1989 and 1994. Many users of these methods had trouble finding a modeling language that met their needs completely, thus fueling the so-called method wars. From hard real-time systems to e-business and virtually everything in between, the UML has become part of the mainstream of software development, enabling teams to reconcile and coordinate the needs of various stakeholders, to gain control of their systems' architecture, and to manage complexity.


Boren, M. T. and J. Ramey (2000). "Thinking aloud: Reconciling theory and practice." IEEE Transactions on Professional Communication 43(3): 261.
	Thinking-aloud protocols may be the most widely used method in usability testing, but the descriptions of this practice in the usability literature and the work habits of practitioners do not conform to the theoretical basis most often cited for it: Ericsson and Simon's (1984) seminal work Protocol Analysis: Verbal Reports As Data. After reviewing their theoretical basis for thinking aloud, this paper reviews the ways in which actual usability practice diverges from this model. It then explores the concept of speech genre as an alternative theoretical framework. It first considers uses of this new framework that are consistent with Simon and Ericsson's goal of eliciting a verbal report that is as undirected, undisturbed and constant as possible. It then considers how the proposed new approach might handle problems that arise in usability testing that appear to require interventions not supported in the older model.


Borg, K. (1999). "The "chauffeur problem" in the early auto era: Structuration theory and the users of technology." Technology and Culture 40(4): 797.
	Chauffeurs became a serious problem for wealthy motorists during the first decade of the 20th century because they did not behave as servants. Borg examines how chauffeurs used new automotive technology to enhance their social power, how they eventually lost that struggle, and how the consequences persist to this day.


Borgatti, S. P. and R. Cross (2003). "A relational view of information seeking and learning in social networks." Management Science 49(4): 432,14.
	

Borgida, Greenspan, et al. (1985). "Knowledge Representation as the Basis for Requirements Specifications." IEEE Computer 18(4): 82-90.
	

Borgman, A. (1999). Holding on to Reality: The Nature of Information at the Turn of the Millennium. Chicago, University of Chicago Press.
	

Bostrom, R. P. and J. S. Heinen (1977). "MIS Problems and Failures: A Socio-Technical Perspective." MIS Quarterly 1(4): 11.
	This article provides, by means of a hypothetical example, the procedures to be followed in applying the Socio-Technical-Systems Approach to information systems design. The need for this approach was presented in the first part of this article which appeared in the September Issue of the MIS Quarterly. Here the authors provide an overview of the Socio-Technical-Systems procedure and show how it could be used in redesigning an information system used by the circulation department of a large newspaper. The step by step approach is intended to illustrate the process to those practitioners feeling that more needs to be done in the area of using computer-based systems to improve the quality of working life of the system users. [ABSTRACT FROM AUTHOR]


Bostrom, R. P., L. Olfman, et al. (1990). "The Importance of Learning Style In End-User Training." MIS Quarterly 14(1): 101.
	Several information systems (IS) researchers have emphasized the importance of effective training in ensuring the success of end-user computing (EUC). A vast amount of evidence from research in related areas, such as educational psychology, suggests that such individual differences as learning style may affect users learning about a new EUC software package. The findings are reported from studies that examined the influence of a novice's learning style in learning such typical EUC tools as spreadsheets and electronic mail. A consistent pattern of findings emerges that indicates that learning modes is an important predictor of learning performance, both by itself and in interaction with training methods. The findings suggest that, in the design of training, it is essential to match training methods to individual difference variables. Based on these findings, guidelines are recommended for IS professionals involved in EUC training.


Boudreau, G. and Straub (2001). "Validation in IS Research: A State-of-the-Art Assessment." MIS Quarterly 25(1): 1-16.
	

Boulding, K. E. (1956). "General Systems Theory - The Skeleton of Science." Management Science 2(3): 197,12.
	

Bowker, G. C., S. Timmermans, et al. (1996). Infrastructure and Organizational Transformation: Classifying Nurse's Work. Information Technology and Changes in Organizational Work.
	

Boyatzis, R. E. and E. C. Stubbs (2002). "Learning cognitive and emotional intelligence competencies through graduate management education." Academy of Management Learning and Education 1(2): 150-163.
	

Boynton, A. C., and Zmud, Robert W. (1956). "Information Planning in the 1990's: Directions for Practice and Research." MIS Quarterly 11(1): 58,14.
	

Boynton, A. C., R. W. Zmud, et al. (1994). "The influence of IT management practice on IT use in large organizations." MIS Quarterly 18(3): 299.
	An analysis draws upon the absorptive capacity as the theoretical basis for a pragmatic explanation of key factors affecting information technology (IT) use in large, complex organizations. IT use is defined as the extent to which an organization deploys IT to support operational and strategic tasks. The study uses results from a survey of senior IT managers from 132 firms to examine hypothesized relationships among the following constructs: IT management climate, managerial IT knowledge, IT-management-process effectiveness, and IT use. A structural-equation model is developed using LISREL to assess the relative effects of and interrelationships among these constructs. The study's findings indicate that managerial IT knowledge is a dominant factor in explaining high levels of IT use and that both managerial IT knowledge and IT-management-process effectiveness are influenced by IT management climate.


Brachman (1979). On the Epistemological Status of Semantic Networks. Associative Networks: Representation and Use of Knowledge by Computers. Findler. New York, NY, Academic Press: 3-50.
	

Brachman (1985). "I Lied about the Trees Or, Defaults and Definitions in Knowledge Representation." The AI Magazine 5(3): 80-93.
	

Bradley, P. and R. R. J. Gehrke, and R. Srikant (2002). "Scaling Mining Algorithms to Large Database." Communications of the ACM 45(8): 38 - 43.
	

Brancheau, J. C. and B. D. Janz (1996). "Key Issues in Information Systems Management: 1994-1995 SIM Delphi Results." MIS Quarterly 20(2): 225,18.
	

Brancheau, J. C., B. D. Janz, et al. (1996). "Key issues in information systems management: 1994-95 SIM Delphi results." MIS Quarterly 20(2): 225.
	Over the past 15 years, the Society for Information Management (SIM) has periodically surveyed its members to determine the most critical issues in IS management. Again in 1994-1995, SIM institutional and board members were asked to consider what they felt were the most critical issues facing IS executives over the next 3 to 5 years. Signaling an evolutionary shift in IS management, the study shows business relationship issues have declined in importance compared to technology infrastructure issues. For IS executives and general managers, the key issue framework suggests some general directions for emphasis and provides a coarse measure for benchmarking their own concerns against those of their peers. The results also impact educational missions in teaching and research to the extent that they need to be sensitive to the views of practicing


Brancheau, J. C. and J. C. Wetherbe (1990). "The Adoption of Spreadsheet Software: Testing Innovation Diffusion Theory in the Context of End-User Computing." Information Systems Research 1(2): 115.
	Presents a study which examined the validity of innovation diffusion theory within the context of end-user computing. Theory and hypothesis of the study; Research method; Individual differences by innovativeness; Communication channel usage; Limitations of the study; Implications for practice and research.


Brathwaite, K. S. (1983). "Resolution of Conflicts in Data Ownership and Sharing in a Corporate Environment." Data Base.
	

Bresnahan, T. F., E. Brynjolfsson, et al. (2002). "Information technology, workplace organization, and the demand for skilled labor: Firm-level evidence." The Quarterly Journal of Economics 117(1): 339.
	The hypothesis that the combination of three related innovations -- information technology, complementary workplace reorganization and new products and services -- constitute a significant skill-biased technical change affecting labor demand in the U.S. Using detailed firm-level data, evidence is found of complementarities among all three of these innovations in factor demand and productivity regressions. In addition, firms that adopt these innovations tend to use more skilled labor. The effects of IT on labor demand are greater when IT is combined with a particular organizational investments identified, highlighting the importance of IT-enabled organizational change.


Bright, M. W., A. R. Hurson, et al. (1994). "Automated resolution of semantic heterogeneity in multidatabases." ACM Transactions on Database Systems 19(2): 212.
	A problem in current multidatabase systems is identification of semantically similar data in different local databases. The Summary Schemas Model is proposed as an extension to multidatabase systems to help with semantic identification.


Broadbent, M., P. Weill, et al. (1999). "The implications of information technology infrastructure for business process redesign." MIS Quarterly 23(2): 159.
	Business-process redesign is a pervasive but challenging tool for transforming organizations. Information technology plays an important role by either enabling or constraining successful BPR. The links between firm-wide IT infrastructure and business-process change are explored. IT infrastructure is the base foundation of the IT portfolio, which is shared throughout the firm in the form of reliable services, and is usually coordinated by the IS group. Exploratory case analysis of 4 firms was used to understand the ways IT infrastructure contributes to success in implementing BPR. The finding was that all firms needed a basic level of IT infrastructure capability to implement BPR. The firms that had developed a higher level of IT infrastructure capabilities, before or concurrent with undertaking business process redesign, were able to implement extensive changes to their business processes over relatively short time frames.


Brooks, F. (1987). "No Silver B ullet: Essence and A ccidents of Software Engineering." Computer.
	

Brooks, F. P. (1995). The Mythical Man-Month: Essays on Software Engineering, Anniversary Edition, Addison-Wesley.
	

Brown, C. V. (1997). "Examining the Emergence of Hybrid IS Governance Solutions: Evidence from a Single Case Site." Information Systems Research 8(1): 69.
	The prior IS literature points to the importance of organizational context for predicting a firm's IS governance solution. However, for the most part this literature assumes that firms adopt a uniform IS governance solution for all business units and that this solution can be predicted by context variables at the overall organization level. The purpose of this study is to increase our knowledge about why firms implement a hybrid IS governance solution in which a subset of IS functions that includes systems development is decentralized to some business units, but not to other business units, in the same enterprise. A theoretical framework of context variables at the business unit level is first developed. An embedded, single case study provides an initial test of eight propositions derived from the framework, as well as an opportunity for theory building. Data are collected utilizing both deductive and inductive methods from IS and non-IS executives of a divisionalized Fortune 500 firm in which a uniform decentralized solution for systems development in place for almost a decade has recently been replaced by a hybrid solution. The case study findings suggest that a configuration of four variables characterizes a business unit context conducive to decentralized systems development governance (organic decision-making, high business unit autonomy, a differentiation competitive strategy, and an unstable industry environment). As predicted, however, the influence of these variables is likely to be overridden and a "deviant" solution adopted when deficiencies in IT capabilities are perceived and there is a culture that supports structural change at the business unit level. Additional interview and survey data collected from the key stakeholders are then analyzed in order to develop a richer understanding of the dimensions of the IT capabilities construct at the business unit level. The notion of absorptive capacity provides a theoretical argument for the emergent. [ABSTRACT FROM AUTHOR]


Brown, C. V. and G. Clancy (2003). "A Post-Merger IT Integration Success Story: Sallie Mae." MIS Quarterly Executive 2(1): 15-27.
	

Brown, C. V. and S. L. Magill (1994). "Alignment of the IS functions with the enterprise: Toward a." MIS Quarterly 18(4): 371.
	Identifying the best way to organize the information systems (IS) functions within an enterprise has been a critical IS management issue since the mid-1980s. A study was conducted to explain a firm's IS organization design decision for a decentralized, centralized, or hybrid locus of responsibility from an expanded set of environmental, overall organizational, and IS-specific antecedents as well as a larger concept of organizational alignment. Potential antecedents (drivers or enablers) are selected from prior contingency research and the IS literature; other variables emerge form the data collection. Data collected via onsite interviews from IS and general managers in 6 multi-divisional firms, paired by industry, confirm that centralized, decentralized, and hybrid IS structures exist - but often not in pure form - and that industry type is not a strong predictor. Data were also collected via survey form to capture ratings of importance for drivers (for enablers) for a recent IS design change in each firm.


Brown, C. V. and S. L. Magill (1998). "Reconceptualizing the context-design issue for the information systems function." Organization Science 9(2): 176.
	A paper develops theory for predicting the distribution of decision making between the corporate and business-unit levels of management for a subset of information systems resources referred to as systems development. Drawing on literature from the fields of MIS, strategic management, and organization theory, the paper first determines how potentially influential context factors are likely to affect the locus of the lead decision-making role from a multiple-contingencies perspective. Then it theorizes how conflicting corporate and business-unit contingencies are likely to be resolved. Six propositions are presented that predict a centralized, decentralized, or compromise design solution for a given business unit on the basis of: 1. business-level strategy, 2. whether or not information technology plays a strategic role for the business unit, 3. the degree of line managers' IT knowledge at the business-unit level, and 4. the level at which opportunities for IT-related synergies across business units are being pursued at the corporate level.


Brown, J. S. and P. Duguid (1991). "Organizational Learning and Communities of Practice: Toward a Unified View of Working, Learning and Innovation." Organization Science 2(1): 40-57.
	

Brown, J. S. and P. Duguid (1998). "Organizing knowledge." California Management Review 40(3): 90-112.
	

Brown, J. S. and P. Duguid (2000). "Balancing act: How to capture knowledge without killing it." Harvard Business Review 78(3): 73.
	Everyone knows that the way things are formally organized in most companies (their processes) is not the same as the way things are actually done (their practices). The difference between the 2 creates tension that can be very difficult for managers to handle. The goal is to tap into the creativity at work in very layer of an organization with a combination of process and practice. Take for example, the community of people who fix Xerox machines. When following the service manual is not enough, the reps come together - over breakfast, at breaks, at the end of the day - and talk about their best practices. It has set up a process similar to an academic peer-review system to gather, vet, and share those best practices across the company. The reps get much-welcome recognition for their creativity, and local best practices are deployed companywide.


Brown, J. S. and J. Hagel Iii (2003). "Does IT Matter?" Harvard Business Review 81(7): 109.
	This article presents a letter to the editor in response to the article "IT Doesn't Matter," by Nicholas Carr, published in the May 2003 issue of "Harvard Business Review," which deals with the importance of information technology in businesses.


Brown, J. S. and J. I. Hagel (2003). "Does IT matter?" Harvard Business Review: 109-112.
	

Brown, M. R. and A. W. Gatian (1995). "Strategic Information Systems and Financial Performance." Journal of Management Information Systems 11(4): 215,34.
	

Brown, R. B. and M. J. Woodland (1999). "Managing Knowledge Wisely: a case study in organisational behaviour." Journal of Applied Management Studies 8(2): 175.
	ABSTRACT Essvac, a subsidiary of Archer Pharmaceuticals Ltd (AP), is a capital-intensive organisation but, nevertheless, employs a number of knowledge workers. Henry Blake is such a knowledge worker, assigned to the R&D division, and is more experienced in vaccine R&D, production, and quality control than anyone else in the entire AP Group. He will be retiring in 18 months' time and there are no systems in place to retain his knowledge for the organisation. Furthermore, it is generally accepted that his knowledge will be lost. Over the years, Henry has disseminated much of his knowledge to a number of individuals. This could be seen as a way of preserving the knowledge within the organisation, but the organisational culture has led to this knowledge being internalised by the recipients and used as a component of their own individual power bases for the purposes of control and defence. Organisational knowledge tends, therefore, to reside at the individual level, which results in poor feedback systems and very little production of new knowledge. Knowledge is not recognised as a manageable resource by any level of the organisational management. There is a basic unwillingness to learn at the senior level, although there is recognition of the need for learning and change at middle management level and below. The organisational culture is seen to be a major barrier to both organisational and individual learning and is enforced from the top. Planned development is resisted, although AP has been recently forced to restructure in response to environmental pressures. The paper suggests that a corrosive approach from within the management hierarchy could lead to change, although this would be extremely slow. [ABSTRACT FROM AUTHOR]


Browne, G. J. and M. B. Rogich (2001). "An empirical investigation of user requirements elicitation: Comparing the effectiveness of prompting techniques." Journal of Management Information Systems 17(4): 223,27.
	

Brun-Cottan, F. and P. Wall (1995). "Using Video to Re-Present the User." Communications of the ACM 38(5): 61.
	This article describes a few of the approaches found useful in developing, evolving and sharing an understanding of user requirements regarding system design. It describes some of the substantial contributions work practice methods and techniques can provide toward understanding user requirements, involving users in the development and iteration of innovative technologies and sharing understandings gained about requirements and their implications for product development. Of the available tools in our tool kit, we think video excels in presenting users activities, their work environment, and concerns. In conjunction with graphical representations, video-based data-gathering techniques enable participants to observe materials on which understandings about them are being based and provide feedback on those understandings. As an unanticipated bonus it was found that designers can express their appreciation for the participants for their involvement by providing them with videos and representation of their work that they can use for their own purposes.


Brynjolfsson, E. (1993). "The Productivity Paradox of Information Technology." Communications of the ACM 36(12): 66 - 77.
	

Brynjolfsson, E. (1996). "Paradox Lost? Firm-Level Evidence of on the returns to Information Systems spending." Management Science 42(4): 541,18.
	

Brynjolfsson, E. and C. F. Kemerer (1996). "Network Externalities in Microcomputer Software: An Econometric Analysis of the Spreadsheet Market." Management Science 42(2): 1627,21.
	

Brynjolfsson, E. and T. Malone (1994). "Does information Technology lead to smaller firms." Management Science 40(12): 1628,17.
	

Brynjolfsson, E. and M. D. Smith (2000). "Frictionless Commerce? A comparison of Internet and Conventional Retailers." Management Science 46(4): 563,23.
	

Bui, T. and J. Lee (1999). "An agent-based framework for building decision support systems." Decision Support Systems 25(3): 225-237.
	

Burke, K. and L. Chidambaram (1999). "How much bandwidth is enough? A longitudinal examination of media characteristics and group outcomes." MIS Quarterly 23(4): 557,23.
	

Burkhardt, M. E. and D. J. Brass (1990). "Changing patterns or patterns of change: The effects of a change in technology on social network structure and power." Administrative Science Quarterly 35(1): 104-128.
	

Burrell, G. and G. Morgan (1979). Sociological Paradigms and Organizational Analysis. London, Heinemann.
	

Butler, B. S. (2001). "Membership Size, Communication Activity, and Sustainability: A Resource-Based Model of Online Social Structures." Information Systems Research 12(4): 346.
	As telecommunication networks become more common, there is an increasing interest in the factors underlying the development of online social structures. It has been proposed that these structures are new forms of organizing which are not subject to the same constraints as traditional social structures. However, from anecdotal evidence and case studies it is difficult to evaluate whether online social structures are subject to the same problems as traditional social structures. Drawing from prior studies of traditional social structures and empirical analyses of longitudinal data from a sample of Internet-based groups, this exploratory work considers the role of size and communication activity in sustainable online social structures. A resource-based theory of sustainable social structures is presented.Members contribute time, energy, and other resources,enabling a social structure to provide benefits for individuals. These benefits, which include information,in.uence,and social support,are the basis for a social structures ability to attract and retain members.This model focuses on the system of opposing forces that link membership size as a component of resource availability and communication activity as an aspect of benefit provision to the sustainability f an online social structure.Analyses of data from a random sample of e-mail-based Internet social structures (listservs) indicate that communication activity and size have both positive and negative effects in a structure's sustainability. These results suggest that while the use of networked communication technologies may alter the form of communication, balancing the opposing impacts f membership size and communication activity in order to maintain resource availability and provide bene.ts for current members remains a fundamental problem underlying the development of sustainable online social structures. [ABSTRACT FROM AUTHOR]


Butler, J., D. J. Morrice, et al. (2001). "A Multiple Attribute Utility Theory Approach to Ranking and Selection." Management Science 47(6): 800.
	Managers of large industrial projects often measure performance by multiple attributes. For example, our paper is motivated by the simulation of a large industrial project called a land seismic survey, in which project performance is based on duration, cost, and resource utilization. To address these types of problems, we develop a ranking and selection procedure for making comparisons of systems (e.g., project configurations) that have multiple performance measures. The procedure combines multiple attribute utility theory with statistical ranking and selection to select the best configuration from a set of possible configurations using the indifference-zone approach. We apply our procedure to results generated by the simulator for a land seismic survey that has six performance measures, and describe a particular type of sensitivity analysis that can be used as a robustness check. [ABSTRACT FROM AUTHOR]


Butler, K. A. (1996). "Usability Engineering Turns 10." Interactions: 59-75.
	

Buyya, R., D. Abramson, et al. (2002). "Economic models for resource management and scheduling in Grid computing." Concurrency and Computation-Practice and Experience 14(13-15): 1507-1542.
	

Byrd, T. A. and K. L. Kossick (1992). "A synthesis of research on requirements analysis and knowledge acquisition technologies." MIS Quarterly 16(1): 117,22.
	

Byrne, D. (2002). Interpreting Quantitative Data. De Vaus, DA, Sage.
	

Campbell, D. T. (1996). "Unresolved issues in measurement validity: An autobiographical overview." Psychological Assessment 8(4): 363.
	Campbell reviews known but neglected validity issues in measurement from the perspective of his 50-year history of research.


Campbell, D. T. and D. W. Fiske (1959). "Convergent and discriminant validation by the multitrait-multimethod matrix." Psychological Bulletin 56: 81-105.
	

Campbell, D. T. and J. C. Stanley (1996). Experimental and quasi-experimental designs for research. Chicago, Rand McNally College Publishing Company.
	

Cannella, A. and R. Paetzold (1994). "Pfeffer’s Barriers to the Advance of Organizational Science: A Rejoinder." Academy of Management Review 19(2): 331-342.
	

Carlile, P. R. (2002). "A pragmatic view of knowledge and boundaries: Boundary objects in new product development." Organization Science 13(4): 442.
	This study explores the premise that knowledge in new product development proves both a barrier to and a source of innovation. To understand the problematic nature of knowledge and the boundaries that result, an ethnographic study was used to understand how knowledge is structured differently across the four primary functions that are dependent on each other in the creation and production of a high-volume product. A pragmatic view of knowledge in practice is developed, describing knowledge as localized, embedded and invested within a function and how, when working across functions, consequences often arise that generate problematic knowledge boundaries. The use of a boundary object is then described as a means of representing, learning about, and transforming knowledge to resolve the consequences that exist at a given boundary. Finally, this pragmatic view of knowledge and boundaries is proposed as a framework to revisit the differentiation and integration of knowledge.


Carlson, G. L. B. a. G. (1989). "Characteristics of Periodical Literature for the Potential Reader or Author in Information Management." MIS Quarterly 13(2): 220,10.
	

Carlson, J. R. and R. W. Zmud (1999). "Channel expansion theory and the experiential nature of madia richness perceptions." Academy of Management Journal 42(2): 153-171.
	

Caron, J. R. and S. L. Jarvenpaa (1994). "Business Reengineering at CIGNA Corporation: Experiences and Lessons Learned From the First Five Years." MIS Quarterly 18(3): 233,18.
	

Carr, N. G. (2003). "IT doesn't matter." Harvard Business Review 81(5): 41.
	As information technology has grown in power and ubiquity, companies have come to view it as ever more critical to their success; their heavy spending on hardware and software clearly reflects that assumption. But scarcity, not ubiquity, makes a business resource truly strategic - and allows companies to use it for a sustained competitive advantage. You only gain an edge over rivals by doing something that they cannot. IT is the latest in a series of broadly adopted technologies - think of the railroad or the electric generator - that have reshaped industry over the past two centuries. IT management should, frankly, become boring. It should focus on reducing risks, not increasing opportunities. For example, companies need to pay more attention to ensuring network and data security. Even more important, they need to manage IT costs more aggressively. IT may not help a company gain a strategic advantage, but it could easily put a company at a cost disadvantage.


Carroll, J. (1997). "Human-Computer Interaction: Psychology as a Science of Design." Journal of Human-Computer Studies 46: 501-522.
	

Carte, T. and C. Russel (2003). "In Pursit of Moderation: Nine Common errors and their Solutions." MIS Quarterly 27(3): 479,24.
	

Caspari, J. A. (1968). "Fundamental Concepts of Information Theory." Management Accounting 49: 8-10.
	

Cavaye, A. L. (1996). "Case study research: a multi-faceted research approach for IS." Information Systems Journal 6(3): 227-242.
	

Chan, H. C., K. K. Wei, et al. (1993). "User-database interface: The effect of abstraction levels on query performance." MIS Quarterly 17(4): 441.
	A common classification of data models is based on their abstraction levels - physical, logical, and conceptual. The user-database interaction can be similarly classified. For the conceptual-level interaction, the user and the database exchange information on the user's world. For the logical-level interaction, the user and the database communicate based on concepts in the database system. The conceptual level should be easier because it is semantically closer to the user. This deduction was tested in an experiment using the entity-relationship (ER) model for the conceptual-level model and the relational model for the logical-level model. The results were affirmative. The users at the conceptual level had 38% higher accuracy and 16% higher confidence than users at the logical level. The conceptual-level users took 65% less time than the logical-level users, and it took 33% less time to train them. The huge differences indicate that noticeable improvements can be made by switching from the relational model to the ER model. The experiment also provided valuable data on errors commonly made by users.


Chan, Y. E., S. L. Huff, et al. (1997). "Business Strategic Orientation, Information Systems Strategic Orientation, and Strategic Alignment." Information Systems Research 8(2): 125.
	Information systems strategic alignment--the fit between business strategic orientation and information systems (IS) strategic orientation--is an important concept. This study measured business strategic orientation, IS strategic orientation, and IS strategic alignment, and investigated their implications for perceived IS effectiveness and business performance. Analyses of data gathered in a mail survey of North American financial services and manufacturing firms indicated that 1) business strategic orientation, IS strategic orientation, and IS strategic alignment are modeled best by utilizing holistic, 'systems' approaches instead of dimension-specific, 'bivariate' approaches, 2) three generic IS strategic orientations can be detected, 3) user information satisfaction does not capture important strategic aspects of IS effectiveness, 4) IS strategic alignment is a better predictor of IS effectiveness than is strategic orientation, and 5) business strategic orientation, IS strategic alignment, and IS effectiveness have positive impacts on business performance. [ABSTRACT FROM AUTHOR]


Chari, K. (2002). "Model Composition Using Filter Spaces." Information Systems Research 13(1): 15.
	Decision support systems (DSS) typically contain data and models to facilitate decision making. DSS users, in response to a particular decision-making situation, often execute a sequence of models, in which inputs to a model in the sequence are obtained from outputs of other models upstream in the sequence and from database retrievals. The problem of generating a sequence of models from the set of available models is known as the model composition problem. In this paper, we propose a new construct called filter spaces to support model composition. We show how filter spaces can significantly facilitate automation of model composition and execution process, and provide effective means to integrate partial solutions from multiple composite models and databases. [ABSTRACT FROM AUTHOR]


Chari, K. (2003). "Model Composition in a Distributed Environment." Decision Support Systems 35(3): 399-413.
	

Chari, K. (2004). "Demystifying Integration." Communications of the ACM 47(7): 58 - 63.
	

Chatterjee, D. and V. J. Richardson (2001). "Examining the shareholder wealth effects of announcements of newly created CIO positions." MIS Quarterly 25(1): 43,17.
	

Chatzoglou, P. D. and A. C. Soteriou (1999). "A DEA Framework." Decision Sciences 30(2): 503-532.
	

Chau, P. Y. K. and M. Cole. (2002). "Cultural Differences in the Online Behavior of Consumers." Communications of the ACM 45(10): 138 - 143.
	

Checkland, P. and S. Holwell (1998). Information, Systems and Information Systems: Making Sense of the Field. London, Department of Health.
	

Chen, McLeod, et al. (1995). "Domain-Knowledge-Guided Schema Evolution for Accounting Database Systems." Expert Systems with Applications 9(4): 491-501.
	

Chen, P.-Y. and L. M. Hitt (2000). Switching Cost and Brand Loyalty in Electronic Markets: Evidence from Online Retail Brokers. Proceedings of International Conference on Information Systems.
	

Chen, P. (1976). "The Entity-Relationship Model – Toward a Unified View of Data." ACM Transactions on Database Systems 1(1): 9 - 36.
	

Chen, P. P.-S. (1976). "The Entity-Relationship Model - Toward a Unified View of Data." ACM Transactions on Database Systems 1(1): 9-36.
	

Chiang, I. R. and V. S. Mookerjee (2004). "A Fault Threshold Policy to Manage Software Development Projects." Information Systems Research 15(1): 3.
	This paper presents a project management policy in which the appearance of software faults during system construction is used to determine the timing of system integration activities (e.g., team meetings, analyzing modules for interface inconsistencies, system fault correction, and so on). System integration is performed only if a threshold fault count has been exceeded; otherwise, module development is allowed to continue. We derive an expression for calculating fault thresholds and analyze the policy to reveal the presence of three operating regions: (1) a region in which development should continue with no system integration, (2) a region in which system integration occurs if a threshold fault count has been exceeded, and (3) a region in which system integration should always take place. Analytical and numerical results demonstrate how the fault thresholds change with system complexity, team skill, development environment, and project schedule. We also show how learning that occurs during each round of system integration leads to less frequent integration in the future, and lower total construction effort. Simulation experiments reveal that the fault threshold policy can be applied even if several homogeneity assumptions in the model are relaxed, allowing for differences in the propensity among modules to accumulate faults and the effort needed to correct these faults. Finally, the fault threshold policy outperforms a fixed-release policy in which system integration occurs whenever a fixed number of modules has been released. [ABSTRACT FROM AUTHOR]


Chidambaram, L. (1996). "Relational development in computer-supported groups." MIS Quarterly 20(2): 143.
	This study examines how group attitudes and outcomes evolve over time with repeated use of a group support system. Social Information Processing (SIP) theory, which suggests that relational intimacy may take longer to develop in computer-supported groups, was used as the basis for testing a temporally bounded model of group behavior. The basic argument underlying this model is that computer-supported groups, given adequate time, will exchange enough social information to develop strong relational links. Thus, while computer support was expected to limit group interactions initially, the model predicted that, over a period of time, such constraints would dissipate. The results show evidence of such shifts among computer-supported groups. Attitudes of GSS users changed over time from highly negative to somewhat positive; outcomes improved more slowly. The turnaround in attitudes of users-toward each other and the interaction process support the SIP perspective that repeated use of computer support - despite some inherent initial restrictions--can help groups affiliate. [ABSTRACT FROM AUTHOR]


Chidambaram, L. and B. Jones (1993). "Impact of communication medium and computer support of group perceptions and performance: a comparison of face-to-face and dispersed meetings." MIS Quarterly 17(4): 465,27.
	

Chin, W. (1998). "Issues and opinions on structural equation modeling." MIS Quarterly 22(1): 7,10.
	

Chin, W. W., A. Gopal, et al. (1997). "Advancing the Theory of Adaptive Structuration: The Development of a Scale to Measure Faithfullness of Appropriation." Information Systems Research 8(4): 342.
	Adaptive Structuration Theory (AST) is rapidly becoming an influential theoretical perspective in research on advanced information technologies. However, there still exists a paucity of methods to capture critical AST constructs. This paper describes the development of an instrument to capture the extent to which users of an advanced information technology believe they have appropriated its structures faithfully. The development of such instruments is considered critical if the theoretical base provided by AST is to be fully exploited in under- standing the use of advanced information technologies. The development procedure, which occurred in the context of the use of an electronic meeting system, was carried out in three phases that began with initial item development and proceeded through an exploratory to a confirmatory phase. Three experiments, two in the exploratory phase and one in the confirmatory phase, were performed. In the final phase, structural equation modeling techniques were used to confirm the convergent, discriminant, and nomological validity of the resulting five-item scale. [ABSTRACT FROM AUTHOR]


Chin, W. W. and P. A. Todd (1995). "On the use, usefulness and ease of use of structural equation modeling in MIS research: A note of." MIS Quarterly 19(2): 237.
	This article focuses on the use, usefulness and ease of use of structural equation modeling in management information system (MIS) research. Structural equation modeling (SEM) using data analysis techniques is increasingly being applied in MIS research. These techniques are important because they provide powerful ways to address key IS research problems such as understanding information technology usage. The application of SEM in the absence of well-developed substantive knowledge can lead to equivocal results and may distract researchers from promising research paths. This article describes an examination of two related publications appearing in the journal "MIS Quarterly." Using conventional construct validation techniques such as multi-trait multi-method analysis and exploratory factor analysis, D.A. Adams, a scholar, concluded that F.D. Davis's, a scholar, some of the scales he studied were psychometrically sound. It was demonstrated by the authors by reanalysis of Adams original data and a new independent data set that the single factor usefulness measure developed by Davis has reasonable psychometric properties.


Chircu, A. M. and R. J. Kauffman (2000). "Limits to Value in Electronic Commerce-Related IT Investments." Journal of Management Information Systems 17(2): 59,22.
	

Choon-Ling Sia, B. C. Y. Tan, et al. (2002). "Group Polarization and Computer-Mediated Communication: Effects of Communication Cues, Social Presence, and Anonymity." Information Systems Research 13(1): 70.
	Group polarization is the tendency of people to become more extreme in their thinking following group discussion. It may be beneficial to some, but detrimental to other, organizational decisions. This study examines how computer-mediated communication (CMC) may be associated with group polarization. Two laboratory experiments were carried out. The first experiment, conducted in an identified setting, demonstrated that removal of verbal cues might not have reduced social presence sufficiently to impact group polarization, but removal of visual cues might have reduced social presence sufficiently to raise group polarization. Besides confirming the results of the first experiment, the second experiment showed that the provision of anonymity might also have reduced social presence sufficiently to raise group polarization. Analyses of process data from both experiments indicated that the reduction in social presence might have increased group polarization by causing people to generate more novel arguments and engage in more one-upmanship behavior. Collectively, process and outcome data from both experiments reveal how group polarization might be affected by level of social presence. Specifically, group discussion carried out in an unsupported setting or an identified face-to-face CMC setting tends to result in weaker group polarization. Conversely, group discussion conducted in an anonymous face-to-face CMC setting or a dispersed CMC setting (with or without anonymity) tends to lead to stronger group polarization. Implications of these results for further research and practice are provided. [ABSTRACT FROM AUTHOR]


Choudhury, V., K. S. Hartzel, et al. (1998). "Uses and consequences of electronic markets: An empirical investigation in the aircraft parts industry." MIS Quarterly 22(4): 471.
	An electronic market is an interorganizational information system through which multiple buyers and sellers interact to accomplish one or more of the following market-making activities: 1. identifying potential trading partners, 2. selecting a specific partner, and 3. executing the transaction. It has been suggested that electronic markets, by lowering search costs, may lead to significantly increased price competition among sellers and, hence, lower prices for buyers. Or, by allowing efficient, direct interaction between buyers and sellers, they may eliminate the role of intermediaries. The validity of these arguments is examined in the context of one electronic market: Inventory Locator Service in the aircraft parts industry.


Choudhury, V. and R. Sabherwal (2003). "Portfolios of Control in Outsourced Software Development Projects." Information Systems Research 14(3): 291.
	This paper examines the evolution of portfolio of controls over the duration of outsourced information systems development (ISD) projects. Drawing on five cases, it concludes that many findings from research on control of internal ISD projects apply to the outsourced context as well, but with some interesting differences. The portfolios of control in outsourced projects are dominated by outcome controls, especially at the start of the project; although the precision and frequency of these controls varies across projects. Behavior controls are often added later in the project, as are controls aimed to encourage and enable vendor self-control. Clan controls were used in only two of the cases--when the client and vendor had shared goals, and when frequent interactions led to shared values. In general, the outsourced projects we studied began with relatively simple controls but often required significant additional controls after experiencing performance problems. Factors influencing the choice and evolution of controls are also examined. [ABSTRACT FROM AUTHOR]


Choy, M., M.-P. Kwan, et al. (2000). "Distributed database design for mobile geographical applications." Journal of Database Management 11(1): 3.
	Advanced Traveler Information Systems (ATIS) require efficient information retrieval and updating in a dynamic environment at different geographical scales. ATIS applications are useful in yielding a better utilization of the limited costly transportation arteries and providing value-added traveler information. Many ATIS applications are built on the functionalities provided by GIS, which often cannot meet extra requirements like real-time response. GIS-based systems in ATIS are investigated and a system architecture based on GIS and distributed database technology is proposed. Issues on data modeling, data representation, storage and retrieval, data aggregation, and parallel processing of queries are discussed. This paper introduces a distributed system architecture for ATIS based on recent technology.


Christensen, C. M. and M. E. Raynor (2003). "Why hard-nosed executives should care about management theory." Harvard Business Review 81(9): 66.
	Theory often gets a bum rap among managers because it is associated with the word "theoretical," which connotes "impractical." But it should not. Because experience is solely about the past, solid theories are the only way managers can plan future actions with any degree of confidence. The key word here is "solid." The first step in telling a good business theory from a bad one is understanding how good theories are built. They develop in three stages: 1. Gathering data. 2. Organizing it into categories highlighting significant differences. 3. Making generalizations explaining what causes what, under which circumstances. Once managers forgo one-size-fits-all explanations and insist that a theory describes the circumstances under which it does and does not work, they can bring predictable success to the world of management.


Churchman, C. W. (1971). The Design of Inquiring Systems: Basic Concepts of Systems and Organization. New York, Basic Books, Inc.
	

Churchman, C. W. and A. H. Schainblatt (1965). "The Researcher and the Manager: A Dialectic of Implementation." Management Science 11(4): 69,19.
	

Chwelos, P., I. Benbasat, et al. (2001). "Research Report: Empirical Test of an EDI AdoptionModel." Information Systems Research 12(3): 304.
	This paper is the first test of a parsimonious model that posits three factors as determinants of the adoption of electronic data interchange (EDI): readiness,perceived benefits, and external pressure. To construct the model, we identified and organized the factors that were found to be influential in prior EDI research. By testing all these factors together in one model, we are able to investigate their relative contributions to EDI adoption decisions. Senior purchasing managers, chosen for their experience with EDI and proximity to the EDI adoption decision, were surveyed and their responses analyzed using structural equation modeling. All three determinants were found t be significant predictors of intent to adopt EDI, with external pressure and readiness being considerably more important than perceived benefits. We show that the constructs inthis model canbe categorized into three levels: technological, organizational, and interorganizational. We hypothesize that these categories of influence will also be determinants of the adoption of other emerging forms of interorganizational systems (IOS). [ABSTRACT FROM AUTHOR]


Ciborra, C. U. (1996). "The platform organization: Recombining strategies, structures, and surprises." Organization Science 7(2): 103.
	The global technology strategy of Olivetti, a leading European computer firm, is analyzed over the last decade in order to illustrate how high-tech firms undergo transformations which not only tend to destroy their best core competencies, but also affect their very business identity. Drawing on similar studies carried out in Silicon Valley, one can draw the conclusion that high-tech firms can survive if they are smart at doing what "savages do daily."


Cilliers, P. (2001). "Boundaries, Hierarchies and Networks in Complex Systems." International Journal of Innovation Management 5(2): 135.
	Models used in the understanding of complex entities, like organisations, are problematic in several respects. Alter an introductory discussion of this problem, this paper addresses the problems associated with the boundaries of complex systems, arguing that although boundaries do exist, they have a peculiar nature. Similarly, it is argued that although hierarchies form an important part of the structure of complex systems, they are not clearly defined or 鈥渘ested鈥?as is often assumed. Hierarchies should also in principle be transformable in a viable system. Finally, the usefulness of network models is investigated. The conclusion is that although network models have a structure similar to that of complex systems, they are subject to the same limitations all models of complexity are faced with. A few implications for our understanding of organisations are mentioned. [ABSTRACT FROM AUTHOR]


Clark, D. D. (1997). A Model for Cost Allocation and Pricing in the Internet. Internet Economics.
	

Clay, K., R. Krishnan, et al. (2001). The Great Experiment: Pricing on the Internet. The Handbook of ElectronicCommerce in Business and Society.
	

Clemons, E., Hahn, I. and Hitt, L. (2001). "Price Dispersion and Differentiation in On-Line Travel: An Empirical Investigation." Management Science 48(4): 534,16.
	

Clemons, E. K. (1991). "Evaluation of Strategic Investments in Information Technology." Communications of the ACM 34(1): 22 - 36.
	

Clemons, E. K. and S. P. Reddi (1993). "The Impact of Information Technology on the organization of Economic Activity: The move to the middle Hypothesis." Journal of Management Information Systems 10(2): 9,27.
	

Clemons, E. K. and M. C. Row (1991). "Sustaining IT advantage: The role of structural differences." MIS Quarterly 15(3): 275.
	Argues that firms seeking competitive advantage through innovative application of information technology (IT) must rely upon unique resource strengths of the innovating firm to protect and sustain this advantage. Definition of competitive advantage; Differences among firms in the endowment of strategic resources; Opportunities for strategic IT in the presence of differences among firms.


Clemons, E. K. a. M. C. R. (1991). "Information Technology at Rosenbluth Travel: Competitive Advantage in A Rapidly Growing Global Service Company." Journal of Management Information Systems 8(2): 53,27.
	

Coad, P. (1992). "Object-Oriented Patterns." Communications of the ACM 35(9): 152.
	The article focuses on the exploration of the patterns, presents some patterns for object-oriented analysis (OOA) and object-oriented design (OOD) as well as provides examples and guidelines for applying them. A pattern is a fully realized form, original, or model accepted or proposed for imitation: something regarded as a normative example to be copied. In psychology, a pattern is a thinking mechanism that is basic to the brain's operation, helping one to perceive things quickly. In archeology, a pattern is a group of phases having several distinguishing and fundamental features in common. In linguistics, a pattern is the manner in which smaller units of language are grouped into larger units. An object-oriented pattern is an abstraction of a doublet, triplet, or other small grouping of classes that is likely to be helpful again and again in object-oriented development. A pattern is a fully realized form original, or model accepted or proposed for imitation. With patterns, small piecework is standardized into a larger chunk or unit. Patterns become the building blocks for design and construction.


Cockburn, A. (1995). Structuring Use Cases with Goals. Humans and Technology Technical Report.
	

Codd, E. F. (1970). "A Relational Model of Data for Large Shared Data Banks." Communications of the ACM 13(6): 377 - 387.
	

Cohen, J. (1988). Statistical power analysis for the behavior sciences. Hillsdale, NJ, Erlbaum.
	

Cohen, M.-D., C. B. Kelly, et al. (2001). "Decision support with web-enabled software." Interfaces 31(2): 109.
	SAS develops software for building Web-based applications for data management, statistical analysis, forecasting, data mining, and operations research. Customers have used these tools to build several kinds of Web-based decision-support applications. A Web-based optimization framework is used to solve a large-scale production-and-distribution problem at United Sugars Corporation, to solve an inventory replenishment problem at Cameron and Barkley, and to find optimal portfolios of suppliers using Dun and Bradstreet data. Applications implemented at Dow Corning and the Aeronautics Division of Lockheed Martin make statistical-process-control and project-management data available via the Web. Web mining and some of its challenges is discussed.


Cohen, M. and J. C. March (1972). "A garbage can model of organizational choice." Administrative Science Quarterly 17(1): 1-26.
	

Cohen, W. M. and D. A. Levinthal (1990). "Absorptive Capacity: A New Perspective on Learning and Innovation." Administrative Science Quarterly 35(1): 128-153.
	

Colebatch, H. and a. J. S. S. Horrocks (2001). "Executive Models of Informing: An Empirical Study." Journal of Information Technology Theory and Application 3(3): 21-32.
	

Colter, M. A. (1984). "A Comparative Examination of Systems Analysis Techniques." MIS Quarterly 8(1): 51,16.
	

Compeau, D. and C. A. Higgins (1995). "Computer self-efficacy: Development of a measure and empirical test." MIS Quarterly 19(2): 189,23.
	

Compeau, D. and C. A. Higgins (1999). "Social Cognitive Theory and Individual Reactions to Computing Technology: a Longitudinal Study." MIS Quarterly 23(2): 145.
	A model, based on Bandura's Social Cognitive Theory, was developed to test the influence of computer self-efficacy, outcome expectations, affect, and anxiety on computer usage. The model was tested using longitudinal data gathered from 394 end users over a one-year interval. Significant relationships were found between computer self-efficacy and outcome expectations, and between self-efficacy and affect and anxiety and use. Performance outcomes were found to influence affect and use, while affect was significantly related to use. Overall, the findings provide strong confirmation that both self-efficacy and outcome expectations impact on an individual's affective and behavioral reactions to information technology. [ABSTRACT FROM AUTHOR]


Compeau, D. R. and C. A. Higgins (1995). "Application of Social Cognitive Theory to Training for Computer Skills." Information Systems Research 6(2): 118.
	Focuses on a study which examined the training process and compared a behavior modeling training program for computer skills based on Social Cognitive Theory. Research model and hypothesis; Research design; Analysis of the data using the partial least squares technique; Conclusions and implications.


Conallen, J. (1999). "MODELING WEB APPLICATION ARCHITECTURES with UML." Communications of the ACM 42(10): 63.
	The article presents information on the use of Unified Modeling Language (UML) in the modeling of Web applications. Web applications are software-intensive systems that are becoming more complex, and are inserting themselves in more mission-critical roles, one way to manage complexity in software systems is to abstract and model them. UML is the standard modeling language for software-intensive systems. This article is intended as an introduction to the issues and possible solutions for modeling Web applications. It focuses on the architecturally significant components particular to Web applications and how to model them with UML. A first version of a formal extension to the UML for Web applications is near completion. This extension will provide a common way for architects and designers to express the entirety of their Web applications design with UML. The most recent information on this extension can be found on the Internet in the Rose and UML sections of Rational Software Corp.'s Web site, www.rational.com.


Conner, K. (1991). "A Historical Comparison of Resource-Based Theory and Five Schools of Thought within Industrial Organization Economics:  Do We Have a New Theory of the Firm." Journal of Management 17(1): 121-154.
	

Conner, K. R. and C. K. Prahalad (1996). "A resource-based theory of the firm: Knowledge versus opportunism." Organization Science 7(5): 477.
	A resource-based (knowledge-based) theory of the firm is developed. Its thesis is that the organizational mode through which individuals cooperate affects the knowledge they apply to business activity. The research focuses on the polar cases of organization within a firm as compared to market contracting. The research predicts choice of organizational mode, identifying whether firm organization of market contracting will result in the more valuable knowledge being applied to business activity. The resource-based predictions of organizational mode are compared and contrasted with corresponding opportunism-based, transaction-cost ones. A principal point is that knowledge-based considerations can outweigh opportunism-related ones. The research establishes the relation of a theory of the firm to a theory of performance differences between competing firms.


Connolly, J. a. V. (1990). "Effects of Anonymity and Evaluative Tone on Idea Generation in Computer-Mediated Groups." Management Science 36(6): 689,15.
	

Connolly, T. and B. K. Thorn (1990). Chapter 10: Discretionary databases: Theory, data, and implications. Organizations and Communication Technology. J. Fulk and C. Steinfield. Newbury Park, CA, Sage: 219-233.
	

Constant, D., S. Kiesler, et al. (1994). "What's Mine Is Ours, or Is It? A Study of Attitudes about Information Sharing." Information Systems Research 5(4): 400.
	Focuses on a study which investigated the attitudes on information sharing among technologically-advanced business organizations. Role of organizational culture and policies in influencing people's attitudes in information sharing; Social determinants of information sharing; Analysis on the exchange of information among people in an organization; Experiments conducted in the study and results.


Constant, D., L. Sproull, et al. (1996). "The kindness of strangers: The usefulness of electronic weak ties for technical advice." Organization Science 7(2): 119.
	The practice of distant employees (strangers) exchanging technical advice through a large organizational computer network is examined. A survey of advice seekers and those who replied was conducted to test hypotheses about the viability and usefulness of such electronic weak tie exchanges. Theories of organizational motivation suggest that positive regard for the larger organization can substitute for direct incentives or personal relationships in motivating people to help others. These theories are investigated in a study of employees of a global computer manufacturer. It was found that information providers gave useful advice and solved the problems of information seekers, despite their lack of a personal connection with the seekers.


Cook, T. D. and D. T. Campbel (1976). Four kinds of validity. Handbook of Industrial and Organizational Psychology, Rand-McNally.
	

Cook, T. D. and D. T. Campbell (1979). Quasi-Experimentation: Design and Analytical Issues for Field Settings. Chicago, Rand McNally.
	

Cooper, L. G. and G. Giuffrida (2000). "Turning Datamining into a Management Science Tool: New Algorithms and Empirical Results." Management Science 46(2): 249.
	This article develops and illustrates a new knowledge discovery algorithm tailored to the action requirements of management science applications. The challenge is to develop tactical planning forecasts at the SKU level. We use a traditional market-response model to extract information from continuous variables and use datamining techniques on the residuals to extract information from the many-valued nominal variables, such as the manufacturer or merchandise category. This combination means that a more complete array of information cart be used to develop tactical planning forecasts. The method is illustrated using records of the aggregate sales during promotion events conducted by a 95-store retail chain in a single trading area. In a longitudinal cross validation, the statistical forecast (PromoCast鈩? predicted the exact number of cases of merchandise needed in 49% of the promotion events and was within 卤 one case in 82% of the events. The dataminer developed rules from an independent sample of 1.6 million observations and applied these rules to almost 460,000 promotion events in the validation process. The dataminer had sufficient confidence to make recommendations on 46% of these forecasts. In 66% of those recommendations, the dataminer indicated that the forecast should not be changed. In 96% of those promotion events where "no change" was recommended, this was the correct "action" to take. Even including these "no change" recommendations, the dataminer decreased the case error by 9% across all promotion events in which rules applied. [ABSTRACT FROM AUTHOR]


Cooper, R. B. and R. W. Zmud (1990). "Information technology implementation research: a technological diffusion approach." Management Science 36(2): 123,17.
	

Cooper, W., Wixom, and Goodhue (2000). "Data Warehousing Supports Corporate Strategy at First American Corporation." MIS Quarterly 24(4): 547,21.
	

Cooprider, J. and J. C. Henderson (1991). "Technology - process fit: Perspectives on achieving prototyping effectiveness." Journal of Management Information Systems 7(3): 67,21.
	

Copeland, D. G. and J. L. McKenney (1988). "Airline Reservations Systems: Lessons from History." MIS Quarterly 12(3): 353.
	The evolution of airline reservation systems is discussed, and the evolutionary perspective shows the shaping of the pattern of competition through interdependent industry, company, and technological forces. Many phases of the airline industry are unique to the air transport business; however, 3 features are identified that have broad implications for strategic use of information technology. First, a large installed processing capacity could provide a source of economies of scale and scope. Second, a necessary requirement for obtaining a competitive advantage is an established technical competence. Finally, sustainable advantage may be the result of consistent exploitation of opportunities revealed during the evolution of adaptable systems, rather than from extraordinary vision.


Cornelius, I. (2002). "Theorizing Information for Information Science." Annual Review of Information Science and Technology.
	

Corporation, R. S. (1998). Rational Unified Process: Best Practices for Software Development Teams. Rational Software White Paper.
	

Courtney, J. F. and B. David (1993). "Studies in managerial problem formulation systems." Decision Support Systems 9(4): 413-423.
	

Cramton, C. D. (2001). "The mutual knowledge problem and its consequences for dispersed collaboration." Organization Science 12(3): 346.
	This paper proposes that maintaining "mutual knowledge" is a central problem of geographically dispersed collaboration and traces the consequences of failure to do so. It presents a model of these processes which is grounded in study of 13 geographically dispersed teams. Five types of problems constituting failures of mutual knowledge are identified. It is suggested that unrecognized differences in the situations, contexts, and constraints of dispersed collaborators constitute "hidden profiles" that can increase the likelihood of dispositional rather than situational attribution, with consequences for cohesion and learning.


Cremer, J., C. Hariton (1999). "The pricing of critical applications in the Internet." Journal of the Japanese and International Economies, 13(4): 281-310.
	

Creswell, J. W. (1994). Research Design: Qualitative & Quantitative Approaches. Thousand Oaks, CA, Sage.
	

Creswell, J. W. (1998). Qualitative Inquiry and Research Design: Choosing among five traditions. Thousand Oaks, Sage.
	

Crnkovic, I. and T. J. Brahim Hnich, Zeynep Kiziltan (2002). "Specification, Implementation, and Deployment of Components." Communications of the ACM 45(10): 35 - 40.
	

Croasdell, Freeman, et al. (2003). "Concept Maps for Teaching and Assessment." Communications of the AIS 12: 396-405.
	

Cronbach, L. J. (1971). Test Validation. Educational Measurement (2nd Edition). R. L. Thorndike. Washington, D.C., American Council on Education.
	

Cross, R. and L. Baird (2000). "Technology Is Not Enough: Improving Performance by Building Organizational Memory." Sloan Management Review 41(3): 69.
	Knowledge management promises to improve business performance by using technology to capture and share the lessons of experience. Truly improving business performance, however, demands more than simply putting more knowledge into databases; it requires leveraging the many ways that knowledge can migrate into an organization and strengthen business performance. By nurturing 5 forms of knowledge retention, managers can build a collective corporate memory that permeates processes, products, services and distributed digital networks.


Crotty, M. (1998). The Foundations of Social Research: Meaning and Perspective in the Research Process. London, UK, Sage Publications Ltd.
	

Crowston, K. and M. Williams (2000). "Reproduced and emergent genres of communication on the World Wide Web." Information Society 16(3): 201.
	The World Wide Web is growing quickly and being applied to many new types of communications. As a basis for studying organizational communications, Yates and Orlikowski (1994) proposed using genres. They defined genres as typified communicative actions characterized by similar substance and form and taken in response to recurrent situations. They further suggested that communications in a new media would show both reproduction and adaptation of existing communicative genres as well as the emergence of new genres. These phenomena were studied on the World Wide Web by examining 1000 randomly selected Web pages and categorizing the type of genre represented. Although many pages recreated genres familiar from traditional media, there were also examples of genres being adapted to take advantage of the linking and interactivity of the new medium and novel genres emerging to fit the unique communicative needs of the audience. It is suggested that Web-site designers consider the genres that are appropriate for their situation and attempt to reproduce or adapt familiar genres.


Crystal, D. (2001). Language and the Internet. Cambridge, Cambridge University Press.
	

Cui, Y. and J. Widom (2003). "Lineage tracing for general data warehouse transformations." The VLDB Journal 12(1): 41-58.
	

Culnan, J. (1986). "THE INTELLECTUAL DEVELOPMENT OF MANAGEMENT INFORMATION SYSTEMS, 1972-1982: A CO-CITATION ANALYSIS." Management Science 32(2): 156,17.
	

Culnan, M. (1987). "Mapping the Intellectual Structure of MIS, 1980-1985: A Co-Citation Analysis." MIS Quarterly 11(3): 340,14.
	

Cummings, L., P. J. Frost, et al. (1985). The Manuscript Review Process: A View from the Inside on Coaches, Critics, and Special Cases. Publishing in the Organizational Sciences. L. L. Cummings and P. J. Frost. Homewood, IL, Irwin: 469-508.
	

Curtis, B. and H. Krasner (1988). "A Field Study of the Software Design Process for Large Systems." Communications of the ACM 31(11): 1268 - 1287.
	

Cushing, B. E. (1990). "Frameworks, paradigms and research in management information systems." Journal of Information Systems 4(2): 38,22.
	

Cyert, R. M. and J. G. March (1992). A Behavioral Theory of the Firm. Englewood Cliffs, NJ, Prentice-Hall.
	

Daft, R. L. (1985). Why I Recommended That Your Manuscript Be Rejected and What You Can Do About It. Publishing in the Organizational Sciences. L. L. Cummings and P. J. Frost. Homewood, IL, Irwin: 193-209.
	

Daft, R. L., R. H. Lengel, et al. (1987). "Message Equivocality, Media Selection, and Manager Performance: Implications for Information Systems." MIS Quarterly 11(3): 354.
	A field study of middle- and upper-level managers was undertaken to explain managers' selection of communication media. The findings indicate that media vary in their capacity to convey information cues. Managers prefer rich media for ambiguous communications and less rich media for unequivocal communications. The data suggest that high performing managers are more sensitive to the relationship between message ambiguity and media richness than low performing managers. Implications for managers' use of information systems and electronic media are discussed. [ABSTRACT FROM AUTHOR]


Daft, R. L. and A. Y. Lewin (1993). "Where are the Theories for the 'New' Organizational Forms? An Editorial Essay." Organization Science 4(4): 1-6.
	

Damodaran, L. and W. Olphert (2000). "Barriers And Facilitators To The Use of Knowledge Management Systems." Behaviour & Information Technology 19(6): 405-414.
	

Darke, P., G. Shanks, et al. (1998). "Successfully completing case study research: combining rigour, relevance and pragmatism." Information Systems Journal 8(4): 273.
	The organizational and social issues associated with the development, implementation and use of computer-based information systems have increasingly attracted the attention of information systems researchers. Interest in qualitative research methods such as action research, case study research and ethnography, which focus on understanding social phenomena in their natural setting, has consequently grown. Case study research is the most widely used qualitative research method in information systems research, and is well suited to understanding the interactions between information technology-related innovations and organizational contexts. Although case study research is useful as a means of studying information systems development and use in the field, there can be practical difficulties associated with attempting to undertake case studies as a rigorous and effective method of research. This paper addresses a number of these difficulties and offers some practical guidelines for successfully completing case study research. The paper focuses on the pragmatics of conducting case study research, and draws from the discussion at a panel session conducted by the authors at the 8th Australasian Conference on Information Systems, September 1997 (ACIS 97), from the authors' practical experiences, and from the case study research literature. [ABSTRACT FROM AUTHOR]


Das, S. R. and S. A. Zahra (1991). "Integrating the content and process of strategic MIS planning with competitive strategy." Decision Sciences 22(5): 953-985.
	

Datta, A. (1998). "Automating the Discovery of AS-IS Business Process Models: Probabilistic and Algorithmic Approaches." Information Systems Research 9(3): 275.
	In the current corporate environment, business organizations have to reengineer their processes to ensure that process performance efficiencies are increased. This goal has lead to a recent surge of work on Business Process Reengineering (BPR) and Workflow Management. While a number of excellent papers have appeared on these topics, all of this work assumes that existing (AS-IS) processes are known. However, as is also widely acknowledged, coming up with AS-IS process models is a nontrivial task, that is currently practiced in a very ad-hoc fashion. With this motivation, in this paper, we postulate a number of algorithms to discover, i.e., come up with models of, AS-IS business processes. Such methods have been implemented as tools which can automatically extract AS-IS process models. To the best of our knowledge, no such work exists in the BPR and workflow domain. We back up our theoretical work with a case study that illustrates the applicability of these methods to large real-world problems. We draw on previous work on process modeling and grammar discovery. This work is a requisite first step in any reengineering endeavor. Our methods, if adopted, have the potential to severely reduce organizational costs of process redesign.(Workflow Management; Business Process Reengineering; AS-IS Business Process Models; Process Discovery; Algorithms) [ABSTRACT FROM AUTHOR]


Datta, A., D. VanderMeer, et al. (2002). "Parallel Star Join + DataIndexes: Efficient Query Processing in Data Warehouses and OLAP." IEEE Transactions on Knowledge & Data Engineering 14(6): 1299.
	On-Line Analytical Processing (OLAP) refers to the technologies that allow users to efficiently retrieve data from the data warehouse for decision-support purposes. Data warehouses tend to be extremely large鈥攊t is quite possible for a data warehouse to be hundreds of gigabytes to terabytes in size. Queries tend to be complex and ad hoc, often requiring computationally expensive operations such as joins and aggregation. Given this, we are interested in developing strategies for improving query processing in data warehouses by exploring the applicability of parallel processing techniques. In particular, we exploit the natural partitionability of a star schema and render it even more efficient by applying Datalndexes鈥攁 storage structure that serves both as an index as well as data and lends itself naturally to vertical partitioning of the data. Dataindexes are derived from the various special purpose access mechanisms currently supported in commercial OLAP products. Specifically, we propose a declustering strategy which incorporates both task and data partitioning and present the Parallel Star Join (PSJ) Algorithm, which provides a means to perform a star join in parallel using efficient operations involving only rowsets and projection columns. We compare the performance of the PSJ Algorithm with two parallel query processing strategies. The first is a parallel join strategy utilizing the Bitmap Join Index (BJI), arguably the stateof-the-art OLAP join structure in use today. For the second strategy we choose a well-known parallel join algorithm, namely the pipelined hash algorithm. To assist in the performance comparison, we first develop a cost model of the disk access and transmission costs for all three approaches. Performance comparisons show that the DataIndex-based approach leads to dramatically lower disk access costs than the BJI, as well as the hybrid hash approaches, in both speedup and scaleup experiments, while the hash-based approach. [ABSTRACT FROM AUTHOR]


Davenport, T. and L. Prusak (1998). Working Knowledge:  How Organizations Manage What They Know. Cambridge, MA, Harvard University Press.
	

Davenport, T. H., Harris, J. G., De Long, D.W., and Jacobson, A.L. (2001). "Data To Knowledge To Results: Building An Analytic Capability." California Management Review 43(2): 117 - 139.
	

Davenport, T. H. and P. Klahr (1998). "Managing customer support knowledge." California Management Review 40(3): 195-209.
	

Davenport, T. H., D. W. D. Long, et al. (1998). "Successful Knowledge Management Projects." Sloan Management Review 39(2): 43.
	Knowledge is information combined with experience, context, interpretation, and reflection. In an article, the practical realities of the subject of knowledge management is addressed by focusing on a tangible, pragmatic entity, the knowledge management project. To understand how companies manage knowledge today, 31 knowledge management projects in 24 companies are studied. The many differences and some similarities of the initiatives are discussed, and then a high-level typology of knowledge management projects is presented. Eight characteristics that were judged successful are identified, including: 1. knowledge-friendly culture, 2. clear purpose and language, and 3. senior management support.


Davenport, T. H. and M. L. Markus (1999). "Rigor vs. Relevance Revisited: Response to Benbasat and Zmud." MIS Quarterly 23(1): 19.
	Assistant Professor Marilyn Moore reread the rejection letter from a top tier MIS journal and then added it to the folder containing the letter she had received from another top MIS journal. Moore had graduated from Barker University one year before (June 1996) with a Ph.D. in business administration, majoring in management information systems and decision sciences. She had returned for her Ph.D. in 1992 at the age of 30, driven by her love of teaching and a desire to solve the problems she had seen in the eight years she had worked at a Fortune 100 consumer products firm. While at the firm, Moore had risen from a programmer to a senior systems analyst and had spent three years working with the firm's corporate training unit. With her tenure clock ticking, Moore returned to the firm she had worked for prior to entering the Ph.D. program. The firm again expressed interest in having her conduct research on IT-enabled organizational change. She sought help from senior faculty in her area to help her design the research project; her doctoral program had not addressed how to design complex, qualitative case-based research. Once again she was discouraged from pursuing this line of 'messy field research.' Although none of the faculty had conducted field-based case research, they were well aware of the problems with designing a study that adequately operationalized and controlled the variables and relationships of interest. They also pointed out that she might run into the same criticisms of the lack of generalizability of her findings since she was only planning to study one firm. In addition, they knew that field research took time and were concerned that Moore would not have a sufficient number of refereed publications to pass both school of business and university tenure hurdles. [ABSTRACT FROM AUTHOR]


David, Gerard, et al. (2002). Science: An REA Perspective on the Future of AIS. Researching Accounting as an Information Systems Discipline. Arnold and Sutton, AAA: 35-63.
	

David, J. S. and C. L. Dunn (1999). "The Research Pyramid: A Framework for Accounting Information Systems Research." Journal of Information Systems 13(1): 7.
	This paper extends Sowa's (1997) Meaning Triangle to develop a framework for accounting information systems (AIS) research鈥攖he Research Pyramid. This framework identifies relationships between objects in economic reality, people's concepts of economic reality, symbols used to record and represent economic reality, and the resultant accounting information systems that capture and present data about economic reality. The Research Pyramid has two major uses. First, the paper illustrates how the Research Pyramid can be used to identify new research questions to extend existing research streams. To be used in this manner, existing AIS research is classified along each of the edges of the Research Pyramid. Once an area of the literature has been analyzed, the edges that have not been studied extensively reveal potential primitive mappings for future exploration. Second, each primitive mapping is evaluated to identify which of four research methodologies (design science, field studies, survey research, and laboratory experiments) are likely techniques for use in future studies. This analysis can help researchers with strong methodological training to identify new, interesting questions to be answered that capitalize on their research strengths. As such, the Research Pyramid is a tool to characterize existing AIS research, identify areas for future exploration, and provide guidance on appropriate methodologies to apply. [ABSTRACT FROM AUTHOR]


Davidson, E. J. (2002). "Technology frames and framing: A socio-cognitive investigation of requirements determination." MIS Quarterly 26(4): 329.
	Requirements determination (RD) during information systems delivery (ISD) is a complex organizational endeavor, involving political, sensemaking, and communicative processes. This research draws on the analytic concept of technology frames of reference to develop a socio-cognitive process model of how frames and shifts in frame salience influence sensemaking during requirements determination. The model provides a theoretical and conceptual perspective that deepens understanding of requirements processes in organizations and of the socio-cognitive basis of power in ISD. This paper reports on a longitudinal case study, in which four technology frame domains were identified and the influence of frames on project participants' understanding of requirements was traced through eight RD episodes. Repeated shifts in the salience of the business value of IT and IT delivery strategies frames disrupted project participants' understanding of requirements and contributed to a turbulent RD process. Analysis of frames and framing helped explain how interpretive power was exercised, yet constrained, in this project. Implications for further research and for practice are considered.


Davis, D. M. (2003). "Like water for data flow." Interactions 10(1): n/a.
	This issue's Whiteboard takes a bit of a different tack from past columns. Rather than exhorting us to follow process A or stop making mistake B, Dineh Davis immerses herself in the almost mystical idea of water as a metaphor for information. She envisions water as helping us understand and appreciate the diversity in humanity's relationships with information and its technology, enabling us to increase user participation in its development. Now, you may see some problems with this idea. But I'd say that they're, er, soluble.<br>---Elizabeth Buie


Davis, F. D. (1989). "Perceived Usefulness, Perceived Ease of Use, and User Acceptance of Information Technology." MIS Quarterly 13(3): 318.
	Valid measurement scales for predicting user acceptance of computers are in short supply. Most subjective measures used in practice are unvalidated, and their relationship to system usage is unknown. The present research develops and validates new scales for two specific variables, perceived usefulness and perceived ease of use, which are hypothesized to be fundamental determinants of user acceptance. Definitions for these two variables were used to develop scale items that were pretested for content validity and then tested for reliability and construct validity in two studies involving a total of 152 users and four application programs. The measures were refined and streamlined, resulting in two six-item scales with reliabilities of.98 for usefulness and.94 for ease of use. The scales exhibited high convergent, discriminant, and factorial validity. Perceived usefulness was significantly correlated with both self-reported current usage (r=.63, Study 1) and self-predicted future usage (r =.85, Study 2). Perceived ease of use was also significantly correlated with current usage (r=.45, Study 1) and future usage (r=.59, Study 2). In both studies, usefulness had a significantly greater correlation with usage behavior than did ease of use. Regression analyses suggest that perceived ease of use may actually be a causal antecedent to perceived usefulness, as opposed to a parallel, direct determinant of system usage. Implications are drawn for future research on user acceptance. [ABSTRACT FROM AUTHOR]


Davis, G. B. (1980). The knowledge and skill requirements for the doctorate in MIS. Proceedings of the first ICIS.
	

Davis, G. B. (1982). "Strategies for Information Requirements Determination." IBM Systems Journal 21(1): 4.
	Usually, the needed determination in an information requirements determination strategy cannot be elicited through direct questions a systems analyst may put to the business manager or user. The user's ability to supply the needed information will be limited by his own inability to visualize the completed system. The analyst's difficulty in specifying the resources will be a consequence of communications problems in transferring information from user to analyst as well as of the inherent variety and complexity of information system requirements. Several methodologies are available to aid in forming an effective information requirements determination strategy. The selection of the best strategy is conditioned by the nature of the systems development need for which resource requirements must be determined, as well as by the experience levels of both the systems and user organizations.


Davis, G. B. and C. A. Parker (1997). Writing the Doctoral Dissertation: A Systematic Approach, Barron's Educational Series, Inc.
	

Davis, M. S. (1971). "That's Interesting." Philosophy of Social Science 47(22-43).
	

Davis, R. D. and R. P. Bagozzi (1989). "User acceptance of computer technology: a comparison of two theoretical models." Management Science 35(8): 982,22.
	

De Long, D. W. and L. Fahey (2000). "Diagnosing Cultural Barriers To Knowledge Management." Academy of Management Executive 14(4): 113-128.
	

Dearden, J. (1966). "Myth of Real-Time Management Information." Harvard Business Review 44(3): 123.
	The purpose of this article - aimed at a time span of the next five to seven years - is to raise some serious questions concerning the utility of a real-time information system for top management. With the new generation of computers, random access memories have become much less expensive than has been true until now. This fact, coupled with the advances made in data transmission equipment and techniques, will make many real-time applications economically feasible. Real-time methods will improve those systems where the lack of up-to-the-minute information has in the past resulted in increased costs or loss of revenue. Many companies will employ real-time methods to control all or part of their logistics systems. There are, of course, many other potential applications for real-time management information systems. The balance of this article considers top management's use of real-time systems.


Deardon, J. (1972). "MIS Is A Mirage." Harvard Business Review 50(1): 90.
	The widespread belief that all of a companys information networks can be gathered into an all-encompassing system is a delusion, insists an authority on management controls. it is born of a natural desire to improve coordination among the various corporate functions, but it is unworkable. the author demonstrates that there are many realistic ways to make information processing more effective and information interpretation more meaningful. most firms have several information systems that have very few similarities and many wide differences. coordination of these requires a large staff. a firm who believes in facing management information problems should consider these measures. 1. place competent people in each of the formal information systems. 2. examine the interfaces. 3. examine the logistics system. 4. organize a central computer group for systems control.


Deetz, S. (1996). "Describing differences in approaches to organization science: Rethinking Burrell and Morgan and their legacy." Organization Science 7(2): 191.
	A discussion on Gibson Burrell's and Gareth Morgan's Sociological Paradigms and Organisational Analysis is presented. The grid created by Burrell and Morgan had a significant impact on people. It is believed that this is due to the clarity of presentation and exhaustive compilation of literature. When the grid and discussion were published in 1979, those who were doing alternative work readily embraced it. But as organizational science and research agendas have continued to evolved, problems with the Burrell and Morgan grid have become more pressing in that the grid has been used to reify research approaches, and its dimensions of contrast obscure important differences in current research orientations and lead to poorly formed conflicts and discussions.


Deetz, S. (2001). Conceptual Foundations. The New Handbook of Organizational Communication.
	

Dekleva, S. (2000). "Electronic Commerce: A Half Empty Glass?" Communications of the Association for Information Systems.
	

DeLone, W. H. and E. R. McLean (1992). "Information Systems Success: The Quest for the Dependent Variable." Information Systems Research 3(1): 60.
	Discusses several factors which contributed to information systems (I/S) success. Taxonomy of I/S; Categories of I/S; Evaluation on the quality of the information processing system; Recipient consumption of the output of an information system.


DeLone, W. H. a. M., E.R. (2003). "The DeLone and McLean Model of Information Systems Success:  A Ten Year Update." Journal of Management Information Systems 19(4): 9,22.
	

Dennett, P. (1984). Cognitive W heels: The Frame Problem of AI. Minds, Machines and Evolution: Philosophical Studies.
	

Denning, P. (2001). "Who are we?" Communications of the ACM 44(2): 15 - 19.
	

Dennis, A. R. (1996). "Information exchange and use in group decision making: You can lead a group to information but you can’t make it think." MIS Quarterly 20(4): 433,25.
	

Dennis, A. R. and T. A. Carte (1998). "Using Geographical Information Systems for Decision Making: Extending Cognitive Fit Theory to Map-Based Presentations." Information Systems Research 9(2): 194.
	As the use of Geographical Information Systems (GIS) by business becomes more common, we need to better understand when these systems are and are not useful. This research uses a laboratory experiment to extend cognitive fit theory (Vessey 1991) to geographic tasks performed using either map-based presentations or tabular presentations. The experiment found that decision makers using a map-based presentation made faster and more accurate decisions when working on a geographic task in which there were adjacency relationships among the geographic areas. Decision makers using a map-based presentation made faster but less accurate decisions when working on a geographic task in which there were no relationships among the geographic areas.(Geographical Information Systems; Cognitive Fit; Maps; Graphics) [ABSTRACT FROM AUTHOR]


Dennis, A. R. and M. J. Garfield (2003). "The Adoption And Use of Gss In Project Teams: Toward More Participative Processes And Outcomes." MIS Quarterly 27(2): 289.
	This paper reports the results of a field study of six medical project teams that worked together in meetings over a seven-week period to develop plans to improve customer service within a hospital. Half the teams used a group support system (GSS), while the other half used traditional processes that were the habitual norms for this organization. In the teams using traditional project team processes, the leaders defined the teams' project goal directed discussions, recorded and controlled the teams' notes, assigned tasks to team members, and prepared and presented the teams' report. In the GSS teams, the leaders faced leadership challenges or abdicated, regular members participated to a greater extent, the project goal emerged from team discussion, and the teams' notes were open and widely distributed. In short, processes in the GSS teams were more participatory and democratic. At first, teams found the GSS-based meeting processes very uncomfortable and returned to traditional verbal discussion-based processes. Once they returned to these traditional processes, however, they found them uncomfortable and moved back to include more electronic communication-based processes. Participants' attitudes (satisfaction, perceived effectiveness, and cohesiveness) were initially lower in GSS teams, but gradually increased, until they equaled those of the traditional teams. There were significant differences in overall project outcomes: traditional teams developed conservative projects that met the unstated project agenda perceived by the team leaders. In contrast, GSS teams developed projects more closely aligned to the interests of team members. [ABSTRACT FROM AUTHOR]


Dennis, A. R. and S. T. Kinney (1998). "Testing Media Richness Theory in the New Media: The Effects of Cues, Feedback, and Task Equivocality." Information Systems Research 9(3): 256.
	Media richness theory argues that performance improves when team members use richer media for equivocal tasks. This experiment studied the effects of media richness on decision making in two-person teams using "new media" (i.e., computer-mediated and video communication). Media richness was varied based on multiplicity of cues and immediacy of feedback. Subjects perceived differences in richness due to both cues and feedback, but matching richness to task equivocality did not improve decision quality, decision time, consensus change, or communication satisfaction. Use of media providing fewer cues (i.e., computer mediated communication) led to slower decisions and more so for the less equivocal task. In short, the results found no support for the central proposition of media richness theory; matching media richness to task equivocality did not improve performance. (Media Richness Theory; Information Cues; Feedback; Equivocality; Videoconferencing; Group Support System) [ABSTRACT FROM AUTHOR]


Dennis, A. R. and J. S. Valacich (1999). Rethinking Media Richness: Toward a Theory of Media Synchronicity. Proceedings of the HICSS.
	

Dennis, A. R. and J. S. Valacich (2001). "Conducting research in information systems: Tutorial." Communications of AIS.
	

Dennis, A. R., B. H. Wixom, et al. (2001). "Understanding fit and appropriation effects in group support systems via meta-analysis." MIS Quarterly 25(2): 167.
	This paper develops a new model for interpreting GSS effects on performance (a Fit-Appropriation Model), which argues that GSS performance is affected by two factors: 1. the fit between the task and the GSS structures selected for use (i.e., communication support and information processing support), and 2. the appropriation support the group receives in the form of training, facilitation, and software restrictiveness to help them effectively incorporate the selected GSS structures into their meeting process. A meta-analysis using this model to organize and classify past research found that when used appropriately (i.e., there is a fit between the GSS structures and the task, and the group receives appropriation support), GSS use increased the number of ideas generated, took less time, and led to more satisfied participants than if the group worked without the GSS. The study concludes that when using this theoretical lens, the results of GSS research do not appear inconsistent.


DeSanctis, G. (1993). Shifting Foundations in Group Support System Research. Group Support Systems: New Perspectives.
	

DeSanctis, G. (1998). "Communication Processes for Virtual Organizations." Journal of Computer Mediated Communication 3(4).
	

DeSanctis, G. and B. R. Gallupe (1987). "A Foundation for the Study of Group Decision Support Systems." Management Science 33(5): 589,21.
	

DeSanctis, G. and M. S. Poole (1994). "Capturing the complexity in advanced technology use: Adaptive structuration theory." Organization Science 5(2): 121.
	Adaptive structuration theory (AST) is proposed as a viable approach for studying the role of advanced information technologies in organization change. AST examines the change process from 2 viewpoints: 1. the types of structures that are provided by advanced technologies and 2. the structures that actually emerge in human action as people interact with these technologies. The small group meeting and the use of a group decision support system (GDSS) illustrates the principles of AST. A major strength of AST is that it expounds the nature of social structures within advanced information technologies and the key interaction processes that figure in their use. By capturing these processes and tracing their impacts, the complexity of the technology-organization relationships can be revealed.


Desouza, K. and R. Evaristo (2003). "Global knowledge management strategies." European Management Journal 21(1): 62.
	This paper addresses the issue of managing knowledge within firms that span multiple countries. Through a series of semi-structured interviews with 29 senior managers, spanning 3 continents and 11 firms, insights are presented on knowledge management approaches and strategies being undertaken. In the organizations interviewed, it found presence of three strategies for knowledge management: Headquarter Commissioned and Executed, Headquarter Commissioned and Regionally Executed, and Regionally Commissioned and Locally Executed. It also discusses challenges faced in executing global knowledge management initiatives.


Desouza, K. C. (2003). "Facilitating Tacit Knowledge Exchange." Communications of the ACM 46(6): 85 - 88.
	

Devaraj, S. and R. Kohli (2003). "Performance Impacts of information technology: Is actual usage the missing Link?" Management Science 49(3): 273,17.
	

Devaraj, S., Ming Fan, et al. (2002). "Antecedents of B2C Channel Satisfaction and Preference: Validating e-Commerce Metrics." Information Systems Research 13(3): 316.
	Although electronic commerce (EC) has created new opportunities for businesses as well as consumers, questions about consumer attitudes toward Business-to-Consumer (B2C) e-commerce vis-a-vis the conventional shopping channels continue to persist. This paper reports results of a study that measured consumer satisfaction with the EC channel through constructs prescribed by three established frameworks, namely the Technology Acceptance Model (TAM), Transaction Cost Analysis (TCA), and Service Quality (SERVQUAL). Subjects purchased similar products through conventional as well as EC channels and reported their experiences in a survey after each transaction. Using constructs from the three frameworks, a model was constructed and tested to examine the determinants of the EC channel satisfaction and preference using the survey data. Structural equation model analyses indicate that metrics tested through each model provide a statistically significant explanation of the variation in the EC consumers' satisfaction and channel preference. The study found that TAM components--perceived ease of use and usefulness--are important in forming consumer attitudes and satisfaction with the EC channel. Ease of use also was found to be a significant determinant of satisfaction with the EC channel. Ease of use also was found to be a significant determinant of satisfaction in TCA. The study found empirical support for the assurance dimension of SERVQUAL as determinant in EC channel satisfaction. Further, the study also found general support for consumer satisfaction as a determinant of channel preference. [ABSTRACT FROM AUTHOR]


Dewan, S. and S. C. Michael (1998). "Firm Characteristics and Investments in Information Technology: Scale and Scope Effects." Information Systems Research 9(3): 219.
	This paper conducts an empirical analysis of the link between the scale and scope of the firm and information technology (IT) investments, emphasizing the role of IT in coordination and control. We extend the economic production function framework to include variables related to the boundaries of the firm, including related and unrelated diversification, vertical integration and growth options, and we estimate the resulting model on a data set based on annual surveys of IT spending by large U.S. firms, conducted by Computerworld during the period 1988-1992. Our results suggest that the level of IT investment is positively related to the degree of firm diversification, perhaps reflecting the greater need for coordination of assets within diversified firms. We further find that related diversification demands greater IT investment than unrelated diversification. Firms that are less vertically integrated have a higher level of IT investment. Finally, firms with fewer growth options in their investment opportunity set tend to have a higher IT investment, consistent with an agency perspective which predicts excessive IT investment by managers with "free" cash flow. Put together, these empirical relations between IT investments and firm characteristics help us better understand the role of IT in coordination and control and the choices firms make in information systems and strategy.(Information Technology Investment; Information Systems Strategy; Scale and Scope; Coordination; Diversification) [ABSTRACT FROM AUTHOR]


Dhar, V. (1998). "Data Mining in Finance: Using Counterfactuals to Generate Knowledge from Organizational Information Systems." Information Systems 23(7): 423-437.
	

Dickson and DeSanctis (1986). "Understanding the Effectiveness of Computer Graphics for Decision Support." Communications of the ACM 29(1): 40 - 47.
	

Dickson, G. W. (1981). "Management Information Systems: Evolution and Status." Advances in Computers.
	

Dickson, G. W. and J. a. C. Senn, N. (1977). "Research in management information systems: The Minnesota experiments." Management Science 23(9): 913,11.
	

Dickson, G. W. and J. K. Simmons (1970). "The Behavioral Side of MIS: Some Aspects of the People Problem." Business Horizons 13(4): 59-71.
	

Dierickx, I. a. K. C. (1989). "Asset Stock Accumulation and Sustainability of Competitive Advantage." Management Science 35(12): 1504,8.
	

Dietterich, T. (2003). Machine Learning. Nature Encyclopedia of Cognitive Science.
	

DiMaggio, P. J. (1995). "Comments on What Theory is Not." Administrative Science Quarterly 40(3): 391-398.
	

Doll, W. J. (1985). "Avenues for top management involvement in successful MIS development." MIS Quarterly 9(1): 17,19.
	

Doll, W. J. and G. Torkzadeh (1988). "The Measurement of End-User Computing Satisfaction." MIS Quarterly 12(2): 259.
	Traditional versus end-user computing environments are compared. A report is presented on the development of an instrument that merges ease of use and information product items to measure the satisfaction of users who interact with the computer for a specific application. A survey of 618 end users from 44 firms was used to conduct a factor analysis and to modify the instrument. A 12-item instrument that measures 5 components of end-user satisfaction (content, accuracy, format, ease of use, and timeliness) is suggested by the results. Evidence of the instrument's discriminant validity is given, and reliability and validity are assessed by nature and type of application. Standards for evaluating end-user applications are presented. The instrument's usefulness for achieving more precision in research questions is examined.


Doll, W. J. and W. Xia (1994). "A confirmatory factor analysis of the end-user computing satisfaction instrument." MIS Quarterly 18(4): 453,9.
	

Don Batory (1992). "The Design and Implementation of Hierarchical Software Systems with Reusable Components." ACM Transactions on Software Engineering and Methodology 1(4): 355 - 398.
	

Donaldson, L. (1992). "The Weick Stuff: Managing Beyond Games." Organization Science 3(4): 461-466.
	

Dreyfus, H. (2001). On the Internet, Routledge.
	

Dreyfus, H. and P. Rabinow (1982). Michel Foucault: Beyond Structuralism and Hermeneutics, University of Chicago Press.
	

Droege, S. B. a. H., J. (2003). "Employee Turnover And Tacit Knowledge Diffusion: A Network Perspective." Journal of Managerial Issues 15(1): 50-65.
	

Dubin, R. (1976). Theory building in applied areas. Handbook of Industrial and Organizational Psychology.
	

Duliba, K. A., R. J. Kauffman, et al. (2001). "Appropriating value from computerized reservation system ownership in the airline industry." Organization Science 12(6): 702.
	The purpose of this paper is to evaluate the appropriation of value by computerized reservation systems owners from deploying systems in travel agencies. These benefits, beyond fees from travel agents, should be seen in the vendor airline's market share between cities and in the overall performance of the airline at an industry level. This paper models airline performance as a function of computerized reservation systems ownership at 2 levels: for selected city-pairs and at the overall level of the firm. The results of both analyses support hypotheses that computerized reservation systems ownership is positively related to airline performance. It appears that strong airlines have appropriated the benefits of their computerized reservation systems, turning them into highly specialized assets for further travel-related innovation.


Duncan, M. B. (1995). "Capturing Flexibility of Information Technology Infrastructure: A study of resource characteristics and their measure." Journal of Management Information Systems 12(2): 37,21.
	

Dunn, C. and S. Grabski (2001). "An investigation of localization as an element of cognitive fit in accounting model representations." Decision Sciences 32(1): 55.
	Cognitive fit, a correspondence between task and data representation format, has been demonstrated to lead to superior task performance by individual users of various problem representations such as tables, graphs, maps, and schematic faces. The current study extends cognitive fit to accounting models and integrates cognitive fit theory with the concept of localization to provide additional evidence for how cognitive fit works. Two accounting model representations are compared in this study, the traditional DCA accounting model and the REA accounting model. Results indicate that the localization of relevant objects of linkages is important in establishing cognitive fit.


Durding, B. M., Becker, Curtis A., and Gould, John D. (1977). "Data Organization." Human Factors 19(1): 1-14.
	

Dutta, A. (2001). "Business Planning for Network Services: A Systems Thinking Approach." Information Systems Research 12(3): 260.
	As demand for online network services continues to grow, service providers are looking to meet this need and avail themselves of business opportunities. However, despite strong growth in demand,providers continue to have dif.culty achieving profitability, customer churn remains high,and network performance continues to draw complaints. We suggest that strategicbusiness planning for network services would benefit from a systems thinking approach that analyzes the feedback effects present in the underlying business process. These feedback loops can be complex and have significant impact n business performance. For instance, while the size of a providers customer base depends on price and network performance, network performance is itself dependent on the size of the customer base. In this paper, we develop a planning model that represents these feedback effects using the finite difference equations methodology of systems dynamics.The model is validated by showing its fit with essential characteristics of the underlying problem domain,and by showing its ability to rep- licate observed reference mode behaviors.Simulations are then carried out under a variety of scenarios to examine issues important to service providers.Among other findings,the simulations suggest that (a) under flat-rate pricing, lowering price to increase customer base can hurt profitability as well as network performance; (b) under usage-based pricing, lowering price need not necessarily lead to a larger customer base; and (c) in addition to price, the customers of threshold of tolerance for performance degradation plays a significant role in balancing market share with profitability. We briefly present a prototype decision support system based on the systems thinking approach, and suggest ways in which it could be used to help business planning for network services. [ABSTRACT FROM AUTHOR]


Earl, M. (2001). "Knowledge Management Strategies: Toward A Taxonomy." Journal of Management Information Systems 18(1): 215,19.
	

Earl, M. and B. Khan (2001). "E-Commerce Is Changing the Face of IT." MIT Sloan Management Review 43(1): 64.
	Companies that heavily invested in Internet technologies are having 2nd thoughts. They are realizing that the IT structure must mesh with business goals and be flexible enough to launch applications in months, sometimes weeks. Traditional IT models that emphasize back-office functions, yearlong development cycles and a separation of tasks are outmoded. A survey of companies involved in e-commerce found that IT perceptions and practices are evolving rapidly. It found marked differences in the way established brick-and-mortar companies, dot-com startups and e-commerce boutique companies and spinoffs see the IT function. The separation between IT and "the business" is disappearing.


Earl, M. J. (1996). "The Risks of Outsourcing IT." Sloan Management Review 37(3): 26.
	Although large corporations continue to outsource IT services, the issues of whether and how to outsource generate strong emotions on the part of managers. Many practitioners and academics now argue for selective or smart sourcing. Analysis shows 11 risks of outsourcing that should be considered: 1. possibility of weak management, 2. inexperienced staff, 3. business uncertainty, 4. outdated technology skills, 5. endemic uncertainty, 6. hidden costs, 7. lack of organizational learning, 8. loss of innovative capacity, 9. dangers of eternal triangle, 10. technological indivisibility, and 11. fuzzy focus. As corporate knowledge about IT outsourcing continues to advance, the strategy of selective or smart sourcing may become the norm.


Earl, M. J. and D. F. Feeny (1994). "Is Your CIO Adding Value?" Sloan Management Review 35(3): 11.
	Chief information officers (CIO) have the difficult job of running a function that uses a lot of resources but that offers little measurable evidence of its value. To make the information systems department an asset to their companies - and to keep their jobs - CIOs should think of their work as adding value in certain key areas. The CIO' ability to add value is the biggest single factor in determining whether the organization views information technology (IT) as an asset or a liability. The results of various research projects and the information compiled from interviews of CEOs and CIOs of 60 organizations are examined. From the data, 2 patterns emerge: 1. CEOs appear to be polarized between those who see IT as a strategic resource and those who see IT as a cost. 2. The CIO's role and actions are crucial in ensuring that IT is deployed for strategic advantage and that the information system function delivers value.


Easterby-Smith, M., M. Crossan, et al. (2000). "Organizational Learning: Debates Past, Present And Future." Journal of Management Studies 37(6): 783,14.
	

Eco, U. (1976). A Theory of Semiotics. Bloomington, Indiana University Press.
	

Edmondson, A. C., A. B. Winslow, et al. (2002). "Learning How And Learning What: Effects of Tacit And Codified Knowledge On Performance Improvement Following Technology Adoption." Decision Sciences 34(2): 197-324.
	

Edvinsson, L. (1997). "Developing Intellectual Capital at Skandia." Long Range Planning 30(3): 366,8.
	

Edwards, J. R. and R. P. Bagozzi (2000). "On the Nature and Direction of the Relationship Between Constructs and Measures." Psychological Methods 5: 155-174.
	

Ehrlich, K. and A. Henderson (2000). "(Inter)facing the Millenium: Where Are We (Going)?" Interactions: 19-30.
	

Ein-dor, P. (1978). "Organizational context and the success of information systems." Management Science 24(10): 1064,14.
	

Ein-Dor, P., E. Segev, et al. (1993). "The Effect of National Culture on IS: Implications for International Information Systems." Journal of Global Information Management 1(1): 33-44.
	

Eirinaki, M. and M. Vazirgiannis (2003). "Web Mining For Web Personalization." ACM Transactions on Internet Technology 3(1): 1 - 27.
	

Eisenhardt, K. (1989). "Building Theories from Case Study Research." Academy of Management Review 14(4): 532-551.
	

Eisenhardt, K. M. (1989). "Agency Theory:  An Assessment and Review." Academy of Management Review 14(1): 57-75.
	

Eisenhardt, K. M. (1991). "Better stories and Better constructs: the case for rigor and comparative logic." Academy of Management Review 16(3): 620-628.
	

Eisenstadt, M. (1997). "My Hairiest Bug War Stories." Communications of the ACM 40(4): 30 - 37.
	

El-Shinnawy, M. and A. S. Vinze (1998). "Polarization and persuasive argumentation: A study of decision making in group settings." MIS Quarterly 22(2): 165.
	This research focuses on group decision making from both an outcome and a process-based perspective. This study draws from the well-established literature of group polarization, as well as the growing body of GSS literature, to develop a model to study group polarization in a contemporary communication context. The proposed model focuses on communication medium, task characteristics, group composition, and their interaction as explanations for the outcome of group polarization and the process that precedes it. The analysis indicates that, for both process and outcomes, the medium of communication and task characteristics interact with one another to provide the dominant explanation. The findings reported in this study are of importance to organizations that increasingly rely on groups as units of decision making. The results also provide insight to researchers of group decision making and to future developers and users of group support systems. [ABSTRACT FROM AUTHOR]


Elam, J. J. and M. Mead (1990). "Can Software Influence Creativity?" Information Systems Research 1(1): 1.
	Explores the influence of computer software on the creativity of decision support systems (DSS). Link between creativity research and DSS; Hypotheses related to the use of a creativity-enhancing DSS tested in experiments; Assumptions upon which the validity of the promise of DSS depend; Guidelines for designing DSS.


Elkan, C. (2001). The Foundations of Cost Sensitive Learning. Proceedings Seventh International Joint Conference on Artificial Intelligence.
	

Ericcson, M. (2000). Developing Large-scale Systems with the Rational Unified Process. Rational Software White Paper.
	

Esteves, J. and J. Pastor (2001). "Enterprise Resource Planning Systems Research: An Annotated Bibliography." Communications of the Association for Information Systems.
	

Evans, J. (1991). Creative Thinking in the Decision and Management Sciences. Cincinnati, South-Western Publishing.
	

Eveland, J. and T. Bikson (1998). "Work group structures and computer support: A field experiment." ACM transaction of office Information Systems.
	

Eveland, J. D. (1990). The deployement of Technology. The process of technological innovation.
	

Ewusi-Mensah, K. and Z. H. Przasnyski (1991). "On information systems project abandonment: An exploratory study of organizational practices." MIS Quarterly 15(1): 67.
	Information systems failure is a widely recognized problem in the IS community. However, abandonment of IS projects is an aspect of IS failure that has not gained much attention in either IS practice or research. This article examines the organizational practices resulting in the underlying characteristics of IS project abandonment. The results of a survey show IS project abandonment to be a complex multidimensional issue defying easy explanations. IS projects may be abandoned for any combination of factors including cost overruns and/or schedule slippages, technological inadequacies, and behavioral, political, or organizational issues. The last set of factors emerged as being the most dominant in most companies' decisions. [ABSTRACT FROM AUTHOR]


Fang, X., O. R. L. Sheng, et al. (Forthcoming). "A Data-Mining-Based Prefetching Approach to Caching For Network Storage Systems." INFORMS Journal on Computing.
	

Fang, X., O. R. L. Sheng, et al. (2001). Netshark: A Caching Based Geographically Distributed Network Storage System. Proceedings of Workshop on Information Technology Systems, New Orleans.
	

Faraj, S. and L. Sproull (2000). "Coordinating expertise in software development teams." Management Science 46(12): 1554,15.
	

Farhoomand, A. (1987). "Scientific progress of management information systems." Database.
	

Farhoomand, A. F. and D. H. Drury (2002). "Managerial Information Overload." Communications of the ACM 45(10): 127 - 131.
	

Fayad, M. E., Hamu, D. S., and Brugali, D (2000). "Enterprise Frameworks Characteristics, Criteria, And Challenges." Communications of the ACM 43(10): 39 - 46.
	

Fayyad, U., G. Piatetsky-Shapiro, et al. (1996). "From Data Mining to Knowledge Discovery in Databases." AI Magazine.
	

Fedorowicz, J. and A. O. Villeneuve (1999). "Surveying object technology usage and benefits: A test of conventional wisdom." Information & Management 35(6): 331.
	Vendors and developers alike profess a profound shift in the paradigm of systems analysis, design, and programming based on object-oriented techniques. A survey was sent to over 1,200 IS professionals with an expressed interest in OO. The results of the questionnaire provided descriptive information on their level of expertise with OO in use in the field and also to garnered professional perceptions on the usefulness and benefits of various aspects of OO use. It was found that many vendor-touted benefits are upheld by professionals using these tools, yet not always to the extent predicted. In particular, the techniques were harder to learn than expected and do not give a novice an anticipated edge in acquiring professional expertise. Overall, however, respondents preferred to use OO for application development, as well as to support team-based activities such as client communications, project team communications, and new team member familiarization. The most favorable preferences and benefits were reported by those respondents who have used OO most.


Feeny, D. F. and L. P. Willcocks (1998). "Core IS Capabilities for Exploiting Information Technology." Sloan Management Review 39(3): 9.
	To achieve lasting competitiveness through IT, companies face 3 enduring challenges: 1. focusing information systems (IS) efforts to support business strategies and using IT innovations to develop new, superior strategies, 2. devising and managing effective strategies for the delivery of low-cost, high-quality IS services, and 3. choosing the technical platform on which to mount IS services. Three strands of research - on the CIO's role and experience, the CIO's capabilities, and IS/IT outsourcing - demonstrate that businesses need 9 core IS capabilities to address these challenges. These capabilities include business systems thinking, architecture planning, and informed buying. IS professionals and managers need to demonstrate a changing mix of technical, business, and interpersonal skills.


Feldman, M. S. and J. G. March (1981). "Information in organizations as signal and Symbol." Administrative Science Quarterly 26(2): 171-187.
	

Feltham, G. A. (1968). "The Value of Information." Accounting Review 43(4): 684-697.
	

Feyerabend, P. (1975). How to Defend Society Against Science. Introductory readings in the philosophy of science Rev. E. D. Klemke, R. Hollinger and A. D. Kline. Buffalo, NY, Prometheus: 34-44.
	

Fichman, R. G. (1992). Information Technology Diffusion: A review of emperical research. 13th International Conference of Information Systems.
	

Fichman, R. G. (2000). The Diffusion and Assimilation of Information Technology Innovations. Framing the Domains of IT Management Research: Glimpsing the Future through the Past'.
	

Fichman, R. G. (2001). "The Role of Aggregation In The Measurement of It-Related Organizational Innovation." MIS Quarterly 25(4): 427.
	The extent of organizational innovation with information technology, an important construct in the IT innovation literature, has been measured in many different ways. Some measures have a narrow focus while others aggregate innovative behaviors across a set of innovations or stages in the assimilation lifecycle. There appear to be some significant tradeoffs involving aggregation: more aggregated measures can be more robust and generalizable and can promote stronger predictive validity, while less aggregated measures allow more context-specific investigations and can preserve clearer theoretical interpretations. This article begins with a conceptual analysis that identifies the circumstances when these tradeoffs are most likely to favor aggregated measures. It is found that aggregation should be favorable when: (1) the researcher's interest is in general innovation or a model that generalizes to a class of innovations, (2) antecedents have effects in the same direction in all assimilation stages, (3) characteristics of organizations can be treated as constant across the innovations in the study, (4) characteristics of innovations can not be treated as constant across organizations in the study, (5) the set of innovations being aggregated includes substitutes or moderate complements, and (6) sources of noise in the measurement of innovation may be present. The article then presents an empirical study using data on the adoption of software process technologies by 608 U.S. based corporations. This study--which had circumstances quite favorable to aggregation--found that aggregating across three innovations within a technology class more than doubled the variance explained compared to single innovation models. Aggregating across assimilation stages also had a slight positive effect on predictive validity. Taken together, these results provide initial confirmation of the conclusions from the conceptual analysis regarding the circumstances favoring aggregation. [ABSTRACT FROM AUTHOR]


Fichman, R. G. and C. F. Kemerer (1997). "The assimilation of software process innovations: An Organizational learning perspective." Management Science 43(10): 1345,19.
	

Fichman, R. G. and C. F. Kemerer (1999). "The Illusory Diffusion of Innovation: An Examination of Assimilation Gaps." Information Systems Research 10(3): 255.
	Innovation researchers have known for some time that a new information technology may be widely acquired, but then only sparsely deployed among acquiring firms. When this happens, the observed pattern of cumulative adoptions will vary depending on which event in the assimilation process (i.e., acquisition or deployment) is treated as the adoption event. Instead of mirroring one another, a widening gap--termed here an assimilation gap--will exist between the cumulative adoption curves associated with the alternatively conceived adoption events. When a pronounced assimilation gap exists, the common practice of using cumulative purchases or acquisitions as the basis for diffusion modeling can present an illusory picture of the diffusion process--leading to potentially erroneous judgments about the robustness of the diffusion process already observed, and of the technology's future prospects. Researchers may draw inappropriate theoretical inferences about the forces driving diffusion. Practitioners may commit to a technology based on a belief that pervasive adoption is inevitable, when it is not.This study introduces the assimilation gap concept, and develops a general operational measure derived from the difference between the cumulative acquisition and deployment patterns. It describes how two characteristics--increasing returns to adoption and knowledge barriers impeding adoption--separately and in combination may serve to predispose a technology to exhibit a pronounced gap. It develops techniques for measuring assimilation gaps, for establishing whether two gaps are significantly different from each other, and for establishing whether a particular gap is absolutely large enough to be of substantive interest. Finally, it demonstrates these techniques in an analysis of adoption data for three prominent innovations in software process technology--relational database management systems (RDBs), general purpose fourth generation languages (4GLs), and computer aided so. [ABSTRACT FROM AUTHOR]


Field, T. (1997). When bad things happen to good projects. CIO. 11: 54.
	When it began in 1993, a project to computerize the paper-based records of the Oregon Department of Motor Vehicles (DMV) was reported to be a 5-year, $50 million initiative that could downsize the department's DMV workforce by 1/5 and save $7.5 million annually. After 2 years, the 5-year project's completion date crept to 2001, and the estimated total budget ballooned to $123 million. In 1996, a prototype was rolled out, but according to one consultant, by the middle of the week the new system was fired up, the DMV test office had longer lines than ever backed up around the block. In response to public outcry, state officials killed the project. There is now an active movement to privatize Oregon's DMV. IS projects are often doomed from the start because developers fail either to properly assess users' needs or to accurately define the project's scope. The Oregon DMV case is an example of the latter. The failure factor that goes hand in hand with scope definition is scope creep.


Fielding, R. T. a. T., R. N (2002). "Principled Design of the Modern Web Architecture." ACM Transactions on Internet Technology 2(2): 115 - 150.
	

Fikes, R. and T. Kehler (1985). "The Role of Frame-based Representation in Reasoning." Communications of the ACM 28(9): 904 - 920.
	

Fiol, C. M. a. L., M. (1985). "A Organizational Learning." Academy of Management Review 10(4): 803-814.
	

Firat, S. M. and B. Grosof (2002). Financial Information Integration in the Presence of Equational Ontological Conflicts. Proceedings of Workshop on Information Technology and Systems, Barcelona, Spain.
	

Fischer, M. J. (1996). "Real-izing the benefits of new technologies as a source of audit evidence: an interpretive field study." Accounting, Organizations and Society 21(2-3): 219-242.
	

Fisher, C. W., I. Chengalur-Smith, et al. (2003). "The Impact of Experience and Time on the Use of Data Quality Information in Decision Making." Information Systems Research 14(2): 170.
	Data Quality Information (DQI) is metadata that can be included with data to provide the user with information regarding the quality of that data. As users are increasingly removed from any personal experience with data, knowledge that would be beneficial in judging the appropriateness of the data for the decision to be made has been lost. Data tags could provide this missing information. However, it would be expensive in general to generate and maintain such information. Doing so would be worthwhile only if DQI is used and affects the decision made. This work focuses on how the experience of the decision maker and the available processing time influence the use of DQI in decision making. It also explores other potential issues regarding use of DQI, such as task complexity and demographic characteristics. Our results indicate increasing use of DQI when experience levels progress through the stages from novice to professional. The overall conclusion is that DQI should be made available to managers without domain-specific experience. From this it would follow that DQI should be incorporated into data warehouses used on an ad hoc basis by managers. [ABSTRACT FROM AUTHOR]


Fisher, J. (1999). "Improving the usability of information systems: The role of the technical communicator." European Journal of Information Systems 8(4): 294.
	A successful information system implementation requires effective logical analysis, sound technical construction, effective design for users and successful change management during implementation. If these conditions are not present then in all probability the system will be a failure. Ensuring a system is successful from a user's perspective is primarily about usability. There are many aspects of information system design that impact on usability including: online help, the design of the user interface, system and error messages. These aspects need consideration early in the development cycle. The need for improved usability design in information systems is discussed and results of recent research which examined the role of technical communicators in systems development and explored the extent to which their work improved system usability are presented. It is found that from a user's perspective an improved system results when technical communicators are involved particularly in the early stages of the development process.


Fisher, M. L. (1997). "What is the Right Supply Chain for your Product." Harvard Business Review 75(2): 105-116.
	

Fisher, M. L., K. Ramdas, et al. (2000). "Component Sharing in the Management of Product Variety: A study of Automaotive Braking Systems." Management Science 45(3): 297,19.
	

Fitzgerald, B. and D. Howcroft (1998). "Towards dissolution of the IS Research Debate: From Polarization to Polarity." Journal of Information Technology 13(4): 313-326.
	

Fitzpatrick, J. and J. Secrist (1998). Secrets for a Successful Dissertation, Sage Publications, Inc.
	

Fjermestad, J., and Hiltz, S. R. (1998/99). "An Assessment of Group Support Systems Experimental Research: Methodology and Results." Journal of Management Information Systems 15(3): 7,143.
	

Fleck, J. (1994). "Learning by trying: The implementation of configurational technology." Research Policy 23(6): 637.
	Some issues concerning the nature of technological development are examined, with particular reference to a case study of the implementation of computer-aided production management (CAPM). CAPM is an example of a configurational technology, built up to meet specific organizational requirements. There is scope in the development of configurations for significant innovation to take place during implementation itself, through a distinctive form of learning by struggling to get it to work or learning by trying. Although particular elements, such as materials requirements planning modules, can be individually employed, it is their incorporation as components into wider operating configurations that ultimately determines their degree of success. A wide variability among configurations of CAPM is therefore to be expected, reflecting the relative importance of organizational and market contingencies, rather than universally defined technological trajectories.


Floridi, L. (2002). "What is the Philosophy of Information?" Metaphilosophy 33(1-2): 123-145.
	

Foss, B., I. Henderson, et al. (2002). "Managing the quality and completeness of customer data." Journal of Database Management 10(2): 139.
	Although companies have been collecting customer-related data for years, this was normally for administration rather than customer management. While larger companies have more recently collected customer data for database marketing - to recruit new customers, sell more to existing customers, support customer service operations, and retain customers - returns are usually limited because most data are still held and used departmentally. The growth of contact centers, e-commerce, and more complex value chains has raised additional issues of enterprise data management and exploitation, while demonstrating beyond doubt that available data are insufficient to support new customer management processes. The article considers these issues and proposed tried and tested approaches for addressing these customer data management issues in a practical and achievable manner.


Frederick, S., G. Loewenstein, et al. (2002). "Time discounting and time preference: A critical review." Journal of Economic Literature 40(2): 351.
	Intertemporal choices -- decisions involving trade-offs among costs and benefits occurring at different times -- are important and ubiquitous. Such decisions not only affect one's health, wealth and happiness, but, may also, as Adam Smith's first recognized, determine the economic prosperity of nations. In this paper, empirical research on intertemporal choice is reviewed, and an overview of recent theoretical formulations that incorporate insights gained from this research are presented. The insights have spawned new series of intertemporal choice that revive many of the psychological considerations discussed by early students of intertemporal choice -- considerations that were effectively dismissed with the introduction of the discounted utility model.


Freeman, L. A., S. L. Jarvenpaa, et al. (2000). "The supply and demand of information systems doctorates: Past, present, and future." MIS Quarterly 24(3): 355.
	This paper reports on a survey of North American IS programs and secondary data assessing the supply and demand of Information Systems (IS) doctorates. The data document a large and growing lack of supply to meet current and future demand. Demographic factors - including the number of university students, their selection of majors, and retirements among IS faculty - favor a probable scenario for continuing strong demand for IS faculty in the longer term. It is argued that the severe imbalance will continue if the current state of the economy and businesses' need for technically-savvy managers continues. Implications and recommendations are presented for ensuring the long-term health of the IS discipline in addressing this imbalance.


Fremantle, P., Weerawarana, S., And Khalaf, R (2002). "Enterprise Services." Communications of the ACM 45(10): 77 - 82.
	

Fritz, M. B. W. and S. Narasimhan (1998). "Communication and Coordination in the Virtual office." Journal of Management Information Systems 14(4): 7,22.
	

Frost, P. J. and R. E. Stablein (1992). Doing Exemplary Research. Newbury Park, CA, Sage.
	

Fui-Hoon Nah, F. and I. Benbasat (2004). "Knowledge-based Support in a Group Decision Making Context: An Expert-Novice Comparison." Journal of the Association for Information Systems 5(3): 125.
	This research examines the use of knowledge-based and explanation facilities to support group decision making of experts versus novices. Consistent with predictions from the persuasion literature, our results show that experts exhibit a higher level of criticality and involvement in their area of expertise; this not only decreases their likelihood of being persuaded by a knowledge-based system, but also accounts for a lower group consensus among experts as compared to novices. Novices are more easily persuaded by the system and find the system to be more useful than experts do. This research integrates theories from the persuasion literature to understand expert-novice differences in group decision making in a knowledge-based support environment The findings suggest that the analyses and explanations provided by knowledge-based systems better support the decision making of novices than experts. Future research is needed to integrate other types of information provision support (e.g., cognitive feedback) into knowledge-based systems to increase their effectiveness as a group decision support tool for domain experts. [ABSTRACT FROM AUTHOR]


Fulk, J. (1993). "Social Construction of Communication Technology." Academy of Management Journal 36(5): 921-951.
	

Fulk, J. and L. Collins-Jarvis (2001). Wired Meetings: Technological Mediation of Organizational Gatherings. The New Handbook of Organizational Communication.
	

Gadamer, H.-G. (1992). Philosophical Hermeneutics. Albany, NY, SUNY Press.
	

Galbraith, J. R. (1974). "Organizational Design:  An Information Processing View." Interfaces 4(3): 28-36.
	

Galegher, J. and R. E. Kraut (1994). "Computer-mediated Communication for Intellectual Teamwork: An Experiment in Group Writing." Information Systems Research 5(2): 110.
	Focuses on a study which examined the effects of computer-mediated communication on group processes and performance. Manipulation of communication modality; Association of evaluations and work activities; Effects of communication modality on social experience.


Galegher, J., L. Sproull, et al. (1998). "Legitimacy, authority, and community in electronic support groups." Written Communication 15(4): 493.
	In electronic support groups, people use Internet-based electronic text communication to discuss personal problems or disorders with otehrs who share common circumstances. Although their discussions exist only in the electronic medium, these groups can be viewed usefully as discourse communities.


Galletta, D. (2001). "Coming of age: Special interest groups in AIS." Communications of the ACM.
	

Galliers, R. D. (1985). In search of a paradigm for information systems research. Research Methods in Information Systems. E. Mumford, R. Hirschheim, G. Fitzgerald and A. T. Wood-Harper. Amsterdam, North Holland: 281-297.
	

Galliers, R. D. (1992). Information Systems Research: Issues, Methods and Practical Guidelines. Oxford, Blackwell Scientific Publications.
	

Galliers, R. D. and F. F. Land (1987). "Choosing Appropriate Information Systems Research Methodologies." Communications of the ACM 30(11): 901 - 902.
	

Galliers, R. D. and F. F. Land (1988). "Technical Correspondence: Response." Communications of the ACM.
	

Gasser, L. (1986). "The Integration of Computing and Routine Work." ACM Transactions on office Information systems.
	

Gattiker, U. E. and H. Kelley (1999). "Morality and Computers: Attitudes and Differences in Moral Judgments." Information Systems Research 10(3): 233.
	Business ethics is an emerging area of research in many subfields of management, including information systems (IS). Empirical IS research has studied differences in users' attitudes and in moral judgments regarding ethical computer-related behavior. This study applied the "domains of morality" approach to determine how users felt about certain computer-related behaviors. Vignettes describing ethical dilemmas involving computer technology (e.g., uploading a computer virus on an electronic network/bulletin board system) were presented to a sample of Internet users. The research findings offered several interesting and, in some cases, unexpected results. The empirical results indicated that older computer users have a less permissive sense of what is right and wrong for an illegal game. When computers were used to test a banned game, men and women differed in their assessment of its appropriateness. A surprising finding was that participants were not likely to endorse civil liberties, and were more concerned about the harm to, and violations of, social norms when the scenario described a situation involving a computer virus. How users perceive, prejudge, and discriminate computer ethics and abusive computer actions raises numerous questions and implications for IS researchers, IS practitioners, and policy makers. The results of this study foster a better understanding of Internet users' moral categorization of specific computer behaviors and, hopefully, help to further reduce risks and vulnerabilities of systems by identifying computer actions deemed ethically acceptable by users. Opportunities for IS researchers to further explore this timely issue are also discussed.(Computer Security; Domain Theory of Moral Development; Data Encryption; Computer Viruses; Gender; Ethics; Socioeconomic Status; Age) [ABSTRACT FROM AUTHOR]


Geerts and McCarthy (2000). The Ontological Foundation of REA Enterprise Information Systems. the American Accounting Association. Philadelphia, PA.
	

Geerts and McCarthy (2002). "An ontological analysis of the economic primitives of the extended-REA enterprise information architecture." International Journal of Accounting Information Systems 3: 1-16.
	

Geerts and McCarthy (2004). Type-Level Specifications in REA Enterprise Information Systems. Collected Papers of the Thirteenth Annual Research Workshop on Artificial Intelligence and Emerging Technologies in Accounting, Auditing and Tax.
	

Gefen, D., E. Karahanna, et al. (2003). "Trust and TAM in online shopping: An integrated model." MIS Quarterly 27(1): 51.
	A separate and distinct interaction with both the actual e-vendor and with its IT Web site interface is at the heart of online shopping. Research on experienced repeat online shoppers shows that consumer trust is as important to online commerce as the widely accepted TAM use-antecedents, perceived usefulness, and perceived ease of use. Together these variable sets explain a considerable proportion of variance in intended behavior. The study also provides evidence that online trust is built through: 1. a belief that the vendor has nothing to gain by cheating, 2. a belief that there are safety mechanisms built into the Web site, and 3. by having a typical interface.


Gefen, D. and M. Keil (1998). "The Impact of Developer Responsiveness on Perceptions of Usefulness and Ease of Use: An Extension of the Technology Acceptance Model." Database for Advances in Information Systems 29(2): 35-49.
	

Gelperin, D. and B. Hetzel (1988). "The Growth Of Software Testing." Communications of the ACM 31(6): 687.
	Characterizes major process models and describes changes associated with software testing's growth. Four major testing models; Scope of activity; Primary goals; Evolution of models.


Geng, X. (2003). Capacity Provision Networks: A Technology Framework and Economic Analysis of Web Cache Trading Hubs. in Innovations in Financial and Economic Networks.
	

Geng, X. (2004). Topographical Leveraging of Sharable Services: The Concept of Capacity Provision Networks. Electronic Commerce and the Digital Economy.
	

Gentner, D. and J. Nielson (1996). "The Anti-Mac Interface." Communications of the ACM 39(8): 70.
	At recent user interface conferences, several speakers have lamented that the human interface is stuck. We seem to have settled on the WIMP (windows, icons, menus, pointer) model, and there is very little real innovation in interface design anymore. This has led to new concepts such as non-Euclidean geometry, positrons, antimatter and antigravity. The resulting concepts have provided useful descriptions of the real world. In this article, programmers explore the types of interfaces that could result if we violate each of the Macintosh human interface design principles. To realize the full benefits from the Anti-Mac approach, programmers argue, it will not be sufficient to retrofit its features one at a time to systems that basically follow current user interface architectures. They believe an integrated design that builds a new user interface from the bottom up will be more coherent and will have a better potential for increasing user productivity by at least an order of magnitude. A full Anti-Mac system will likely have to be based on deep object structures in an architecture that supports network-distributed objects and detailed attributes that are sufficiently standardized to be shared among multiple functionality modules.


George, J. F. (2000). The origins of software: Acquiring systems at the end of the century. Framing the domains of IT Management.
	

George, J. F. and S. Iacono (1995). "Learning in context: Extensively computerized work groupsas communities-of-practice." Accounting, Management, and Information Technology 5(3-4): 185-202.
	

George, J. F. and J. L. King (1991). "Examining the computing and centralization debate." Communications of the ACM 34(7): 62 - 72.
	

Getzels, J. W. (1982). The problem of the problem. Question Framing and Response Consistency: New Directions for Methodology of Social and Behavioral Science. R. M. Hogarth. 11: 37-49.
	

Ghosh, A. K. a. S., T. M. (2001). "Software Security And Privacy Risks In Mobile E-Commerce." Communications of the ACM 44(2): 51 - 57.
	

Gibaldi, J. (1995). MLA Handbook for Writers of Research papers. New York, The Modern Language Association of America.
	

Giddens, A. (1994). Problems of Action and Structure. The Giddens Reader.
	

Gillenson, M. L. (1982). "The State of Practice of Data Administration - 1981." Communications of the ACM 25(10): 699 - 706.
	

Gillenson, M. L. (1985). "Trends in Data Administration." MIS Quarterly 9(4): 317.
	Data administration (DA) treats data as true corporate resources. Attempts at creating distinct DA functions began in the late 1960s, but the concept grew slowly. A 1981 survey showed that implementation must be tailored to the technical and political realities of the individual firm and that there is apparently a learning curve associated with the development of DA functions. A 1983 follow-up survey showed a marked increase in database activity, but a much lower growth rate for DA groups themselves. Both this and another survey indicated that older and larger DA groups tend to be more successful, and a 4th survey indicated a lack of commitment by management and a lack of acceptance by the application development community. Issues facing DA groups include: 1. data redundancy and duplication of effort, 2. downloading data from a mainframe to a personal computer, and 3. relationship with the information center.


Gilmour, D. (2003). "How to fix knowledge management." Harvard Business Review 81(10): 16.
	It is time to abandon the fiction that knowledge management technology is working. The problem is that most organized corporate information sharing is based on a failed paradigm: publishing. Companies should stop trying to extract knowledge from employees; they should instead leave knowledge where it is and create opportunities for sharing by making knowledge easy for others to find. This requires a shift away from knowledge management based on a publishing model, and a focus on collaboration management based on a brokering model. Experience shows that brokering works best when people feel free to share the information they want, when they want.


Ginzberg, M. (1981). "Early diagnosis of MIS implementation failure: Promising results and unanswered questions." Management Science 27(4): 459,20.
	

Glaser, B. G. and A. L. Strauss (1967). The discovery of grounded theory: strategies for qualitative research. Chicago, Aldine Publishing Company.
	

Glass, R. (1999). "The Realities of Software Technology Payoffs." Communications of the ACM 42(2): 74 - 79.
	

Glass, R. and V. Ramesh (2004). "An Analysis of Research in Computing Disciplines." Communications of the ACM 47(6): 89 - 94.
	

Glymour, C. (1992). Android Epistemology: Computation, Artificial Intelligence and the Philosophy of Science. Introduction to the Philosophy of Science.
	

Goffman, E. (1959). The Presentation of Self in Everyday Life. New York, Doubleday.
	

Goguen, J. (1997). Toward a Social, Ethical Theory of Information. Social Science Research, Technical Systems and Cooperative Work: Beyond the Great Divide.
	

Goh, C. H. and S. Bressan (1999). "Context Interchange: New Features and Formalisms for the Intelligent Integration of Information." ACM Transactions on Information Systems 17(3): 270.
	Presents information on a study which showed that queries formulated on shared views, export schema and shared ontologies can be mediated using Context Interchange framework. Context interchange by example; Mediation of queries on shared views; Context interchange framework.


Gold, A. (2004). "Maximizing the PhD Seminar Experience for Doctoral Students." Decision Line.
	

Gold, A. H. M., A. and A. H. Segars (2001). "Knowledge Management: An Organizational Capabilities Perspective." Journal of Management Information Systems 18(1): 185,30.
	

Goodchild, L. F., K. E. Green, et al. (1997). Rethinking the Dissertation Process: Tackling Personal and Institutional Obstacles: New Directions for Higher Education, No. 99, Jossey-Bass.
	

Goodhue, D. (1995). "Understanding User Evaluations of Information Systems." Management Science 41(12): 1827,18.
	

Goodhue, D. L. and J. A. Quillard (1988). "Managing the data resource: A contingency perspective." MIS Quarterly 12(3): 372,21.
	

Goodhue, D. L. and R. L. Thompson (1995). "Task-technology fit and individual performance." MIS Quarterly 19(2): 213.
	A key concern in Information Systems (IS) research has been to better understand the linkage between information systems and individual performance. The research reported in this study has two primary objectives: (1) to propose a comprehensive theoretical model that incorporates valuable insights from two complementary streams of research, and (2) to empirically test the core of the model. At the heart of the new model is the assertion that for an information technology to have a positive impact on individual performance, the technology: (1) must be utilized and (2) must be a good fit with the tasks it supports. This new mode! is moderately supported by an analysis of data from over 600 individuals in two companies. This research high-lights the importance of the fit between technologies and users' tasks in achieving individual performance impacts from information technology. It also suggests that task-technology fit, when decomposed into its more detailed components, could be the basis for a strong diagnostic tool to evaluate whether information systems and services in a given organization are meeting user needs. [ABSTRACT FROM AUTHOR]


Goodhue, D. L., M. D. Wybo, et al. (1992). "The Impact of Data Integration on the Costs and Benefits of." MIS Quarterly 16(3): 293.
	For many organizations, the ability to make coordinated, organization-wide responses to today's business problems is thwarted by the lack of data integration or commonly defined data elements and codes across different information systems. Though many researchers and practitioners have implicitly assumed that data integration always results in net benefits to an organization, that view is questionable. Based on theories of organizational information processing, a model of the impact of data integration is developed that includes gains in organization-wide coordination and organization-wide decision making, as well as losses in local autonomy and flexibility and changes in system design and implementation costs. The importance of each of these impacts is defended by theoretical arguments and illustrated by case examples. The model suggests that the benefits of data integration will outweigh costs only under certain situations and probably not for all the data the organization uses.


Goodman, N. (1978). Ways of Worldmaking. Indianapolis, Hackett Publishing Company.
	

Goodwin, N. C. (1987). "Functionality and Usability." Communications of the ACM 30(3): 229 - 233.
	

Gopal, A. and R. Bostrom (1993). "Applying adaptive structuration theory to investigate the process of group support systems use." Journal of Management Information Systems 9(3): 45,25.
	

Gopal, A. and P. Prasad (2000). "Understanding GDSS in symbolic context: Shifting the focus from technology to interaction." MIS Quarterly 24(3): 509.
	GDSS has enjoyed about a decade and a half of vigorous research activity. Throughout this time, a problem that has occupied the research community is the inconsistent research results that have been obtained. The purpose of this paper is to assess whether the reason for these inconsistencies is rooted in the epistemological mode that has prevailed and to offer an alternative epistemological lens that might help advance our understanding of GDSS use and research. Using qualitative research methods and a symbolic interactionist theoretical basis, this paper examines how a particular group used a GDSS over two meetings. The findings indicate that GDSS use may result in reactions from its users that are difficult to capture using conventional methodological assumptions, thereby helping explain why past results have not been consistent. Based on these findings, a shift in focus is advocated from an emphasis on the technology to an emphasis on human interaction, one that embraces the reasons underlying past inconsistencies rather than attempting to overcome them.


Gopal, A. and K. Sivaramakrishna (2003). "Contracts in offshore Software Development: An Empirical Analysis." Management Science 49(12): 1671,13.
	

Gordon, M. E. and L. A. Slade (1986). "The Sience of the Sophomore." Academy of Management Review 11(1): 1991-2008.
	

Gorla, N. (2003). "Features To Consider In A Data Warehousing System." Communications of the ACM 46(11): 111 - 115.
	

Gorry, G. A. and M. S. S. Morton (1989). "A Framework For Management Information Systems." Sloan Management Review 30(3): 49.
	A framework for viewing management information systems (MIS) is essential to plan effectively and sensibly allocate resources to MIS tasks. Understanding managerial activity is necessary for effective MIS design and implementation. A model must be built of the decision-making process, with a framework based on 3 major categories: 1. system design, 2. organizational structure, and 3. model. Database concepts, types of analysts and managers, and organization structures all differ along the Strategic Planning to Operational Control axis. A decision-centered view of an organization provides the best basis for information technology development. Planning and control systems are needed at the strategic, tactical, and operational levels. While the best implementation strategy can be very different in each cell of the decision framework, in all cases, actual need, rather than a fascination with technology, should drive the process. Users also should be motivated to take ownership of a new, system-based way of doing their jobs.


Gould, J. D. and C. Lewis (1985). "Designing for Usability: Key Principles and What Designers Think." Communications of the ACM 28(3): 300.
	Describes the principles of system design and the use of computer system on computer users. Evaluation on the empirical measurement of usage of the systems; Arguments on the intuition of designers; Types of principles of design.


Granot, D., G. Sosic (2005). "Formation of Alliances in Internet-Based Supply Exchanges." Management Science 51(1): 92,14.
	

Grant, R. M. (1996). "Prospering in dynamically-competitive environments: Organizational capability as knowledge integration." Organization Science 7(4): 375.
	A paper develops a knowledge-based theory of organizational capability, and draws upon research into competitive dynamics, the resource-based view of the firm, organizational capabilities, and organizational learning. Central to the theory is analysis of the mechanisms through which knowledge is integrated within firms in order to create capability. The theory is used to explore firms' potential for establishing competitive advantage in dynamic market settings, including the role of firm networks under conditions of unstable linkages between knowledge inputs and product outputs. The analysis points to the difficulties in creating the dynamic and flexible-response capabilities which have been deemed critical to success in hypercompetitive markets.


Grant, R. M. (1996). "Toward a knowledge-based theory of the firm." Strategic Management Journal 17: 109.
	Given assumptions about the characteristics of knowledge and the knowledge requirements of production, the firm is conceptualized as an institution for integrating knowledge. The coordination mechanisms through which firms integrate the specialist knowledge of their members are explored. In contrast to earlier literature, knowledge is viewed as residing within the individual, and the primary role of the organization is knowledge application rather than knowledge creation. The resulting theory has implications for the basis of organizational capability, the principles of organization design (in particular, the analysis of hierarchy and the distribution of decision-making authority), and the determinants of the horizontal and vertical boundaries of the firm. More generally, the knowledge-based approach sheds new light upon current organizational innovations and trends and has far-reaching implications for management practice.


Gray and Meister (2004). "Knowledge Sourcing Effectiveness." Management Science 50(6): 821,14.
	

Gray, P. H. (2000). "The Effects of Knowledge Management Systems on Emergent Teams: Towards a Research Model." Journal of Strategic Information Systems 9(2-3): 175-191.
	

Gray, P. H. (2001). "The impact of knowledge repositories on power and control in the workplace." Information Technology & People 14(4): 368.
	Knowledge management systems designed to facilitate the storage and distribution of codified knowledge affect the distribution of power within organizations. Drawing on the literature that describes the impact of information technology on power and control, this article proposes two principal outcomes of the implementation and use of such knowledge repositories. The use of knowledge repositories by employees who are net re-users of knowledge-based work products is expected to increase the extent to which these employees are interchangeable while reducing the level of skill they need to carry out their work. For employees who are net contributors to knowledge-based work products, the use of knowledge repositories produces the opposite effect. When managers choose to capitalize on these effects to increase their control, employees in the former group may find their power position eroded over time.


Gray, P. H. (2001). "A Problem Solving Perspective on Knowledge Management Practices." Decision Support Systems 31(1): 87-102.
	

Gray, P. H. and Y. Chan (2000). "Integrating Knowledge Management Practices Through a Problem Solving Framework." Communications of the AIS.
	

Gray, P. H. and D. B. Meister (2003). "Introduction: Fragmentation and integration in knowledge management research." Information Technology & People 16(3): 259.
	

Green, G. (2004). "Perceived Control and the Diffusion of Software Development Innovations." Journal of High Technology Management Research 15(1): 123-144.
	

Green, G. C. and A. R. Hevner (2000). "The Successful Diffusion of Innovations: Guidance for Software Development Organizations." IEEE Software 17 Issue 6: 96.
	Presents information on a field study of software developer using the Personal Software Process approach as an example of innovative information technology (IT) in software development projects. Research model of IT diffusion; Diffusion environment factors and perceived control; Guidance on how organization should support the diffusion of innovation into successful practice.


Green, G. C., A. R. Hevner, et al. (2005). "The impacts of quality and productivity perceptions on the use of software process improvement innovations." Information and Software Technology 47(8): 543.
	Numerous software process improvement (SPI) innovations have been proposed to improve software development productivity and system quality; however, their diffusion in practice has been disappointing. This research investigates the adoption of the Personal Software Process on industrial software projects. Quantitative and qualitative analyses reveal that perceived increases in software quality and development productivity, project management benefits, and innovation fit to development tasks, enhance the usefulness of the innovation to developers. Results underscore the need to enrich current technology acceptance models with these constructs, and serve to encourage project managers to adopt formal SPI methods if developers perceive the methods will have positive impacts on their productivity and system quality. [PUBLICATION ABSTRACT]


Green Jr., S. E. (2004). "A Rhetorical Theory of Diffusion." Academy of Management Review 29(4): 653-670.
	

Greenspun, P. and J. S. Choi (1997). "Data Warehousing for Cavemen." ArsDigita Systems Journal.
	

Gregg, D. G. and a. A. S. V. U.R. Kulkarni (2001). "Understanding the Philosophical Underpinnings of Software Engineering Research in Information Sciences." Information Systems Frontiers 3(2): 169-183.
	

Gregor, S., and Benbasat, I. (1999). "Explanations From Intelligent Systems: Theoretical Foundations and Implications for Practice." MIS Quarterly 23(4): 497,34.
	

Griffith, T. and G. B. Northcraft (1996). "Cognitive Elements in the Implementation of New Technology: Can Less Information Provide More Benefits?" MIS Quarterly 20(1): 99,12.
	

Griffith, T. L., M. A. Fuller, et al. (1998). "Facilitator Influence in Group Support Systems: Intended and Unintended Effects." Information Systems Research 9(1): 20.
	This paper addresses facilitation, a developing area of Group Support Systems (GSS) research. The facilitator role is one of improving a group's communication and information flow; facilitators are meant to enhance the manner in which a group makes decisions without making those decisions for the group. However, there is a paradox in facilitation: The influence required to facilitate a group changes the group's outcomes. Additionally, strict impartiality for facilitation may be too much to expect because facilitators may unintentionally bias group outcomes, or because facilitators may have their own agendas. Acknowledgment, training, and standards for facilitators may prove useful ways for groups to retain the benefits of facilitation without incurring the costs of inappropriate facilitator influence. Implications are drawn for new research acknowledging the complexity of the GSS sociotechnical system, and the importance of sociotechnical facilitation in organizations.(Facilitation; Group Support Systems; Electronic Meeting Systems; Groups; Power in Organizations; Sociotechnical Systems) [ABSTRACT FROM AUTHOR]


Griffith, T. L., J. E. Sawyer, et al. (2003). "Virtualness and knowledge in teams: Managing the love triangle of organizations, individuals, and information technology1." MIS Quarterly 27(2): 265.
	Information technology can facilitate the dissemination of knowledge across the organization - even to the point of making virtual teams a viable alternative to face-to-face work. However, unless managed, the combination of information technology and virtual work may serve to change the distribution of different types of knowledge across individuals, teams, and the organization. Implications include the possibility that information technology plays the role of a jealous mistress when it comes to the development and ownership of valuable knowledge in organizations; that is, information technology may destabilize the relationship between organizations and their employees when it comes to the transfer of knowledge. The paper advances theory and informs practice by illustrating the dynamics of knowledge development and transfer in more and less virtual teams. [PUBLICATION ABSTRACT]


Grimm, L. G. and P. R. Yarnold (1995). Reading and understanding multivariate statistics, American Psychological Association.
	

Groomer, S. M. and U. S. Murthy (1989). "Continuous Auditing of Database Applications: An Embedded Audit Module Approach." Journal of Information Systems 3(2): 53.
	This paper demonstrates an approach to address the unique control and security concerns in database environments by using audit modules embedded into application programs. Embedded audit modules (EAM) are sections of code built into application programs that capture information of audit significance on a continuous basis. The implementation of EAMs is presented using INGRESS鈥攁 relational database management system. An interface which enables the auditor to access audit-related information stored in the database is also presented. The use of EAMs as an audit tool for compliance and substantive testing is discussed. Advantages and disadvantages of employing EAMs in database environments and future directions in this line of research are discussed. [ABSTRACT FROM AUTHOR]


Group, O. M. (2002). Introduction to OMG's Unified Modeling Language (UML).
	

Group, O. M. (2002). OMG-UML Q & A.
	

Group, T. S. (1995). The CHAOS Report (1994).
	

Group, T. S. (1996). Unfinished Voyages: A Follow-Up to The CHAOS Report.
	

Grover, V. (1999). "Six Myths of Information And Markets: Information Technology Networks, Electronic Commerce, And The Battle For Consumer Surplus." MIS Quarterly 23(4): 465.
	The infusion of powerful information networks into business environments is beginning to have a profound impact on the nature of governance between buyers and sellers in the marketplace. Most articles in this area emphasize the benefits to the consumer side of the equation due to reduced coordination, search, and transactional costs. This article presents a broader view of information and markets by elucidating innovative ways that sellers can survive in intensely competitive markets. The article is framed in terms of six myths and counter-myths of information technology and effective markets. The myths provide a conventional view of how increased customization and outsourcing, open architectures, a larger customer base, and low price guarantees will benefit the buyer. The counter-myths illustrate that it is altogether feasible for information technology (IT) to enable supplier strategies that extract consumer surplus. For instance, suppliers could use IT to price discriminate by tailoring product offerings and charging buyers as much as they are willing to pay. They could also segment markets making comparative shopping difficult, thus avoiding the competitive equilibrium. Also, suppliers could focus on the creation of networks that lock in customers or follow aggressive pricing strategies that deter price competition. Both the myths and counter-myths are presented and examined in a polemical format using simple, fundamental economic arguments. We hope to provide provocative new avenues for discourse in this area by recognizing the complexity of interactions between buyers and suppliers in a highly networked environment. [ABSTRACT FROM AUTHOR]


Grover, V. (2001). "10 Mistakes Doctoral Students Make in Managing their Program." Decision Line.
	

Grover, V. and T. H. Davenport (2001). "General Perspectives on Knowledge Management: Fostering a Research Agenda." Journal of Management Information Systems 18(1): 5,17.
	

Grover, V. and J. Teng (2001). "E-Commerce and the Information Market." Communications of the ACM 44(4): 79 - 86.
	

Grover, V. and J. T. C. Teng (1992). "An Examination of DBMS Adoption and Success in American Organizations." Information & Management 23(5): 239.
	Although database technology has been available for more than 2 1/2 decades, widespread adoption has not yet occurred. A relatively mature Information Systems (IS) technology is examined in an attempt to understand the factors that facilitate its adoption. Specifically, the maturity of the IS function and demographic characteristics are proposed as factors distinguishing adopters from non-adopters. The results of a survey of 288 US organizations are presented. It is found that the DBMS adoption decision is contingent upon the size of the organization. Also, the adoption of DBMS is found to be related to several indicators of IS maturity, including the extent of on-line processing, the degree of centralization in processing and in IS organization, the extent that end users are held responsible fro inputting data, and the age and size of the IS department. Additional results indicate that most of the promised benefits fall short of expectations. Also, the pattern of benefits suggests that operational benefits are being attained rather than those involving managerial analysis and planning.


Gruber, T. R. (1993). Toward Principles for the Design of Ontologies Used for Knowledge Sharing. Technical Report KSL 93-04, Knowledge Systems Laboratory, Stanford University.
	

Grudin, J. (1994). "Groupware and Social Dynamics: Eight Challenges for Developers." Communications of the ACM 37(1): 92 - 105.
	

Grudin, J. (2004). "Crossing the Divide." ACM Transactions on Computer-Human Interaction 11(1): 1 - 25.
	

Guha, S. and V. Grover (1997). "Business Process Change and Organizational Performance: Exploring an Antecedent Model." Journal of Management Information Systems 14(1): 119,36.
	

Guinan, P. J., J. G. Cooprider, et al. (1998). "Enabling Software Development Team Performance During Requirements Definition: A Behavioral Versus Technical Approach." Information Systems Research 9(2): 101.
	As software development projects continue to be over budget and behind schedule, researchers continue to look for ways to improve the likelihood of project success. In this research we juxtapose two different views of what influences software development team performance during the requirements development phase. In an examination of 66 teams from 15 companies we found that team skill, managerial involvement, and little variance in team experience enable more effective team processes than do software development tools and methods. Further, we found that development teams exhibit both positive and negative boundary-spanning behaviors. Team members promote and champion their projects to the outside environment, which is considered valuable by project stakeholders. They also, however, guard themselves from their environments; keeping important information a secret from stakeholders negatively predicts performance.(Information Systems Development; Team Processes; Case Tools; Software Development; Managerial Effectiveness) [ABSTRACT FROM AUTHOR]


Gupta, A., D. O. Stahl, A. B. Whinston (1999). "Economics of Network Management." Communications of the ACM 42(9): 57 - 63.
	

Gupta, A. K. and V. Govindarajan (2000). "Knowledge flows within multinational corporations." Strategic Management Journal 21(4): 473.
	Pursuing a nodal level of analysis, this paper advances and tests an overarching theoretical framework pertaining to intracorporate knowledge transfers within multinational corporations (MNCs). The paper predicted that: 1. knowledge outflows from a subsidiary would be positively associated with value of the subsidiary's knowledge stock, its motivational disposition to share knowledge, and the richness of transmission channels, and 2. knowledge inflows into a subsidiary would be positively associated richness of transmission channels, motivational disposition to acquire knowledge, and the capacity to absorb the incoming knowledge. These predictions were tested empirically with data from 374 subsidiaries within 75 MNCs headquartered in the US, Europe, and Japan. The data provide either full or partial support to all of the other elements of the theoretical framework.


Gurbaxani, V. (1990). "Diffusion in computer networks: The case of BITNET." Communications of the ACM 33(12): 65 - 75.
	

Gurbaxani, V. and S. Whang (1991). "The Impact of Information Systems on Organizations and Markets." Communications of the ACM 34(1): 59 - 73.
	

Guzzo, R. (1987). "Meta-analysis analysis." Research in Organizational Behavior 9: 407-442.
	

Hacking, I. (1999). The Social Construction of What? Cambridge, MA, Harvard University Press.
	

Hall, R. (1995). "Exploring Design Oriented Mathematical Practices in School and Work Settings." Communications of the ACM 38(9): 62.
	The article explores design-oriented mathematical practices in school and work settings. The article represents two scenes that show people working on design problems in very different places. In the first scene, a group of seventh graders have decided that separate space for tubs and wash basins in a dormitory floorplan for college students in Seattle, Washington. With savings from the redesigned bathrooms, they propose a better insulated dormitory for the colder climate of Duluth, Minnesota. The second scene shows a civil engineer leaning over paper space views of a housing development project proposed for a hilly region of California. People in both scenes combine different representations to model space and its intended use. To understand how mathematical reasoning develops to support this activity a research team compares settings at three levels of analysis. The practical goal of the article is to improve learning and teaching mathematics in grades 6, 7, and 8. This involves developing curriculum units that package together simulation environments.


Halpin, T. (1998). Object Role Modeling: An Overview. Visio Corporation White Paper.
	

Hammond, L. W. (1982). "Management Considerations for an Information Center." IBM Systems Journal 21(2): 131.
	The establishment of an Information Center (I/C) as part of an Information Systems (I/S) group within a business organization is described. The I/C is that part of the I/S development resource organized for the support of the users of I/S services in such activities as report generation and modification, data manipulation and analysis, and spontaneous inquiries. The user perspective of the I/C is addressed, including the problems typically brought to the I/C by business users, the average user's limitations in dealing with an automated information system, and the user's expectations of the I/C in handling both the problems and the limitations. The mission statement is a concise statement of what will be done by the I/C, how it will be done, and by whom. It also includes what is not done by the I/C or its users. The operating plan statement outlines in detail the support the I/C will provide to fulfill its mission. It may include: 1. terms and definitions, 2. roles and responsibilities, 3. data security and availability, 4. accountability for usage, and 5. charge-back considerations. The personnel needs of an I/C, its facilities, and its initial implementation are discussed in depth.


Han, J. (2000). Mining Frequent Patterns without Candidate Generation. Proceedings of ACM Management of Data.
	

Han, J. and M. Kamber (2001). Data Mining: Concepts and Techniques, Morgan Kaufmann Publishers.
	

Handfield, R. B. and S. A. Melnyk (1998). "The Dcientific Theory-Building Process: A Primer Using the Case of TQM." Journal of Operations Management 16(4): 322,19.
	

Hann, J. and R. Weber (1996). "Information systems planning:  A model and empirical tests." Management Science 42(7): 1043,22.
	

Hannan, M. T. a. F., J. (1977). "The Population Ecology of Organizations." American Journal of Sociology.
	

Hansen, M. (1999). "The search-transfer problem: The role of weak ties in sharing knowledge across organization subunits." Administrative Science Quarterly 44(1): 82-112.
	

Hansen, M. T. (2002). "Knowledge networks: Explaining effective knowledge sharing in multiunit companies." Organization Science 13(3): 232.
	This paper introduces the concept of knowledge networks to explain why some business units are able to benefit from knowledge residing in other parts of the company while others are not. The core premise of this concept is that a proper understanding of effective interunit knowledge sharing in a multiunit firm requires a joint consideration of relatedness in knowledge content among business units and the network of lateral inter-unit relations that enables task units to access related knowledge. Results from a study of 120 new product development projects in 41 business units of a large multiunit electronics company showed that project teams obtained more existing knowledge from other units and completed their projects faster to the extent that they had short interunit network paths to units that possessed related knowledge.


Hansen, M. T. and M. R. Haas (2001). "Competing for attention in knowledge markets: Electronic document dissemination in a management consulting company." Administrative Science Quarterly 46(1): 1-29.
	

Hansen, M. T., N. Nohria, et al. (1999). "What's your strategy for managing knowledge?" Harvard Business Review 77(2): 106.
	The rise of the computer and the increasing importance of intellectual assets have compelled executives to examine the knowledge underlying their businesses and how it is used. Because knowledge management as a conscious practice is so young, however, executives have lacked models to use as guides. To help fill that gap, the authors recently studied knowledge management practices at management consulting firms, health care providers, and computer manufacturers. They found 2 very different knowledge management strategies in place: 1. codification strategy, and 2. personalization strategy.


Hanseth, O. (2004). Knowledge as Infrastructure. The Social Study of Information and Communication Technology.
	

Hardgrave, B. C. and F. D. Davis, and Riemenschneider, C.K. (2003). "Investigating Determinants of Software Developers’ Intentions to Follow Methodologies." Journal of Management Information Systems 20(1): 123,30.
	

Hardgrave, B. C. and K. A. Walstrom (1997). "Forums for MIS scholars, Communications of the ACM." Communications of the AIS 40(11): 119 - 124.
	

Hardgrave, B. C. and R. L. Wilson (1999). "Toward a Contingency Model for Selecting an Information System Prototyping Strategy." Journal of Management Information Systems 16(2): 113,24.
	

Hargadon, A. and A. Fanelli (2002). "Action and possibility: Reconciling dual perspectives of knowledge in organizations." Organization Science 13(3): 290.
	At times knowledge can be seen as the source of organizational innovation and change - at other times, it can be the very constraint on that change. This paper argues that while each of these qualities - empirical and latent - are intrinsic to knowledge in organizations, the understanding of organizational phenomena is essentially incomplete until the relationship between them is considered. Building on structuration theory, a complementary perspective that views organizational knowledge as the product of an ongoing and recursive interaction between empirical and latent knowledge, between knowledge as action and knowledge as possibility, is proposed. This complementary model of knowledge is grounded in evidence from the field study of 2 firms whose innovation practices provide unique insights into how knowledge simultaneously enables and constrains behavior in organizations.


Harinarayan, V., A. Rajaraman, et al. (1996). Implementing Data Cubes Efficiently. Proceedings of SIGMOD, Montreal, Canada.
	

Harrington Jr, J. E. (2001). "Comment on 'Reducing Buyer Search Costs:Implications for Electronic Marketplaces.'" Management Science 47(12): 1727.
	This article comments on the reduction of buyer search costs in electronic marketplaces in the United States. One of the most crucial distinctions between electronic retailing and conventional retailing concerns consumer search. It would seem obvious that,at least for some types of information,searching is less costly when it is among online sellers. More interesting, perhaps, is the difference in the structure of search costs and what its implications might be for competition among online sellers. In one of the first papers to explore this issue, J. Y. Bakos considers a model of search in a market with differentiated products. One of the more innovative features of his model is to allow for separate costs of searching over price and product characteristics. There are two particularly striking results in the paper related to this issue. The first result states that it is the cost of price information that determines whether price competition is intense. If such costs are low,then prices are close to competitive prices regardless of how costly it is to acquire product information. The second result is that when product information is free, reducing the cost of learning the price of a product results in higher prices. These results are quite new to the literature on pricing in markets with search.


Harrison, D. (2002). "Obligations and Obfuscations in the Review Process." Academy of Management Journal 45(6): 1079-1085.
	

Harter, D. E. and a. S. A. S. M.S. Krishnan (2000). "Effects of Process Maturity on Quality, Cycle Time and Effort in Software Product Development." Management Science 46(4): 451,16.
	

Hartley, R. V. L. (1928). "Transmission of Information." Bell Systems Technical Journal.
	

Hartwick, J. (1994). "Explaining the Role of User Participation in Information System Us." Management Science 40(4): 440,26.
	

Hatch, M. J. (1993). "The dynamics of organizational culture." Academy of Management Review 18(4): 657-694.
	

Hausler, P. A., M. G. Pleszkoch, et al. (1990). "Using Function Abstraction to Understand Program Behavior." IEEE Software 7(1): 55.
	Discusses understanding of computer programs by abstracting program function. Theoretical foundations for program structuring; What results in full intellectual control over programs; Objective of function abstraction.


Hayes-Roth, F. (1985). "Rule-Based Systems." Communications of the ACM 28(9): 921 - 932.
	

Haythornthwaite, C. (2001). "Exploring multiplexity: Social network structures in a computer-supported distance learning class." Information Society 17(3): 211.
	A computer-mediated group is an entity whose members exchange many types of information via multiple means of communication in pursuit of goals specific to their environment. They coordinate technical features of media with locally enacted use to achieve a viable working arrangement. To explore this complex interaction, a case study is presented of the social networks of interactions and media use among members of a class of computer-supported distance learners. Group structures associated with project teams dominated who communicated with whom, about what, and via which media over the term, and how media came to occupy their own communication niches. Face-to-face interaction appears to have had a catalytic effect on social and emotional exchanges. Results suggest the need to structure exchanges to balance class-wide sharing of ideas with subgroup interactions that facilitate project completion, and to provide media that support these two modes of interaction.


Hedberg, B. and S. Jonsson (1978). "Designing Semi-Confusing Information Systems for Organizations in Changing Environments." Accounting, Organizations and Society 3(1): 47-64.
	

Heinrichs, J. H. and J. Lim (2003). "Integrating Web-Based Data Mining Tools With Business Models For Knowledge Management." Decision Support Systems 35(1): 103-112.
	

Henderson-Sellers, B. and J. M. Edwards (1990). "The Object-Oriented Systems Life Cycle." Communications of the ACM 33(9): 142.
	Describes the life cycle model for object-oriented program development. Description of the life cycle; Flaws in top-down system design; Options for system analysis and design.


Henderson, J. C. (1990). "Plugging Into Strategic Partnerships: The Critical IS Conne." Sloan Management Review 31(3): 7.
	In spite of the degree of decentralization in the information systems (IS) function, there is a crucial need to build an effective working relationship between line managers and IS managers and specialists. To develop a model of partnership, a series of 28 interviews was conducted. Seventeen focused on external partnerships, and 11 concentrated on internal line-information technology relationships. Three determinants of partnership in context emerged from the interviews, including mutual benefits, commitment, and predisposition. Three determinants of partnership in action also emerged - shared knowledge, mutual dependency on distinctive competencies and resources, and organizational linkage. The same dimensions emerged in general line executives and in those focusing on the internal line-IS partnership. The attributes in each dimension differed somewhat. Specific actions taken to build or sustain the partnership include: 1. education, 2. joint planning, 3. measurement and control, 4. the effective use of teams, and 5. multilevel human resource strategy.


Henderson, J. C. and S. Lee (1992). "Managing I/S Design Teams: A control theories perspective." Management Science 38(6): 757,21.
	

Henderson, J. C. and J. G. Sifonis (1988). "The Value of Strategic IS Planning: Understanding Consisten." MIS Quarterly 12(2): 187.
	The need for effective strategic information systems (IS) planning has been increased by the impact of IS technologies on the competitive capacity of the firm. Effective strategic IS planning must include: 1. definition of crucial markets within the firm for IS services and products, 2. internal consistency, especially between the strategic IS plan and strategic business plan, and 3. a way to ascertain the validity of the planning process. A case example of a large retail firm that developed a strategic IS plan is used to illustrate how assumption surfacing can be used to address the issue of validity, a critical need in today's business environment. Many organizations are facing novel opportunities and threats that are due, in a large measure, to new information technology. As a result, a strategic planning process that emphasizes learning and concentrates on iterative feedback in addition to providing validity checks between the strategic business plan and the strategic IS plan will be beneficial to the organization.


Henderson, J. C. and N. Venkatraman (1993). Strategic Alignment: A Model for Organizational Transforming via Information Technology. New York, Oxford University Press.
	

Henderson, J. C. and N. Venkatraman (1993). "Strategic alignment: Leveraging information technology for transforming organizations." IBM Systems Journal 32(1): 4.
	A strategic alignment model is proposed that addresses both the need to align external and internal domains of information technology (IT) and the need to integrate business and IT domains. The model differs from the traditional views of linkage between business and technology strategies in 4 important ways: 1. It calls for a shift in the focus of the information system (IS) function from an internal orientation toward one of strategic fit with the IT domain. 2. Future challenges deal with the selection of appropriate alignment perspectives that best suit the business conditions and organizational objectives. 3. The model and the perspectives highlight the diversity of roles carried out by both line and IS executives. 4. The criteria for performance assessment expand from cost and service considerations to a larger set involving multiple goals.


Herbsleb, J. and D. G. D. Zubrow, W. Hayes and M. Paulk (1997). "Software Quality and the Capability Maturity Model." Communications of the ACM 40(6): 30 - 40.
	

Hevner, A. (2003). Flow-Service-Quality (FSQ) Engineering for the Specification of Complex Systems. Practical Foundations of Business System Specifications.
	

Hevner, A. R., R. W. Collins, et al. (2002). "Product and project challenges in electronic commerce software development." Database for Advances in Information Systems 33(4): 10.
	Electronic commerce (e-commerce) software development organizations face unique challenges based on rapidly changing markets, demanding customers with ill-defined requirements, and resulting priority conflicts between product line development and customer projects. A model of this unique development environment is identified with important linkages among the product function, the project function, and the underlying software development function within an organization. Guided by this model of the e-commerce development environment, a case study of a medium-sized e-commerce company was conducted. Based on this study, 8 critical challenges to the successful development of top quality software systems are identified. From these challenges a research model and propositions are presented. As each challenge is discussed unique impacts of the e-commerce environment are reinforced by direct quotes from in-depth interviews. On-going research will draw upon the research model and propositions to provide insights on how best to develop software products and deliver customer projects in e-commerce environments.


Hevner, A. R. and S. T. March (2004). "Design Science in Information Systems Research." MIS Quarterly 28(1): 75,31.
	

Hevner, A. R., S. T. March, et al. (2004). "Design Science In Information Systems Research[1]." MIS Quarterly 28(1): 75.
	Two paradigms characterize much of the research in the Information Systems discipline: behavioral science and design science. The behavioral-science paradigm seeks to develop and verify theories that explain or predict human or organizational behavior. The design-science paradigm seeks to extend the boundaries of human and organizational capabilities by creating new and innovative artifacts. Both paradigms are foundational to the IS discipline, positioned as it is at the confluence of people, organizations, and technology. Our objective is to describe the performance of design-science research in Information Systems via a concise conceptual framework and clear guidelines for understanding, executing, and evaluating the research. In the design-science paradigm, knowledge and understanding of a problem domain and its solution are achieved in the building and application of the designed artifact. Three recent exemplars in the research literature are used to demonstrate the application of these guidelines. We conclude with an analysis of the challenges of performing high-quality design-science research in the context of the broader IS community. [ABSTRACT FROM AUTHOR]


Hill, J. and M. Horton (2004). "The Platforms Enabling Wireless Sensor Networks." Communications of the ACM 47(6): 41 - 46.
	

Hillmer, K. M. and A. R. Dennis (2000). "Stimulating Thinking: Cultivating Better Decisions with Groupware Through Categorization." Journal of Management Information Systems 17(3): 93,22.
	

Hinds, P. and S. Kiesler (1995). "Communication across boundaries: Work, structure, and use of communication technologies in a large organization." Organization Science 6(4): 373.
	It is hypothesized that due to the collaborative nature of their work and the way they are organized in work groups, technical employees, as compared with administrative employees, will communicate laterally, and will use the telephone and email for this purpose. Technical and administrative employees in 7 departments of a large telecommunications firm were examined. From logs of communication over 2 days, vertical and lateral communication inside and outside the chain of command and department, and the use of telephone, email, and voice mail for this communication, were analyzed. Technical employees did have more lateral communication than administrators did, but all lateral communication (not just that of technical employees) tended to be by telephone. Over 50% of employees' communication was extradepartmental; extradepartmental communication, like lateral communication, tended to be by telephone. When employees used asynchronous technology, technical employees used email whereas administrators, especially those at high levels, used voice. Differential boundary-crossing by technical and administrative employees could be explained in part by the flatter structure of the technical work groups.


Hirschhe, R. and H. K. Kleinim (1994). "Realizing emancipatory principles in information systems development: The case for ETHICS." MIS Quarterly 18(1): 83.
	In formation systems development methodologies have been the subject of much attention over the years. A substantial body of research has focused on the need to develop methodologies that support viewing in formation systems as social constructs, and in formation systems development (ISD) as a social process. But if development is a social process, what principles/ideals should inform it? Recent research has called for "emancipatory" ideals to be included. This debate can be expanded to explore not only what emancipatory principles might be applied in information systems development, but also how. Existing ISD methodologies only partially embrace emancipatory principles. One of these, "Ethics," seems the most likely candidate to be extended or "reformulated" to achieve emancipatory ideals more comprehensively. Organizations using this reformulated version of "Ethics" should make some progress advancing emancipation while at the same time confronting limited resources and the presence of power and authority. The approach undertaken here is generic; researchers can similarly apply these reformulation techniques to other methodologies based on other paradigms. [ABSTRACT FROM AUTHOR]


Hirschheim, B. J. a. A. S. a. R. (2003). "Determinants of ASP choice: an integrated perspective." European Journal of Information Systems 12(3): 210.
	With the rise in the availability of scalable network technologies and resources, Application Service Providers (ASPs) have become increasingly more feasible sources for obtaining IS services. ASP research represents an opportunity to integrate previous research on outsourcing, applied in the area of ASP choice. Historically, outsourcing research has adopted many theoretical perspectives, including transaction cost, resource-based, resource-dependence, and knowledge-based. We apply these perspectives in the ASP context. When obtaining IS services through an ASP, factors other than cost and those explained by the resource-based and resource-dependent perspectives can become paramount. The knowledge-based perspective enables us to examine knowledge risk and integration requirements. Drawing upon past research and an exploratory study conducted with 35 respondents in 11 firms, an integrated, theoretical model is proposed, which combines the transaction cost, resource-based, resource dependency and knowledge-based perspectives. The model is used to explain the antecedent conditions useful for making decisions on IT sourcing through ASPs.


Hirschheim, R., J. Iivari, et al. (1997). "A Comparison of Five Alternative Approaches to Information Systems Development." Australian Journal of Information Systems 5(1).
	

Hirschheim, R. and H. K. Klein (1989). "Four Paradigms of Information Systems Development." Communications of the ACM 32(10): 1199.
	Examines four different approaches to computer-based information systems development. Development process of information systems; Differences in systems development assumptions; Development of expert systems for airlines.


Hirschheim, R. and H. K. Klein (2003). "Crisis within the IS field? A critical reflection on the state of the discipline." Journal of the Association for Information Systems 4: 237-293.
	

Hirschheim, R. and M. Newman (1991). "Symbolism and Information Systems Development: Myth, Metaphore and Magic." Information Systems Research 2(1): 29.
	Analyzes the dynamics of information systems development (ISD). Role of economic rationality in ISD; Classic definition of ISD according to information technology experts; Meaning of actual practice of ISD; Assessment on the benefits of symbolism in ISD; Discussion on the role of myth, metaphor and magic in the interpretation of social actions embodied in ISD.


Hirshleifer, J. (1973). "Where Are We in the Theory of Information?" American Economic Review 63: 31-39.
	

Hitt, L. and E. Brynjolfsson (1997). "Information Technology and Internal Firm Organization: An Exploratory Analysis." Journal of Management Information Systems 14(2): 81,21.
	

Hitt, L. M. (1999). "Information Technology and Firm Boundaries: Evidence from Panel Data." Information Systems Research 10(2): 134.
	Previous literature has suggested that information technology (IT) can affect firm boundaries by changing the costs of coordinating economic activity within and between firms (internal and external coordination). This paper examines the empirical relationship between IT and firm structure and evaluates whether this structure is consistent with prior arguments about IT and coordination. We formulate an empirical model to relate the use of information technology capital to vertical integration and diversification. This model is tested using an 8-year panel data set of information technology capital stock, firm structure, and relevant control variables for 549 large firms.Overall, increased use of IT is found to be associated with substantial decreases in vertical integration and weak increases in diversification. In addition, firms that are less vertically integrated and more diversified have a higher demand for IT capital. While we cannot rule out all alternative explanations for these results, they are consistent with previous theoretical arguments that both internal and external coordination costs are reduced by IT.(Firm Boundaries; Transaction Costs; Markets; Hierarchies; Information Technology; Computers; Diversification; Vertical Integration) [ABSTRACT FROM AUTHOR]


Hitt, L. M. and D. J. Wu, and Xiaoge, Z. (2002). "Investment in Enterprise Resource Planning: Business Impact and Productivity Measures." Journal of Management Information Systems 19(1): 71,28.
	

Hjelm, S. I. (2003). "Research + design." Interactions 10(1): n/a.
	

Hoadley, E. (1990). "Investigating the effects of color." Communications of the ACM 33(2): 120 - 125.
	

Hoffer, J., J. George, et al. (2002). Modern Systems Analysis and Design (The second edition), Prentice-Hall.
	

Hoffman, D. L., Novak, T. P., and Venkatesh, A. (2004). "Has The Internet Become Indispensable." Communications of the ACM 47(7): 37 - 42.
	

Hofkirchner, W. (1995). "Information Science: An idea whose time has come." Informatik Forum 3: 99-106.
	

Holland, C. P. and A. G. Lockett (1997). "Mixed mode network structures: The strategic use of electronic communication by organizations." Organization Science 8(5): 475.
	The impact of interorganizational systems (IOS) on the structure of market networks is analyzed from a management perspective. A research framework is applied to various organizational settings, yielding a range of mixed mode forms in which elements of both market and hierarchy are evident. The framework represents a departure from electronic markets theory, questioning its basic predictions that as companies trade electronically there will be proportionately more markets than hierarchies. Instead, IOSs make possible relationships that combine market and hierarchy elements simultaneously. Although economic forces are driving the changes in network structure, economic variables are tempered by individual firm strategies reflecting investment, network structure and IOS choices. The implications for theory are discussed.


Hollingshead, A. B. and J. E. McGrath (1995). Computer-assisted groups: a critical review of the empirical research. In team effectiveness and decision making organizations.
	

Hollingshead, A. B., J. E. McGrath, et al. (1993). "Group Task Performance and Communication Technology: A Longitudinal Study of Computer-mediated Versus Face to Face Work Groups." Small Group Research 24: 307-333.
	

Hollnagel, E. a. W., David D. (1983). "Cognitive Systems Engineering: New Wine in New Bottles." International Journal of Man-Machine Studies 18: 583-600.
	

Holsapple, C. W. a. S., M. P. (2005). "ERP Plans And Decision-Support Benefits." Decision Support Systems 38(4): 575-590.
	

Holtgrewe, U. (2004). "Articulating the Speed(s) of the Internet: The case of open source/free software." Time & Society 13(1): 129-146.
	

Holtzblatt, K. and H. R. Beyer (1995). "REQUIREMENTS GATHERING: The Human FACTOR." Communications of the ACM 38(5): 30.
	This article focuses on some issues regarding requirement engineering. Requirements definition is about people talking effectively with one another. First, customers and designer must develop a shared understanding of the work problems and the impact of technical solutions on the work. Then, team members who did not talk to the customer need to understand what was learned, draw their own conclusions and effectively participate in team conversations. Next, all team members need a way to reach agreement on the problem to be addressed and the technical solution that will support it. Effective requirements definition requires involvement and mutual control of the process by all players. No one likes to feel out of control of their time, their work activities, or their goals. Thus, to do requirements definition well, we must start to pay attention to the human dimensions one indicator of a good method is that it consciously addresses the psychology and sociology of its use. The success of customer-centered requirements processes, indeed of any requirements process, depends on our success in dealing with the interpersonal, cultural, and organizational aspects of adopting these methods.


Holzinger, A. (2005). "Usability Engineering Methods For Software Developers." Communications of the ACM 48(1): 71 - 74.
	

Hopper, M. D. (1990). "Rattling SABRE - New Ways to Compete on Information." Harvard Business Review 68(3): 118.
	Firms are entering a new era in which managers will focus less on being the first to build proprietary electronic tools than on being the best at using and improving generally available tools to enhance what their firms already do well. Three features of the new environment are particularly important: 1. Powerful workstations will be a ubiquitous presence in offices and factories. 2. Firms will be technology architects rather than systems builders. 3. Economies of scale will be more important than ever. Perhaps no case study better illustrates the changing competitive role of computer technology than the evolution of SABRE, American Airlines' computerized reservation system. SABRE took shape in response to the firm's inability to monitor its inventory of available seats manually. The system's functionality expanded greatly as the technology provided a base for generating flight plans, tracking spare parts, and scheduling crews. Today, SABRE is a computerized go-between linking suppliers of travel and related services to retailers and customers.


Hoque, A. Y. and G. L. Lohse (1999). "An information search cost perspective for designing interfaces for electronic commerce." JMR, Journal of Marketing Research 36(3): 387.
	A study helps Web developers apply knowledge on information service costs to the deign of Web sites that sell consumer products or services. The goal of the research is to predict how sublte changes in the user interface design influence information search costs. The study compares 1,411 choices subjects made regarding a business to patronize using paper and electronic telephone directories. The choices were contingent on information search costs imposed by the different media.


Horn, P. M. (1999). "Information technology will change everything." Research Technology Management 42(1): 42.
	Information technology will change everyone and everything in society. The next 25 years will see dramatic cost/performance improvements in technology, and these improvements will lead to a very different world. It will be a world in which computation will be both pervasive and invisible, leading to an environment where everyone and everything will be connected to the Internet. Vast amounts of data will be stored digitally online, creating huge opportunities for those companies that can find valuable information in a sea of apparantly random data. It will also be a world in which the difference between the "real" and the "virtual" will become blurred, allowing for new experiences for recreation and new ways to conduct business.


Howcroft, D. and N. Mitev (2004). What we may learn from the social shaping of technology approach. Social Theory and Philosophy for Information Systems.
	

Howell, J. M. and C. A. Higgins (1990). "Champions of technological innovation." Administrative Science Quarterly 35(2): 317-331.
	

Hox, J. J. and T. M. Bechger (1998). "An introduction to structural equation modeling." Family Science Review 11: 354-373.
	

Hu, Q., R. T. Plant, et al. (1998). "Software cost estimation using economic production models." Journal of Management Information Systems 15(1): 143.
	One of the major difficulties in controlling software development project cost overruns and schedule delays has been developing practical and accurate software cost models. Software development could be modeled as an economic production process. A theoretical approach to software cost modeling is proposed. The Minimum Software Cost Model (MSCM), derived from economic production theory and systems optimization, is presented. The MSCM model is compared with other widely used software cost models, such as COCOMO and SLIM, on the basis of goodness of fit and quality of estimation using software project data sets available in the literature. Judged by both criteria, the MSCM model is comparable to, if not better than, the SLIM, and significantly better than the rest of the models.


Huber, G. (1981). "The nature of organizational decision making and the design of decision support systems." MIS Quarterly 5(2): 1-10.
	

Huber, G. (1982). "Organizational Information Systems: Determinants of their Performance and Behavior." Management Science 28(2): 138,18.
	

Huber, G. (1986). "The decision making paradigm of organizational design." Management Science 32(5): 572,18.
	

Huber, G. P. (1983). "Cognitive Style as a Basis for MIS and DSS Designs:  Much Ado About Nothing." Management Science 29(5): 567,11.
	

Huber, G. P. (1990). "A theory of the effects of advanced information technologies of organizational design, intelligence, and decision." Academy of Management Review 15(1): 47-72.
	

Huber, G. P. (1991). "Organizational Learning: The Contributing Processes and the Literatures." Organization Sciences 2(1): 88-115.
	

Hufnagel, E. M. and C. Conca (1994). "User Response Data: The Potential for Errors and Biases." Information Systems Research 5(1): 48.
	Provides a framework for understanding the cognitive activities and the errors and biases in judgment that result when users asked to categorize an information system (IS). How users predict their own future actions and preferences with respect to the use of an IS; Difference between random error and systematic bias; Background of the logic of scientific reasoning and the logic employed by intuitive lay scientists; Recommendations for further research on IS surveys.


Hull, R. and R. King (1987). "Semantic Database Modeling: Survey, Applications, and Research Issues." ACM Computing Surveys 19(3): 201.
	Presents an in-depth discussion of semantic data modeling. Philosophical motivations of semantic models; Tutorial introduction to the primary components of semantic models; Presentation of a survey of the prominent semantic models in the literature; Discussion on a number of related topics based on the models.


Humphrey, W. S. (1988). "Characterizing the Software Process: A Maturity Framework." IEEE Software 5(2): 73.
	Focuses on the need for the characterization of the capabilities of software development organizations in the United States. Development of the military software; Improvement of software reliability, maintainability and testing; Formation of the Software Engineering Institute.


Hungerford, B. C., A. R. Hevner, et al. (2004). "Reviewing Software Diagrams: A Cognitive Study." IEEE Transactions on Software Engineering 30(2): 82.
	Reviews and inspections of software artifacts throughout the development life cycle are effective techniques for identifying defects and improving software quality. While review methods for text-based artifacts (e.g., code) are well understood, very little guidance is available for performing reviews of software diagrams, which are rapidly becoming the dominant form of software specification and design. Drawing upon human cognitive theory, we study how 12 experienced software developers perform individual reviews on a software design containing two types of diagrams: entity-relationship diagrams and data flow diagrams. Verbal protocol methods are employed to describe and analyze defect search patterns among the software artifacts, both text and diagrams, within the design. Results indicate that search patterns that rapidly switch between the two design diagrams are the most effective. These findings support the cognitive theory thesis that how an individual processes information impacts processing success. We conclude with specific recommendations for improving the practice of reviewing software diagrams. [PUBLICATION ABSTRACT]


Hunter, J. and F. Schmidt (1982). Meta-analysis: cumulating research findings across studies. Beverly Hills, CA, Sage.
	

Hunton, J. E. (1997). "Effects of User Participation in Systems Development: A Longitudinal Field Experiment." MIS Quarterly 21(4): 359,30.
	

Hutchings, A. F. h. and S. T. Knox (1995). "Creating Products Customers Demand." Communications of the ACM 38(5): 72.
	This article presents a re-engineering case study of the product requirements definition process at Digital Equipment Corp. Based on cross-functional teams working in direct partnership with customers, the re-engineered process was designed to ensure customer satisfaction and business readiness before a line of code is written, an electronic circuit designed, or a service defined. In the summer of 1993, the central engineering organization in Digital began the implementation of a re-engineering effort under the name of Achieving Engineering Excellence. This in turn was an integral element of Digital's overall re-engineering effort, inspired by a desire to streamline all our dealings with customers. A major goal of this effort was the reduction by 50% in new product development cycles. Internal data collected within Digital showed that the most significant contributor to excessive development cycles was a phenomenon known as "requirements churn". In response to the data collected, a Requirements Management re-engineering team was formed. The team comprised representatives from key organizations (hardware, software) as well as key functions (engineering, process, business, and marketing). Seeking a formal definition of requirements management, the teamed turned to the Software Engineering Institute's Capability Maturity Model to the issue of whether the requirements to be managed are the "right" requirements.


Igbaria, M. (1998). "Special Section: Managing Virtual Workplaces and Teleworking With Information Technology." Journal of Management Information Systems 14(4): 5,2.
	

Igbaria, M. (1999). "The Driving Forces in the Virtual Society." Communications of the ACM 42(12): 64 - 70.
	

Igbaria, M. (1999). "Exploring Differences in Employee Turnover Intentions and Its Determinants Among Telecommuters and Non-Telecommuters." Journal of Management Information Systems 16(1): 147,18.
	

Iivari, J. and R. Hirschheim (2001). "A Dynamic Framework for Classifying Information Systems Development Methodologies and Approaches." Journal of Management Information Systems 17(3): 179,40.
	

Iivari, J., R. Hirschheim, et al. (1998). "A Paradigmatic Analysis Contrasting Information Systems Development Approaches and Methodologies." Information Systems Research 9(2): 164.
	This paper analyses the fundamental philosophical assumptions of five "contrasting" information systems development (ISD) approaches: the interactionist approach, the speech act-based approach, the soft systems methodology approach, the trade unionist approach, and the professional work practice approach. These five approaches are selected for analysis because they illustrate alternative philosophical assumptions from the dominant "orthodoxy" identified in the research literature. The paper also proposes a distinction between "approach" and "methodology." The analysis of the five approaches is organized around four basic questions: What is the assumed nature of an information system (ontology)? What is human knowledge and how can it be obtained (epistemology)? What are the preferred research methods for continuing the improvement of each approach (research methodology)? and what are the implied values of information system research (ethics)? Each of these questions is explored from the internal perspective of the particular ISD approach. The paper addresses these questions through a conceptual structure which is based on a paradigmatic framework for analyzing ISD approaches.(Paradigms; Paradigmatic Analysis; Information Systems Development; Information Systems Development Methodologies and Approaches; Assumption Analysis) [ABSTRACT FROM AUTHOR]


Inkpen, A. C. and A. Dinur (1998). "Knowledge management processes and international joint ventures." Organization Science 9(4): 454.
	The management and processing of organizational knowledge are increasingly being viewed as critical to organizational success. By exploring how firms access and exploit alliance-based knowledge, evidence is provided to support the argument that the firm is a dynamic system of processes involving different types of knowledge. Using data from a longitudinal study of North American-based joint ventures (JV) between North American and Japanese firms, 3 related research questions are addressed: 1. What processes do JV partners use to gain access to alliance knowledge? 2. What types of knowledge are associated with the different processes and how should that knowledge be classified? 3. What is the relationship between organizational levels, knowledge types, and the transfer of knowledge? Several propositions about organizational knowledge transfer and management are developed.


Introna, L. D. and F. M. Ilharco (2004). Phenomenology, Screens, and the World: A Journey with Husserl and Heidegger into Phenomenology. Social Theory and Philosophy for Information Systems.
	

Iversen, J. H., Mathiassen, L., and Nielsen, P. A. (2004). "Managing Risk In Software Process Improvement: An Action Research Approach." MIS Quarterly 28(3): 395,39.
	

Ives, B. (1984). "User Involvement and MIS Success: A Review of Research." Management Science 30(5): 586,18.
	

Ives, B. (1992). "Editors' Comments: Bridging Research and Practice." MIS Quarterly.
	

Ives, B., and Jarvenpaa, S.L. (1991). "Applications of Global Information Technology: Key Issues for Management." MIS Quarterly 15(1): 33,17.
	

Ives, B. and S. Hamilton (1980). "A Framework for Research in Computer-Based Information Systems." Management Science 26(9): 910,25.
	

Ives, B., Jarvenpaa, Sirrka and Mason (1993). "Global Business Drivers: Aligning Information Technology to Global Business Strategy." IBM Systems Journal 32(1): 143-161.
	

Ives, B. and M. H. Olson (1983). "The measurement of user information satisfaction." Communications of the ACM 26(10): 785 - 793.
	

Jackson, M. O. (2003). A Survey of Models of Network Formation: Stability and Efficiency. Group Formation in Economics, Networks, Clubs and Coalitions. G. Demange and M. Wooders, Cambridge University Press.
	

Jae-Nam Lee, S. M. Miranda, et al. (2004). "IT Outsourcing Strategies: Universalistic, Contingency, and Configurational Explanations of Success." Information Systems Research 15(2): 110.
	Focus on individual outsourcing decisions in IT research has often yielded contradictory findings and recommendations. To address these contradictions, we investigate a holistic, configurational approach with the prevailing universalistic or contingency perspectives in exploring the effects of IT outsourcing strategies on outsourcing success. Based on residual rights theory, we begin by identifying three dimensions of IT out-sourcing strategies: degree of integration, allocation of control, and performance period. We then develop a model of fit-as-gestalt, drawing from literatures on strategy, governance, interorganizational relationships, and outsourcing. Next, based on data from 311 firms in South Korea, we test universalistic and contingency perspectives in explaining the relationship between IT outsourcing strategies and outsourcing success. We then identify three congruent patterns, or gestalts, of IT outsourcing strategies. We term these strategies independent, arm's-length, and embedded strategies. To establish the predictive validity of these gestalts and the viability of a configurational perspective, we then explore the effects of these congruent gestalts vis-脿-vis noncongruent patterns on three dimensions of outsourcing success: strategic competence, cost efficiency, and technology catalysis. We also contrast the effects of each of the three gestalts on each of the three dimensions of outsourcing success. Our findings indicate the superiority of the configurational approach over universalistic and contingency perspectives in explaining outsourcing success. [ABSTRACT FROM AUTHOR]


Jain, H. and F. M. Z. Padmal Vitharana (2003). "An assessment model for requirements identification in component-based software development." ACM SIGMIS Database 34(4): 48 - 63.
	

Jang, J. J. (2001). An approach to designing reusable service frameworks via virtual service machine. Proceedings of the 2001 symposium on Software reusability: putting software reuse in context.
	

Janson, M. A. and L. D. Smith (1985). "Prototyping for Systems Development: A Critical Appraisal." MIS Quarterly 9(4): 305.
	Prototyping is new as a method for information systems development but has been used extensively for engineering systems design. Since information systems are similar, prototypes used in engineering systems design are studied to provide transferrable insights. The comparative study indicates that the prototype method does not render the life cycle method obsolete; rather, prototyping can be used effectively in combination with it. While prototyping is useful for various tasks, widely divergent tasks require prototypes with task-specific characteristics. Categories of prototypes include: 1. real life, 2. simulated, and 3. real-life/simulated. Stages of the design process include: 1. intelligence, 2. design, and 3. implementation. A case study allows illustration of the findings through analysis of an information system that supports marketing research and planning. The development method described can be used to develop larger and more complete information systems.


Janz, B. D. and P. Prasarnphanich (2003). "Understanding The Antecedents of Effective Knowledge Management: The Importance of A Knowledge-Centered Culture." Decision Sciences 34(2): 351-384.
	

Jarvanpaa, S. L. and B. Ives (1991). "Executive Involvement and participation in the management of information technology." MIS Quarterly 15(2): 205,23.
	

Jarvenpaa, S. (1988). "The Importance of Laboratory Experimentation in IS Research." Communications of the ACM 31(12): 1502 - 1504.
	

Jarvenpaa, S. J. and D. E. Leidner (1998). "An Information Company in Mexico: Extending the Resource-Based View of the Firm to a Developing Country." Information Systems Research 9(4): 342.
	The information industry assumes that information is seen as a valued resource that enables organizations and individuals to improve their effectiveness, efficiency, and overall competitiveness. For the information industry to bridge rather than divide further the global economy to information rich and information poor, we need to understand how firms, particularly local firms, can pioneer or participate in the information industry in emerging economies that do not inherently embrace information as a valued business resource. This research examines how one local firm shaped the external environment to pioneer a local information industry in Mexico and how it competes in a newly opened local market against foreign competitors. In doing so, the paper extends the resource-based view of the firm to a developing country context. The dynamic capabilities of strategic foresight and flexibility, coupled with a core competency of trustworthiness, are found to be critical in effecting internal and external change in an unstable environment.(Information Industry; International IS; Case Study; Computing in Developing Countries; Mexico; Resource-Based View; Network Analysis) [ABSTRACT FROM AUTHOR]


Jarvenpaa, S. L. (1989). "The Effect of Task Demands and Graphical Format on Information Processing Strategies." Management Science 35(3): 285,19.
	

Jarvenpaa, S. L. and G. W. Dickson (1988). "Graphics and Managerial Decision Making: Research-Based Guidelines." Communications of the ACM 31(6): 764 - 774.
	

Jarvenpaa, S. L., G. W. Dickson, et al. (1985). "Methodological Issues in Experimental IS Research: Experiences and Recommendations." MIS Quarterly 9(2): 141.
	Within the last ten years the use of experimental methodology in information systems (IS) research has substantially increased. However, despite our experience with experimentation, studies continue to suffer from methodological problems. These problems have led to an accumulation of conflicting results in several areas of IS research. Moreover, future research studies will keep producing contradictory results unless researchers begin to answer questions of task and measurement validity before reporting their experimental findings. This article discusses common methodological problems in experimental IS studies and, through a description of a series of graphics experiments at the University of Minnesota, illustrates the particularly acute problem of low internal validity. Suggestions are offered to experimental IS researchers on how some of these common problems can be alleviated or even avoided, particularly in studies on the use of managerial graphics. [ABSTRACT FROM AUTHOR]


Jarvenpaa, S. L. and K. Knoll (1998). "Is anybody out there?  Antecedents of trust in global virtual teams." Journal of Management Information Systems 14(4): 29,36.
	

Jarvenpaa, S. L. and D. E. Leidner (1999). "Communication and trust in global virtual teams." Organization Science 10(6): 791.
	This paper explores the challenges of creating and maintaining trust in a global virtual team whose members transcend time, space, and culture. The challenges are highlighted by integrating recent literature on work teams, computer-mediated communication groups, cross-cultural communication, and interpersonal and organizational trust. To explore these challenges empirically, a series of descriptive case studies on a global virtual teams whose members were separated by location and culture, were challenged by a common collaborative project, and for whom the only economically and practically viable communication medium was asynchronous and synchronous computer-mediated communication are examined. The results suggest that global virtual teams may experience a form of "swift" trust, but such trust appears to be very fragile and temporal. The study raises a number of issues to be explored and debated by future research. Pragmatically, the study describes communication behaviors that might facilitate trust in global virtual teams.


Jasperson, J., T. A. Carte, et al. (2002). "Review: Power And Information Technology Research: A Metatriangulation Review." MIS Quarterly 26(4): 397.
	This study uses a metatriangulation approach to explore the relationships between power and information technology impacts, development or deployment, and management or use in a sample of 82 articles from 12 management and MIS journals published between 1980 and 1999. We explore the multiple paradigms underlying this research by applying two sets of lenses to examine the major findings from our sample. The technological imperative, organizational imperative, and emergent perspectives (Markus and Robey 1988) are used as one set of lenses to better understand researchers' views regarding the causal structure between IT and organizational power. A second set of lenses, which includes the rational, pluralist, interpretive, and radical perspectives (Bradshaw-Camball and Murray 1991), is used to focus on researchers' views of the role of power and different IT outcomes. We apply each lens separately to describe patterns emerging from the previous power and IT studies. In addition, we discuss the similarities and differences that occur when the two sets of lenses are simultaneously applied. We draw from this discussion to develop metaconjectures, (i.e., propositions that can be interpreted from multiple perspectives), and to suggest guidelines for studying power in future research. [ABSTRACT FROM AUTHOR]


Jefferson, T. and E. Wager (2002). "Measuring the Quality of Editorial Peer Review." JAMA 287(21): 2786-2790.
	

Jenkins, M. A. (1985). Research methodologies and MIS research. Research Methods in Information Systems. E. Mumford, R. Hirschheim, G. Fitzgerald and A. T. Wood-Harper. Amsterdam, North Hollan: 103-117.
	

Jennex and Olfman (2003). A Knowledge Management Success Model: An Extension of DeLone and McLeanﾒs IS Success Model. Proceedings of the Ninth Americas Conference on Information Systems.
	

Jennex and Olfman (2004). Assessing Knowledge Management Success/Effectiveness Models. Proceedings of the 37th Hawaii International Conference on System Sciences.
	

Jiang, J. J., G. Klein, et al. (2004). "An exploration of the relationship between software development process maturity and project performance." Information & Management 41(3): 279.
	Software projects have a high rate of failure. Organizations have tried to reduce the rate through methodological approaches but with little perceived success. A model of software development maturity (the capability maturity model (CMM)) describes managerial processes that can be used to attack software development difficulties from the managerial control perspective at five maturity levels. Our study examined performance of projects in relation to the activities at these various levels of maturity. A survey of software engineers indicated that the activities associated with the managerial control of development related positively to project performance measures. However, not each level of maturity demonstrated observable benefits, indicating that greater caution is needed in the planning and implementation of the activities. [PUBLICATION ABSTRACT]


Johansson, J. M., March, S.T., And Naumann, J. D., (2003). "Modeling Network Latency and Parallel Processing in Distributed Database Design." Decision Sciences 34(4): 677-706.
	

Johnson-Laird, P. N. (1980). "Mental Models in Cognitive Science." Cognitive Science 4(1): 71-115.
	

Johnson, M. E. (2001). "Learning from Toys: Lessons in Managing Supply Chain Risk from the Toy Industry." California Management Review 43(3): 106-125.
	

Johnson, R. D. and G. M. Marakas (2000). "Research Report: The Role of Behavioral Modeling in Computer Skills Acquisition--Toward Refinement of the Model." Information Systems Research 11(4): 402.
	Recent empirical work by Compeau and Higgins (1995) investigated the role of behavioral IX modeling training in the development of computer skills. Their efforts have provided insight into our understanding of the role of computer self-efficacy (CSE) and behavioral modeling (BM) techniques with regard to training effectiveness. Contrary to their expectations, however, several of the hypothesized relationships were not supported, especially those relating to outcome expectancy. In this paper, an empirically derived model of the (SE construct proposed by Marakas, Yi, and Johnson (1998) is offered to highlight potential theoretical, methodological, and measurement issues which may have contributed to or exacerbated the unexpected results obtained in the Compeau and Higgins study. The empirical work contained herein is intended to both replicate and extend the work of Compeau and Higgins and to assist in resolving several key issues left unsettled by their seminal work in this area. [ABSTRACT FROM AUTHOR]


Jonassen, Beissner, et al. (1993). Explicit Methods for Conveying Structural Knowledge Through Concept Maps. Structural Knowledge: Techniques for Representing, Conveying, and Acquiring Structural Knowledge, Lawrence Erlbaum and Associates.
	

Jones, M. (1999). It All Depends on What you Mean by Discipline. Information Systems: An Emerging Discipline?
	

Jones, M. and W. Orlikowski (2004). Structuration Theory and Information Systems: A critical Reappraisal. Social Theory and Philosophy for Information Systems.
	

Joshi, J. B. D., Aref, W. G., Ghafoor, A., Spafford, E. H. (2001). "Security Models For Web-Based Applications." Communications of the ACM 44(2): 38 - 44.
	

Joy, B., A. B. Lovins, et al. (2000). "Why the future doesn't need us." Wired 8(4): 238.
	Joy et al discuss how the most powerful 21st-century technologies--robotics, genetic engineering, and nanotech--are threatening to make humans an endangered species.


Kahn, B. K. (1983). "Some Realities of Data Administration." Communications of the ACM 26(10): 794 - 799.
	

Kahneman, D., Jack L. Knetsch, and Richard H. Thaler (1990). "Experimental Tests of the Endowment Effect and the Coase Theorem." Journal of Political Economy 98(6): 1325-48.
	

Kahneman, D., J. L. Knetsch, et al. (1992). The Endowment Effect, Loss Aversion, and Status Quo Bias. The Winner's Curse.
	

Kaipa, P. (2000). "Knowledge Architecture For The Twenty-First Century." Behaviour & Information Technology, 19(3): 153-162.
	

Kallinikos, J. (1996). Technology and Society: Interdisciplinary Studies in Formal Organization. San Diego, Morgan-Kaufmann.
	

Kallinikos, J. (1999). "Computer-based technology and the Constitution of Work: A Case Study on the Cognitive Foundations of Work." Accounting, Management, and Information Technologies 9(4): 261-291.
	

Kallinikos, J. (2002). Re-opening the Black Box of Technology: Artifacts and Human Agency. International Conference of Information Systems.
	

Kallinikos, J. (2004). "Deconstructing information packages: Organizational and behavioural implications of ERP systems." Information Technology & People 17(1): 8.
	Argues that the organizational involvement of large scale information technology packages, such as those known as enterprise resource planning (ERP), has important implications that go far beyond the acknowledged effects of keeping the organizational operations accountable and integrated across functions and production sites. Claims that ERP packages are predicated on an understanding of human agency as a procedural affair and of organizations as an extended series of functional or cross-functional transactions. Accordingly, the massive introduction of ERP packages to organizations is bound to have serious implications that precisely recount the procedural forms by which such packages instrument organizational operations and fashion organizational roles. The conception of human agency and organizational operations in procedural terms may seem reasonable yet it recounts a very specific and, in a sense, limited understanding of humans and organizations. The distinctive status of framing human agency and organizations in procedural terms becomes evident in its juxtaposition with other forms of human action like improvisation, exploration or playing. These latter forms of human involvement stand out against the serial fragmentation underlying procedural action. They imply acting on the world on loose premises that trade off a variety of forms of knowledge and courses of action in attempts to explore and discover alternative ways of coping with reality.[PUBLICATION ABSTRACT]


Kallinikos, J. (2004). Farewell to Constructivism: Technology and Context-Embedded Action. The Social Study of IT.
	

Kambil, A. and E. van Heck (1998). "Reengineering the Dutch Flower Auctions: A Framework for Analyzing Exchange Organizations." Information Systems Research 9(1): 1.
	This paper specifies a generalizable model of exchange processes and develops a process-stakeholder analysis framework to evaluate alternative market designs. This framework is applied to analyze a number of information technology initiatives in the Dutch flower markets. The Dutch flower auctions are the world's leading centers for trading cut flowers and potted plants. We undertake a cross-case analysis and apply our framework to analyse successes and failures in the introduction of new IT-based trading mechanisms in these markets. Based on our study, we develop a number of testable propositions on: the separation of physical and informational processes in trading, the responses of stakeholders to changes in available information due to IT initiatives, and economic and incentive conditions required for adoption of new trading processes. Finally, our detailed cases illustrate the institutional and incentive constraints, and complexities encountered in the introduction of new electronic markets.(Electronic Markets; Transaction Costs; Reengineering; Technology Adoption) [ABSTRACT FROM AUTHOR]


Kankanhalli, A. and F. Tanudidjaja (2003). "The Role of IT In Successful Knowledge Management Initiatives." Communications of the ACM 46(9): 69 - 73.
	

Kaplan, B. and D. Duchon (1988). "Combining qualitative and quantitative approaches in information systems research: a case study." MIS Quarterly 12(4): 570,17.
	

Karahanna, E. and D. a. C. Straub, N. L. (1999). "Information technology adoption across time: A cross-sectional comparison of pre-adoption and post-adoption beliefs." MIS Quarterly 23(2): 183,31.
	

Karimi, J. and A. Bhattacherjee (2000). "The effects of MIS steering committees on information technology management sophistication." Journal of Management Information Systems 17(2): 207,24.
	

Karimi, J. and Y. P. Gupta (1996). "The congruence between a firm's competitive strategy and information technology leader's rank and role." Journal of Management Information Systems 13(1): 63,26.
	

Karimi, J. and T. Somers, and Gupta, Y. (2001). "Impact of Information Technology Management Practices on Customer Service." Journal of Management Information Systems 17(4): 125,34.
	

Katz, M. L. (1986). "Technology Adoption in the presence of network externalities." Journal of Political Economy 94(4): 822-41.
	

Kauffman, R. J., J. McAndrews, et al. (2000). "Opening the `Black Box' of Network Externalities in Network Adoption." Information Systems Research 11(1): 61.
	Recent theoretical work suggests that network externalities are a determinant of network adoption. However, few empirical studies have reported the impact of network externalities on the adoption of networks. As a result, little is known about the extent to which network externalities may influence network adoption and diffusion. Using electronic banking as a context and an econometric technique called hazard modeling, this research examines empirically the impact of network externalities and other influences that combine to determine network membership. The results support the network externalities hypothesis. We find that banks in markets that can generate a larger effective network size and a higher level of externalities tend to adopt early, while the size of a bank's own branch network (a proxy for the opportunity cost of adoption) decreases the probability of early adoption. [ABSTRACT FROM AUTHOR]


Kearns, G. S. a. L., A. L. (2003). "Resource-Based View of Strategic IT Alignment: How Knowledge Sharing Creates Competitive Advantage." Decision Sciences 34(1): 1-28.
	

Keen, P. (1980). MIS Research: Reference Disciplines and a Cumulative Tradition. Proceedings of the First ICIS.
	

Keen, P. (1981). "Information Systems and Organizational Change." Communications of the ACM 24(1): 24 - 33.
	

Keen, P. G. and G. R. Wagner (1979). DSS: an executive mind-support system. Datamation.
	

Keen, P. G. W. (1976). ""Interactive" computer systems for managers: A modest proposal." Sloan Management Review (pre-1986) 18(1): 1.
	

Keen, P. G. W. (1987). "Decision support systems: The next decade." Decision Support Systems 3(3): 253-265.
	

Keen, P. G. W. (1991). Relevance and Rigor in Information Systems Research: Improving Quality, Confidence Cohesion and Impact. Information Systems Research: Contemporary Approaches & Emergent Traditions. H.-E. Nissen, H. Klein and R. Hirschheim. Amsterdam, North-Holland: 27-49.
	

Keeney, R. L. (1999). "The Value of Internet Commerce to the Customer." Management Science 45(4): 533,10.
	

Keil, M. (1995). "Pulling the plug: Software project management and the problem of project escalation." MIS Quarterly 19(4): 421.
	In formation technology (IT) projects can fail for any number of reasons and in some cases can result in considerable financial losses for the organizations that undertake them. One pattern of failure that has been observed but seldom studied is the IT project that seems to take on a life of its own, continuing to absorb valuable resources without reaching its objective. A significant number of these projects will ultimately fail, potentially weakening a firm's competitive position while siphoning off resources that could be spent developing and implementing successful systems. The escalation literature provides a promising theoretical base for explaining this type of IT failure. Using a model of escalation based on the literature, a case study of IT project escalation is discussed and analyzed. The results suggest that escalation is promoted by a combination of project, psychological, social, and organizational factors. The managerial implications of these findings are discussed along with prescriptions for how to avoid the problem of escalation. [ABSTRACT FROM AUTHOR]


Keil, M. and E. Carmel (1995). "Customer-Developer Links in Software Development." Communications of the ACM 38(5): 33.
	This article focuses on the significance of customer-developer links in software development. To summarize briefly, the contribution of this study was to introduce the notion that customer participation in software development requires the selection of one or more customer-developer links through which information can be exchanged. As an initial step toward understanding link selection and use, an exploratory study of 31 software development projects was undertaken to determine the perceived effectiveness of various links and the extent to which they are used in practice. Three lessons can be drawn based on the results of the study. First, using the link metric for customer participation, we found that more successful projects employed more links than did less successful projects. Hence, the first lesson is that managers should err on the side of providing more links. Second, we observed an abundance of indirect links among many of the projects in our sample. The indirect links were visible in the form of intermediaries and/or customer surrogates that manifested themselves in a variety of different ways. We argue that indirect links are less desirable to use because of information filtering and distortion that can occur. Consequently, our second lesson calls for reduced reliance on indirect links. Taken together, the first two lessons underscore the notion that developers are best served by establishing numerous direct links through which information can be exchanged between developers and customers to enhance their mutual understanding. This exchange of information cannot take place when the number of links is small or when the channels are distorted by intermediaries.


Keil, M. and e. a. H. J. Smith (2004). "Why didn't somebody tell me?' Climate, Information Asymmetry, and Bad News About Troubled Projects." Database for Advances in Information Systems.
	

Keil, M., J. Mann, et al. (2000). "Why software projects escalate: An empirical analysis and test of four theoretical models." MIS Quarterly 24(4): 631.
	Software projects can often spiral out of control to become runaway systems that far exceed original budget and schedule projections. The behavior that underlies many runaway systems can best be characterized as escalation of commitment to a failing course of action. The objectives of this study were to: 1. understand the extent to which IS projects are prone to escalate, 2. compare the outcomes of projects that escalate with those that do not, and 3. test whether constructs associated with different theories of escalation can be used to discriminate between projects that escalate and those that do not.


Keil, M. and R. Robey (1999). "Turning Around Troubled Software Projects: An Exploratory Study of the Deescalation of Commitment to Failing Courses of Action." Journal of Management Information Systems 15(4): 63,25.
	

Kemerer, C. (1987). "An empirical validation of software cost estimation models." Communications of the ACM 30(5): 416 - 429.
	

Kemerer, C. F. (1987). "An empirical evaluation of software cost estimation methods." Communications of the ACM.
	

Kendall, J. E. and K. E. Kendall (1993). "Metaphors and methodologies: Living beyond the systems machine." MIS Quarterly 17(2): 149.
	Examines the language of information systems (IS) users in 16 different organizations. Definition of and assumptions about metaphors; Metaphors used by IS users; Systems analysis and design; Cautions that must be undertaken by analysts when leading the systems development process based on the metaphors used by IS users; Value of metaphorical analysis in the systems development process.


Kent, W. (1983). "A Simple Guide To Five Normal Forms In Relational Database Theory." Communications of the ACM 26(2): 120.
	Presents concepts behind the five principal normal forms in relational database theory representing guidelines for record design. Intended constraints on record design; Establishment of the normalization rules to prevent update anomalies and data inconsistencies; Bias of the guidelines toward the assumption that all nonkey fields will be updated frequently.


Kerlinger, F. N. (1986). Foundations of Behavioral Research. New York, Holt, Rinehart and Winston, Inc.
	

Kern, T. and L. Willcocks (2002). "Exploring relationships in information technology outsourcing: The interaction approach." European Journal of Information Systems 11(1): 3.
	Information technology outsourcing ventures have been termed successful or less successful in achieving their expected outsourcing objectives according to the operational effectiveness of the ensuing client-supplier relationship. Yet researchers and practitioners share no consistent understanding of the actual operational characteristics of these IT outsourcing relationships. The paper bridges this gap by adopting the international marketing and purchasing group's dyadic interaction approach, which delineates carefully the context, parties, interaction and behavioral dimensions of buyer-supplier-type relationships. Applied to outsourcing, this approach enables some light to be shed on the crucial dimensions of IT outsourcing relationships. Exploratory research into 12 organizations identifies the potential of the interaction approach, in providing a comprehensive, consistent, holistic set of constructs to guide analysis.


Kettinger, W. J., V. Grover, et al. (1994). "Strategic information systems revisited: A study in sustainability and performance." MIS Quarterly 18(1): 31.
	Sustainability of competitive advantage may be achieved by leveraging unique firm attributes with information technology (IT) to realize long-term performance gains. A research review of sustainability was conducted that resulted in the development of a framework depicting factors effecting sustainable competitive advantage. The analysis evaluates longitudinal changes in performance measures of 30 firms that have been cited as classic cases of strategic use of IT. The results of the analysis indicate that not all of these classic cases can be touted as sustained winners. Differences among strategic sustainers and non-sustainers were formally tested to determine those firm or industry factors that may be antecedents to sustained (IT) competitive advantage. Results indicate that managers must do more than simply assess the uniqueness or availability of emerging technological innovations in developing strategic IT plans.


Khalifa, M. (2000). "Exploring the Telecommuting Paradox." Communications of the ACM 43(3): 29 - 31.
	

Kimball, R. (1995). Is ER Modeling Hazardous to DSS. DBMS.
	

King, A. W. and C. P. Zeithaml (2003). "Measuring organizational knowledge: A conceptual and methodological framework." Strategic Management Journal 24(8): 763.
	Knowledge is fundamental to strategic success. Limited progress has been made, however, in measuring organizational knowledge. We employ research on resource-based theory and organizational epistemology to suggest a perceptual approach to measuring knowledge. We present a research protocol to identify a domain of organizational knowledge resources within industries. Using a sample of organizations from the hospital and textile industries, we interviewed CEOs to identify the feasible set of knowledge resources. We presented this set to managers at those organizations to measure their perceptions of the value-added of each knowledge resource for their organizations. The results demonstrate that the importance of knowledge resources varies by industry and organization, and calls to question efforts to generate an inventory of generic knowledge resources that is applicable across industries. [PUBLICATION ABSTRACT]


King, J. L. and K. L. Kraemer (1984). "Evolution and organizational information systems:an assessment of Nolan's stage model." Communications of the ACM 27(5): 466 - 475.
	

King, V. S. a. W. R. (1991). "Construct Measurement in Information Systems Research: An Illustration in Strategic Systems." Decision Sciences 22(3): 455-464.
	

King, W. R. (1999). "Integrating knowledge management into IS strategy." Information Systems Management 16(4): 70.
	Knowledge management has become a hyped buzzword. Nevertheless, it is a real strategy that many organizations are using to their benefit. To help you cut through the hype, knowledge management is clearly defined, and pointers are given for its deployment and use.


King, W. R. (2000). "Playing an integral role in knowledge management." Information Systems Management 17(4): 59.
	Because knowledge management (KM) is based on the nebulous concept of knowledge instead of binary bits of data, IS managers must adopt a new set of strategies in order to become key players in KM. The subtle nature of knowledge requires IS managers to sharpen their people skills and to recast information systems from their traditional roles of processing and disseminating data.


King, W. R. (2001). "Developing a Strategies for Creating a Learning Organization." Information Systems Management 18(1): 12-20.
	

King, W. R. (2001). "Developing an Andragogy Model for IS/IT Education." Journal of Informatics Education and Research 3(1): 1-14.
	

King, W. R. (2001). "Evaluating Knowledge Management and the Learning Organization: An Information/ Knowledge Value Chain Approach." Communications of the Association for Information Systems.
	

King, W. R. (2001). "Strategies For Creating A Learning Organization." Information Systems Management 18(1): 12.
	Presents strategic options that can be used by information technology managers in creating a learning organization. Features of the information systems infrastructure strategy; Details on the intellectual property management strategy; Emphasis of the individual learning strategy; Conceptual basis of the knowledge management strategy.


King, W. R. and P. V. Marks (2002). "The Most Important Issues In Knowledge Management." Communications of the ACM 45(9): 93 - 97.
	

King, W. R. a. S., V (1999). "An Empirical Assessment of the Organization of Transactional Information Systems." Journal of Management Information Systems 15(4): 7,22.
	

Kirsch, L. J. (1996). "The management of complex tasks in organizations: Controlling the systems development process." Organization Science 7(1): 1.
	A paper argues that when control theory is applied to a complex, nonroutine task such as the management of information systems development, the theory of control is incomplete. In particular, it proposes that knowledge of the task is a key determinant of type of control. Four modes of control (behavior, outcome, clan and self) are identified from the organizational literature. The paper integrates the different theoretical perspectives and predicts the circumstances under which each type of control will be implemented. Survey responses from 96 participants of 32 systems development efforts suggest that the extent to which behaviors are monitored interacts with the project sponsor's level of systems development knowledge to determine the amount of behavior control; that outcome control is a function of the extent to which behaviors are monitored and outcomes are measurable; and that self-control is dependent on the extent to which outcomes are measurable and the level of the project sponsor's knowledge about systems development activities.


Kirsch, L. J. (1997). "Portfolios of Control Modes and IS Project Management." Information Systems Research 8(3): 215.
	In spite of the attention it has received, there is still much that is not understood about the management of systems development efforts. This research examines one aspect of the management process: the function of control. In this paper, control is viewed broadly, encompassing all attempts to ensure individuals in organizations act in a maimer that is consistent with meeting organizational goals and objectives. Control is categorized into formal modes (behavioral, outcome) and informal modes (clan, self). Formal and informal control modes are implemented via a variety of mechanisms, such as linking pay with performance, socialization, and team-building. Relatively little is known about the modes of control used to manage information systems development efforts. The objective of this research is to address this lack of understanding in the literature by exploring how control modes are implemented during systems development projects and by investigating why IS and user stakeholders implement particular combinations of control modes. To meet this objective, a series of four case studies of systems development projects was conducted. The results reveal that users, as well as IS managers, play a critical role in controlling systems development projects. Moreover, the results suggest that all stakeholders implement a portfolio of control modes that typically includes both formal and informal modes. This portfolio contains a mix of overlapping and redundant mechanisms used to exercise these modes of control. The results also suggest that constructing a portfolio of control modes is a process that includes selecting appropriate preexisting mechanisms of formal control; designing new mechanisms with which to implement formal control, if necessary; and supplementing the mechanisms of formal control with mechanisms of informal control. Throughout this process of construction, the choice of particular control mechanisms depends on task characteristics, role expectations. [ABSTRACT FROM AUTHOR]


Kirsch, L. J. and V. Sambamurthy (2002). "Controlling Information Systems Development Projects: The View from the Client." Management Science 48(4): 484,15.
	

Kitcher, P. (1982). Believing Where We Cannot Prove. Abusing Science: The Case Against Creationism.
	

Kjaer, A. (1995). "Participatory Analysis of Flexibility." Communications of the ACM 38(5): 53 - 60.
	

Kj忙rA, A. and K. H. Madsen (1995). "Participatory Analysis of Flexibility." Communications of the ACM 38(5): 53.
	This article discusses whether participatory flexibility requirements could be addressed by using adapted participatory techniques. Both workshops demonstrated the need to address flexibility requirements. Paradoxically, what were described as general procedures in the interviews turned out to be exceptions during the workshops. To allow for exceptions seems to be one of the general rules. Though blueprint mapping was intended to represent the general way things are done at the department, the map also triggered statements about variations and unexpected situations. And, originally intended to deal with flexibility requirements, the idea of starting out from cards describing specific situations proved to be very successful for this purpose. Through the analysis it became evident that focusing on flexibility requirements also raises the fact that different staff members may have different interests in how the work activities are carried out. The analysis demonstrates how the various structural elements set different conditions for the work activities.


Klein, B. D. and D. L. Goodhue (1997). "Can Humans Detect Errors in Data? Impact of Base Rates, Incentives, and Goals." MIS Quarterly 21(2): 169,26.
	

Klein, H. K. and R. Hirschheim (1993). The Application of Neohumanist Principles in Information Systems Development. Human, Organizational, and Social Dimensions of Information Systems Development.
	

Klein, H. K. and M. Q. Huynh (2004). Critical Social Theory of Jurgen Habermas and its implications for IS Research. Social Theory and Philosophy for Information Systems. J. Mingers and L. P. Willcocks.
	

Klein, H. K. and M. D. Myers (1999). "A Set of Principles for Conducting and Evaluating Interpretive Field Studies in Information Systems." MIS Quarterly 23(1): 67,28.
	

Klein, K. J. and J. S. Sorra (1996). "The challenge of innovation implementation." Academy of Management Review 21(4): 1055-1071.
	

Kleinberg, J., C. Papadimitriou, et al. (1998). "A Microeconomic View of Data Mining." Data Mining and Knowledge Discovery 2: 311-324.
	

Klemke, E., R. Hollinger, et al. (1998). Introductory Readings in the Philosophy of Science. Buffalo, NY, Prometheus Books.
	

Klemperer, P. (1999). "Auction Theory: A Guide to the Literature." Journal of Economic Surveys 13(3): 227.
	This paper provides an elementary, non-technical, survey of auction theory, by introducing and describing some of the critical papers in the subject. (The most important of these are reproduced in a companion book, The Economic Theory of Auctions, Paul Klemperer (ed.), Edward Elgar (pub.), forthcoming.); We begin with the most fundamental concepts, and then introduce the basic analysis of optimal auctions, the revenue equivalence theorem, and marginal revenues. Subsequent sections address risk-aversion, affiliation, asymmetries, entry, collusion, multi-unit auctions, double auctions, royalties, incentive contracts, and other topics. Appendices contain technical details, some simple worked examples, and a bibliography for each section. [ABSTRACT FROM AUTHOR]


Klemperer, P. (2002). "What really matters in auction design." The Journal of Economic Perspectives 16(1): 169.
	Klemperer lists and gives examples of some critical pitfalls in auction design and discusses what can be done about them. Ascending and uniform-price auctions are both very vulnerable to collusion and very likely to deter entry into an auction.


Klienrock, M. G. a. L. (1977). "On the Topological Design of Distributed Computer Networks." IEEE Transactions on Communications 25(1): 48-60.
	

Kling, R. (1980). "Social analysis of computing." ACM Computing Surveys 12(1): 61 - 110.
	

Kling, R. (1991). "Computerization and Social Transformations." Science, Technology and Human Values 16(3): 342-367.
	

Kling, R. (1991). "Cooperation, Coordination, and Control in Computer-Supported Work." Communications of the ACM 34(12): 83 - 88.
	

Kling, R. (1995). Controversies About Computerization and the Organization of White Collar Work. Human-Computer Interaction: Toward the Year 2000, 2nd edition. R. M. Baecker, J. Grudin, W. A. S. Buxtin and S. Greenberg.
	

Kling, R. (1996). Computerization and Controversy. San Diego, Academic Press.
	

Knock, N. (2003). "Dealing with Plagiarism in the Information Systems Research Community: A Look at Factors that Drive Plagiarism and Ways to address them." MIS Quarterly 27(4): 511,22.
	

Knorr, E. M., R. T. Ng, et al. (2000). "Distance-Based Outliers: Algorithms and Applications." The VLDB Journal 8(3): 237-353.
	

Ko, D.-G. and L. Kirsch (2005). "Antecedents of Knowledge Transfer from Consultants to Clients in Enterprise System Implementations." MIS Quarterly 29(1): 59-85.
	

Kobryn, C. (1999). "Uml 2001: A Standardization Odyssey." Communications of the ACM 42(10): 29.
	The article presents information on the Unified Modeling Language (UML) in 2001. As the UML reaches the ripe age of four, both its proponents and its critics are scanning the recent changes in the UML 1.3 revision. In a relatively short period of time the UML has emerged as the software industry's dominant modeling UML is not only a de facto modeling language standard, it is fast becoming a de jure standard. Nearly two years ago the Object Management Group (OMG) adopted UML as its standard modeling language. As an approved Publicly Available Specification (PAS) submitter to the International Organization for Standardization (ISO), the OMG is proposing the UML specification for international standardization. This article explores how the UML is faring in the international standardization process. It assumes the reader is generally familiar with the use of UML, and instead focuses on the language's recent and future evolution. The processes and architectures for UML change management are examined, followed by discussion of how these processes and architectures were used in the recent minor revision of the language (UML 1.3), and how they may be applied in the next major revision (UML 2.0), which is tentatively scheduled to be completed in 2001. Factors contributing to the success of the UML will be assessed here, followed by speculation on its future.


Koch, J. V. and R. J. Cebula (2002). "Price, Quality, And Service On The Internet: Sense And Nonsense." Contemporary Economic Policy 20(1): 25.
	Reports on Internet-based commerce. Effects of Internet advertising on search costs; Role of auctions over the Internet; Information on the quality of services in the Internet.


Kock, N. (1999). "A case of academic plagiarism." Communications of the ACM 42(7): 96 - 104.
	

Kock, N. (2004). "The Psychobiological Model: Towards a New Theory of Computer-Mediated Communication Based on Darwinian Evolution." Organization Science 15(3): 327.
	This article reviews theories of organizational communication with a special emphasis on theories that have been used to explain computer-mediated communication phenomenon. Among the theories reviewed, 2 - social presence and medial richness - are identified as problematic and as posing obstacles to future theoretical development. While shortcomings of these theories have been identified in the past, some of these theories' predictions have been supported by empirical evidence. It is argued that this theoretical dilemma can be resolved based upon principles derived from a modern version of Darwin's theory of evolution by natural selection and the application of those principles to the understanding of human evolution. A new theoretical model called the psychobiological model is developed, which predicts variations in cognitive effort in computer-mediated collaborative tasks. The model proposes that there is a negative causal link between the "naturalness" of a computer-mediated communication medium, which is the similarity of the medium to the face-to-face medium, and the cognitive effort required from an individual using the medium for knowledge transfer.


Kogut, B. and U. Zander (1992). "Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology." Organization Science 3(3): 383-397.
	

Kohli, R. and S. Devaraj (2003). "Measuring Information Technology Payoff: A Meta-Analysis of Structural Variables in Firm-Level Empirical Research." Information Systems Research 14(2): 127.
	Payoffs from information technology (IT) continue to generate interest and debate both among academicians and practitioners. The extant literature cites inadequate sample size, lack of process orientation, and analysis methods among the reasons some studies have shown mixed results in establishing a relationship between IT investment and firm performance. In this paper we examine the structural variables that affect IT payoff through a meta-analysis of 66 firm-level empirical studies between 1990 and 2000. Employing logistic regression and discriminant analyses, we present statistical evidence of the characteristics that discriminate between IT payoff studies that observed a positive effect and those that did not. In addition, we conduct ordinary least squares (OLS) regression on a continuous measure of IT payoff to examine the influence of structural variables on the result of IT payoff studies. The results indicate that the sample size, data source (firm-level or secondary), and industry in which the study is conducted influence the likelihood of the study finding greater improvements on firm performance. The choice of the dependent variable(s) also appears to influence the outcome (although we did not find support for process-oriented measurement), the type of statistical analysis conducted, and whether the study adopted a cross-sectional or longitudinal design. Finally, we present implications of the findings and recommendations for future research. [ABSTRACT FROM AUTHOR]


Konrad, S., B. H. C. Cheng, et al. (2004). "Object Analysis Patterns for Embedded Systems." IEEE Transactions on Software Engineering 30(12): 970.
	Some of the most challenging tasks in building a software system are capturing, refining, and analyzing requirements. How well these tasks are performed significantly impacts the quality of the developed software system. The difficulty of these tasks is greatly exacerbated for the software of embedded systems as these systems are commonly used for critical applications, have to operate reliably for long periods of time, and usually have a high degree of complexity. Current embedded systems software development practice, however, often deals with the (requirements) analysis phase in a superficial manner, instead emphasizing design and implementation. This research investigates how an approach similar to the well-known design patterns, termed object analysis patterns, can be applied in the analysis phase of embedded systems development, prior to design and coding. Specifically, our research explores how object-oriented modeling notations, such as the Unified Modeling Language (UML), can be used to represent structural and behavioral information as part of commonly occurring object analysis patterns. This work also investigates how UML--based conceptual models of embedded systems, based on the diagram templates in the object analysis patterns, can be automatically analyzed using the Spin model checker for adherence to properties specified in linear-time temporal logic (LTL) using a previously developed UML formalization framework. We have applied these patterns to several embedded systems applications obtained from the automotive industry. This paper describes one of our case studies and illustrates how our approach facilitates the construction of UML-based conceptual models of embedded systems and the analysis of these models for adherence to functional requirements. [PUBLICATION ABSTRACT]


Korson, T. and J. D. McGregor (1990). "Understanding Object-Oriented: A Unifying Paradigm." Communications of the ACM 33(9): 40.
	Proposes the spiral and fountain model as an object-oriented approach to software development. General design criteria; Object-oriented approach to assist the designer in meeting the criteria; Concepts of object-oriented programming; Representation of a concept in what will eventually be an executable form.


Koufaris, M. (2002). "Applying the Technology Acceptance Model and Flow Theory to Online Consumer Behavior." Information Systems Research 13(2): 205.
	In this study, we consider the online consumer as both a shopper and a computer user. We test constructs from information systems (Technology Acceptance Model), marketing (Consumer Behavior), and psychology (Flow and Environmental Psychology) in an integrated theoretical framework of online consumer behavior. Specifically, we examine how emotional and cognitive responses to visiting a Web-based store for the first time can influence online consumers' intention to return and their likelihood to make unplanned purchases. The instrumentation shows reasonably good measurement properties and the constructs are validated as a nomological network. A questionnaire-based empirical study is used to test this nomological network. Results confirm the double identity of the online consumer as a shopper and a computer user because both shopping enjoyment and perceived usefulness of the site strongly predict intention to return. Our results on unplanned purchases are not conclusive. We also test some individual and Web site factors that can affect the consumer's emotional and cognitive responses. Product involvement, Web skills, challenges, and use of value-added search mechanisms all have a significant impact on the Web consumer. The study provides a more rounded, albeit partial, view of the online consumer and is a significant step towards a better understanding of consumer behavior on the Web. The validated metrics should be of use to researchers and practitioners alike. [ABSTRACT FROM AUTHOR]


Kraut, R. and S. Koch (1989). "Computerization, productivity, and quality of work-life." Communications of the ACM 32(2): 220 - 238.
	

Kraut, R., C. Steinfield, et al. (1999). "Coordination and virtualization: The role of electronic networks and personal relationships." Organization Science 10(6): 722.
	One view holds that organizations are virtual to the extent that they outsource key components of their production processes, and that electronic networks make it easier to do this. The goal of the present paper is to examine explicitly the effects that use of electronic networks for transactions with suppliers has on factors that influence the use of networks for coordination with suppliers, and the impact such use has on coordination success. Contrary to much recent speculation, the use of electronic networks for transactions was not associated with increased outsourcing, but rather with greater dependence on internal production. Moreover, the use of interpersonal relationships for coordination, which many think of as an alternative to electronic network use, was positively associated with greater network use. Surprisingly, use of electronic networks was negatively associated with such outcomes as order quality and efficiency, and satisfaction with suppliers, while more reliance on personal linkages was associated with better outcomes and mitigated the negative consequences of using electronic networks.


Kraut, R. E. a. S., Lynn A. (1995). "Coordination in Software Development." Communications of the ACM 38(3): 69 - 81.
	

Kreie, J. (2000). "Applications development by end users: Can quality be improved?" Decision Support Systems 29(2): 143-152.
	

Kreie, J. and T. P. Cronan (2000). "Making Ethical Decisions." Communications of the ACM 43(12): 66 - 71.
	

Kriebel, C. and J. Moore (1980). Economics and Management Information Systems. Proceedings of the First ICIS.
	

Krishna, S., Sahay, S. and Walsham, G. (2004). "Managing Cross-Cultural Issues In Global Software Outsourcing." Communications of the ACM 47(4): 62 - 66.
	

Krishnan, M. and C. Kriebel, Kekre, S., and Mukhopadhyay, T. (2000). "Productivity and Quality in Software Product." Management Science 46(6): 745,15.
	

Krishnan, M. S. and M. I. Kellner (1999). "Measuring process consistency: Implications for reducing software defects." IEEE Transactions on Software Engineering 25(6): 800.
	In this paper, an empirical study that links software process consistency with product defects is reported. Various measurement issues such as validity, reliability, and other challenges in measuring process consistency at the project level are consistency in achieving the CMM goal questions in various key process areas (KPAs) in 45 projects at a leading software vendor is reported. The results of this analysis indicate that consistent adoption of practices specified in the CMM is associated with a lower number of defects. Even a relatively modest improvement in the consistency of implementing these practices is associated with a significant reduction in field defects.


Krishnan, R. and K. Chari (2000). "Model management: survey, future research directions and a bibliography." Interactive Transactions of OR/MS 3(1).
	

Kruchten, P. (1996). A Rational Development Process. CrossTalk.
	

Kuhn, T. (1991). The Natural and the Human Sciences. The Interpretive Turn: Philosophy, Science and Culture.
	

Kuhn, T. S. (1996). The Structure of Scientific Revolutions, University Of Chicago Press.
	

Kumar, A. and J. L. Zhao (1999). "Dynamic Routing and Operational Controls in Workflow Management Systems." Management Science 45(2): 253.
	Businesses around the world are paying more attention to process management and process automation to improve organizational efficiency and effectiveness. In this paper, we describe a general framework for implementing dynamic routing and operational control mechanisms in Workflow Management Systems (WMSs). The framework consists of three techniques: workflow control tables, sequence constraints, and event-based workflow management rules. Our approach offers several unique features that are missing in commercial workflow management systems: (1) it provides more flexibility in process modeling and control; (2) it permits rework on an ad hoc basis; (3) it handles exceptions to routing and operational controls; and (4) it exploits parallelism to increase system throughput and response time. Finally, the work flow management techniques are applied to the case of consumer loan management and compared with other approaches based on static routing.(Workflow Modeling; Sequence Dependency; Process Constraint Language; Petri Nets; Routing Rules) [ABSTRACT FROM AUTHOR]


Kumar, A. and L. Zhao (1999). "Dynamic Routing and Operational Controls in a Workflow Management Syste." Management Science 45(2): 253,20.
	

Kumar, K., H. G. v. Dissel, et al. (1998). "The merchant of Prato--revisited: Toward a third rationality of information systems." MIS Quarterly 22(2): 199.
	The failure of SPRINTEL, an interorganizational information system in Prato (Italy), raises a number of interesting questions with regard to the technical-economic and socio-political perspectives that currently dominate the information systems/information technology literature. These questions underscore the importance of developing additional theoretical perspectives in order to better understand the role of information systems in organizations. This study reflects upon these questions and their theoretical foundations in the context of a case study. The case study describes the implementation, usage, and outcome of an interorganizational information system. An analysis is made of the extent to which the technical-economic and socio-political perspectives are sufficient to explain the failure of the system. The outcome of the analysis shows that these two perspectives are insufficient to provide and explanation.


Kumar, K. and H. G. van Diesel (1996). "Sustainable collaboration: Managing conflict and cooperation in interorganizational systems." MIS Quarterly 20(3): 279.
	Current interorganizational systems literature focuses on describing the role of information technology in enabling the transition from inter-firm competition to cooperation. This article points out that the promise of IT enabled cooperation, if not nurtured, can degenerate into conflict. The objective of this article is to identify possible risks of conflict in the IOS arena and to suggest strategies for minimizing the likelihood of such conflict. It does so by developing a typology for characterizing IOS along the dimension of interorganization interdependency interfirm relationships. This typology classifies interorganizational systems into three types: pooled information resource IOS, value/supply chain IOS and networked IOS. By examining the characteristics of these three types of IOSs the article identifies the economic, technical and socio-political arguments for potential conflict in these systems. The identification of the risks, in turn, leads to a discussion of possible strategies for containing these risks. The article finally suggests that if the intended benefits of the collaboration are to be realized and sustained, corporate "statesmen" need to nurture the cooperation by anticipating these risks and managing them proactively. [ABSTRACT FROM AUTHOR]


Kun Shim Im, K. Y. K. a. J. S. K. (1998). "An Assessment of Individual and Institutional Research Productivity in MIS." Decision Line.
	

Kun Shin Im, K. E. Dow, et al. (2001). "Research Report: A Reexamination of IT Investment and the Market Value of the Firm--An Event Study Methodology." Information Systems Research 12(1): 103.
	It has been argued that the intangible benefits of IT, in areas such as improved quality, variety, timeliness, and customization have not been appropriately measured. Many IT productivity studies that use conventional productivity measurement techniques fail to consider many of the improvements in economic output brought- about by IT. To complement these productivity studies, a powerful argument can he made for the use of the event study methodology that has become popular in the accounting and finance literatures.' The event study methodology is a powerful tool that can help IS researchers assess the business performance of IT investments using such marker-based measures as stock once or trading volume, it obviates the need to analyze accounting-based measures of IT investments' benefits, which have been criticized because they are often not adequate indicators of the performance of investments. This method enables researchers to measure stock price changes that can serve as estimates for the effectiveness of the firm in foreseeing and rapidly adapting to its changing environment.


Kwak, M. (2001). "Searching for Search Costs." MIT Sloan Management Review 42(3): 8.
	Search costs--the time and money spent locating the best product at the best price--are a familiar and often unwelcome aspect of everyday life. Search costs are beneficial to the seller because they buffer profit margins by making it difficult and time-consuming for buyers to find the best deal. E-commerce threatened to eliminate search costs, but recent studies suggest that the Internet's impact on pricing has been less dramatic than some may have feared. Before buyers see more dramatic savings, the Internet will have to drive down sellers' operating costs as well. Scott Morgan and her colleagues found that reduced search costs account for only 15 percent of the savings associated with using an online car-referral service. The remaining 85 percent was attributable to the service's bargaining power and the fact that online customers cost dealers less to serve.


Kwan, M. M. and P. Balasubramanian (2003). "Knowledgescope: Managing Knowledge In Context." Decision Support Systems 35(4): 467-486.
	

Kwasnica, A. (2005). "A New and Improved Design for Multi-Object Iterative Auctions." Management Science 51(3): 419,16.
	

Kwok, R. C., Ma, J., Vogel, D. R. (2003). "Effects of Group Support Systems And Content Facilitation on Knowledge Acquisition." Journal of Management Information Systems 19(3): 185,45.
	

Kylen, B. J. (1985). "What Business Do - Before They are Surprised." Advance in Strategic Management: A Research Annual.
	

Kyng, M. (1995). "Making Representations Work." Communications of the ACM 38(9): 46.
	The article examines the use of representations in cooperative design and lists challenges faced while using these representations. In a design project, use of representations implies several things, including knowledge of how to construct them, as well as knowledge of some opportunities and limitations for changing them. When artifacts used are representations of the emerging design and鈦刼r its use, people have the additional requirement that these representations support the design team in understanding possibilities and limitations with respect to that which is represented, that is, the emerging design and work processes involving the new system. Representations that is being used in the present cooperative design work is divided into representations of the system being designed and representations of work. The main quality of representations of the system being designed is that they allow the end users to carry out work, to simulate working in the future with the new system. The work situation descriptions are intended to remind the design team of situations that illustrate particular needs for computer support.


Lacity, M. and M. Janson (1994). "Understanding Qualitative Data: A Framework of Text Analysis Methods." Journal of Management Information Systems 11(2): 137,19.
	

Lacity, M. C. (1998). "An empirical investigation of information technology sourcing practices:lessons from experience." MIS Quarterly 22(3): 363,46.
	

Lacity, M. C. and R. Hirschheim (1993). Information Systems Outsourcing: Myths, Metaphors and Realities. Chichester, John Wiley & Sons.
	

Lacity, M. C. and L. P. Willcocks (2000). Relationships in IT Outsourcing: A Stakeholder Perspective. Framing the Domains of IT Management: Projecting the Future Through the Past.
	

Lacity, M. C., L. P. Willcocks, et al. (1995). "IT outsourcing: Maximize flexibility and control." Harvard Business Review 73(3): 84.
	A study of 40 US and European companies that grappled with the issue of whether to outsource their organization's information technology (IT) concluded that the strategic-versus-commodity approach to the decision usually leads to disappointment. The underlying assumption of the approach is that managers can place big bets about their markets, future technologies, and suppliers' capabilities and motives with a great deal of certainty. However, they cannot. Even so, many managers sign long-term contracts without considering that they often cannot predict how business conditions will change in even 2 years. It is argued that instead, a company's overarching objective should be to maximize flexibility and control so that it can pursue different options as it learns more or as its circumstances change. The way to accomplish this is to maximize competition for the right to provide IT services


Lacity, M. C., L. P. Willcocks, et al. (1996). "The Value of Selective IT Sourcing." Sloan Management Review 37(3): 13.
	Through interviews with senior business executives, CIOs, consultants, and vendor account managers, 62 sourcing decisions at 40 organizations are analyzed. From that data, a set of frameworks to clarify sourcing options and aid managers in deciding which IT functions to contract out and which to retain in-house are developed. The frameworks are empirically derived, focus attention on the critical factors, and provide useful tools for various decision-making processes. Once dominated by a few big players - EDS, Andersen, CSC, and IBM - the IT outsourcing market has fragmented into many niche services. As competition in the outsourcing market increases, companies have more power to bargain for shorter contracts, more select services, and better financial packages. Also in the customer's favor is a growing experience with IT outsourcing, which allows it to intelligently evaluate and negotiate outsourcing deals.


Lai, K., M. Feldman, et al. (2003). Incentives for Cooperation in Peer-to-Peer Networks. Proceedings of the First Workshop on Economics of Peer-to-Peer Systems.
	

Laibson, D. (1997). "Golden eggs and hyperbolic discounting." The Quarterly Journal of Economics 112(2): 443.
	Hyperbolic discount functions induce dynamically inconsistent preferences, implying a motive for consumers to constrain their own future choices. The decisions of a hyperbolic consumer who has access to an imperfect commitment technology, an illiquid asset whose sale must be initiated one period before sale proceeds are received, are analyzed. The model predicts that consumption tracks income, and the model explains why consumers have asset-specific marginal propensities to consume. The model suggests that financial innovation may have caused the ongoing decline in US savings rates, since financial innovation increases liquidity, eliminating commitment opportunities. Finally, the model implies that financial market innovation may reduce welfare by providing too much liquidity.


Lakatos, I. (1970). Criticism and the Growth of Knowledge. Cambridge, Cambridge University Press.
	

Lal, R. and M. Sarvary (1999). "When and How Is the Internet Likely to Decrease Price Competition?" Marketing Science 18(4): 485,19.
	

Lamb, R. and R. Kling (2003). "Reconceptualizing Users As Social Actors In Information Systems Research." MIS Quarterly 27(2): 197.
	A concept of the user is fundamental to much of the research and practice of information systems design, development, and evaluation. User-centered information studies have relied on individualistic cognitive models to carefully examine the criteria that influence the selection of information and communication technologies (ICTs) that people make. In many ways, these studies have improved our understanding of how a good information resource fits the people who use it. However, research approaches based on an individualistic user concept are limited. In this paper, we examine the theoretical constructs that shape this user concept and contrast these with alternative views that help to reconceptualize the user as a social actor. Despite pervasive ICT use, social actors are not primarily users of ICTs. Most people who use ICT applications utilize multiple applications, in various roles, and as part of their efforts to produce goods and services while interacting with a variety of other people, and often in multiple social contexts. Moreover, the socially thin user construct limits our understanding of information selection, manipulation, communication, and exchange within complex social contexts. Using analyses from a recent study of online information service use, we develop an institutionalist concept of a social actor whose everyday interactions are infused with ICT use. We then encourage a shift from the user concept to a concept of the social actor in IS research. We suggest that such a shift will sharpen perceptions of how organizational contexts shape ICT-related practices, and at the same time will help researchers more accurately portray the complex and multiple roles that people fulfill while adopting, adapting, and using information systems. [ABSTRACT FROM AUTHOR]


Lampe (2002). "Discussion of an ontological analysis of the economic primitives of the extended-REA enterprise information architecture." International Journal of Accounting Information Systems 3: 17-34.
	

Landry, M. and C. Banville (1992). "A disciplined methodological pluralism for MIS research." Accounting, Management, and Information Technologies 2(2): 77-97.
	

Langley, A. and H. Mintzberg (1995). "Opening up decision making: the view from the black stool." Organizational Science 6(3): 260-279.
	

Langley, A., H. Mintzberg, et al. (1995). "Opening up decision making: The view from the black stool." Organization Science 6(3): 260.
	Set on its current course 30 years ago by Herbert Simon's notions of bounded rationality and sequential stages, the research literature of organizational decision making is claimed to have suffered from 3 major limitations: reification, dehumanization, and isolation. In particular, it has been stuck along a continuum between the cerebral rationality of the stage theories at one end and the apparent irrationality of the theory of organized anarchies at the other. An attempt is made to open up decision making in 3 respects. First, the concept of decision is opened up to the ambiguities that surround the relationship between commitment and action. Second, the decision maker is opened up to history and experience, to affect and inspiration, and especially to the critical role of insight in transcending the bounds of cerebral rationality. Third, the process of decision making is opened up to a host of dynamic linkages, so that isolated traces of single decisions come to be seen as interwoven networks of issues.


Larsen, G. (1999). "DESIGNING COMPONENT-BASED FRAMEWORKS USING PATTERNS in the UML." Communications of the ACM 42(10): 38.
	The article presents information on designing component-based framework solutions. Designing systems using proven solutions such as patterns and frameworks improves the productivity of software engineers. Achieving productivity and artifact improvement affects several stakeholders in the organization, directly and indirectly. The list of stakeholders tends to include, software architects, developers, IT managers, business managers, and ultimately the customer. Within the software industry several pundits have articulated and presented initial reusable artifacts and patterns. Some of the early pattern work, mostly concerning human interface patterns, was done by Ward Cunningham and Kent Beck in 1987. Several years later more discussions at conferences such as OOPSLA were held with individuals such as Erich Gamma and Richard Helm. Architectural patterns or frameworks provide descriptions of the software architecture. Typically frameworks provide key decision points in the software to help comprise the architecture. In the Unified Modeling Language (UML) there are several ways to view software architecture, often referred to as the five views of software architecture. The article illustrates only the logical view of the architecture for the Observable Party Account framework. The article presents several examples which illustrates the process of using the UML to design a component-based framework using existing patterns.


Larsen, K. R. (2003). "A Taxonomy of Antecedents of Information Systems Success:  Variable Analysis Studies." Journal of Management Information Systems 20(2): 169,78.
	

Larsen, K. R. T. and M. P. Neely (2000). "Profiles of MIS doctoral candidates: Ideals and reality." Database for Advances in Information Systems 31(3): 64.
	Little is known about which qualities MIS department search committees are looking for in candidates when conducting a faculty search at the assistant professor level. The qualities being sought by institutions focusing on research, teaching, or both, are examined. The actual teaching and research performance of students in the field is then used to find clusters of students and to examine the performance of different clusters. Finally, lessons for students and academic programs are discussed in terms of fit of the faculty candidate and the academic department.


Latour, B. (1999). Pandora's Hope. Cambridge, MA, Harvard University Press.
	

Law, J. (1992). "Notes on the theory of the actor-network: ordering, strategy, and heterogeneity." System Practise 5(4): 379-393.
	

Lea, M., T. O Shea, et al. (1995). "Constructing the networked organization: Content and context in the development of electronic communications." Organization Science 6(4): 462.
	A case study is presented of the development of electronic communications in a changing organization with the aim of studying the complex relationship between content and context in the design and implementation of technological change in communications. The development of a computer-mediated communication system was followed over a period of 4 years during which time the participating organization expanded by acquisition and then reformed in conjunction with its neighbors in other countries into an integrated, networked organization in preparation for the creation of the Single European Market. The actor network approach, which uses a network metaphor as a framework for understanding the relationship between content and context in technology design, is used to explore the co-construction of the new organizational form and the new communications system. This approach is contrasted with traditional and other recently proposed approaches and it is concluded that the study of actor networks affords an opportunity to transcend the dualities between the technical and the social and between content and context that currently frame studies of electronic communications in organizations.


Leach, E. (1976). Culture and Communication: An Introduction to the Use of Structuralist Analysis in Social Anthropology. Cambridge, Cambridge University Press.
	

Leavitt, H. J. and T. L. Whisler (1958). "MANAGEMENT in the 1980's." Harvard Business Review 36(6): 41.
	Discusses the projected effect of information technology (IT) on medium size and large business firms. Techniques for processing large amounts of information rapidly; Application of statistical and mathematical methods to decision-making problems; Simulation of high-order thinking through computer programs.


Lederer, A. L. (1996). "Key Prescriptions for strategic Information Systems Planning." Journal of Management Information Systems 13(1): 35,28.
	

Lederer, A. L., D. J. Maupin, et al. (1998). "The role of ease of use, usefulness and attitude in the prediction of world wide web usage." ACM CPR.
	

Lederer, A. L. and A. L. Mendelow (1990). "THe Impact of the Environment on the Management of Information Systems." Information Systems Research 1(2): 205.
	Presents a study which discussed the relationship between the information systems department and the dynamic environment of a business organization. Methodology of the study; Categories of problems; Dimensions of the environment; Coping mechanisms to the IS department.


Lederer, A. L. and V. Sethi (1988). "The Implementation of Strategic Information Systems Planning Methodologies." MIS Quarterly 12(3): 445.
	Strategic information systems planning (SISP) determines the goals for organizational computing and identifies potential computer applications that the organization should implement. The problems faced by SISP managers when they try to implement such a methodology were examined by conducting a survey of 251 organizations, 80 of which participated. The respondents, in general, were highly experienced professionals with exposure to more than one employer and were currently working for medium to large firms. The survey questionnaire covered such subjects as implementation of plans, satisfaction with varying aspects of the SISP experience, and respondent and organizational characteristics. Respondents' overall satisfaction with the methodology, process, output, resource requirements, and final execution were not especially high. The 2 problems most often mentioned were the need for substantial further analysis in order to carry out the plan and the difficulty in securing top management commitment for implementing the plan.


Lee, Kozar, et al. "Technology Acceptance Model: Past, Present, and Future." Communications of the AIS 12: 752-780.
	

Lee, A. (1999). "The MIS Field, the publication process and the future course of MIS Quarterly." MIS Quarterly 23(1): 5-11.
	

Lee, A. S. (1989). "Case Studies as Natural Experiments." Human Relations 42(2): 117-137.
	

Lee, A. S. (1989). "A Scientific Methodology for MIS Case Studies." MIS Quarterly 13(1): 32,19.
	

Lee, A. S. (1994). "Electronic Mail as a Medium for Rich Communication:  An Empirical Analysis Using Hermeneutic Communication." MIS Quarterly 18(2): 143,15.
	

Lee, A. S. (1995). "Reviewing a manuscript for publication." Journal of Operations Management 13(1): 87.
	This paper offers suggestions about how to review a manuscript submitted for publication in the fields of management information systems, organizational studies, operations management, and management in general. Rationales for the suggestions and illustrative sample comments are provided. [ABSTRACT FROM AUTHOR]


Lee, A. S. (1999). Researching MIS. Rethinking Management Information Systems: An Interdisciplinary Perspective.
	

Lee, A. S. (1999). "Rigor and Relevance in MIS Research: Beyond the Approach of Positivism Alone." MIS Quarterly 23(1): 29.
	Benbasat and Zmud offer a diagnosis of 'why one tends today to observe a lack of relevance to practice in IS research' and a prescription of guidelines that 'the IS academic community might follow to introduce relevance into their research efforts and articles.' I will comment, first, on the ramifications of their self-avowed positivist orientation; second, on their model-in-use of what relevant research is (i.e., the instrumental model); and third, on the need for the IS research community to take a broad approach to the matter of relevance. I will also refer to the respective commentaries offered by Applegate, by Davenport and Markus, and by Lyytinen. [ABSTRACT FROM AUTHOR]


Lee, A. S. (2001). "Research in Information Systems:  What We Haven't Learned." MIS Quarterly 25(4): 5-15.
	

Lee, A. S. (2004). Thinking about Social Theory and Philosophy for Information Systems. Social Theory and Philosophy for Information Systems. L. Willcocks and J. Mingers. Chichester, UK, John Wiley & Sons: 1-26.
	

Lee, A. S. and R. L. Baskerville (2003). "Generalizing Generalizability in Information Systems Research." Information Systems Research 14(3): 221.
	Generalizability is a major concern to those who do, and use, research. Statistical, sampling-based generalizability is well known, but methodologists have long been aware of conceptions of generalizability beyond the statistical. The purpose of this essay is to clarify the concept of generalizability by critically examining its nature, illustrating its use and misuse, and presenting a framework for classifying its different forms. The framework organizes the different forms into four types, which are defined by the distinction between empirical and theoretical kinds of statements. On the one hand, the framework of firms the bounds within which statistical, sampling-based generalizability is legitimate. On the other hand, the framework indicates ways in which researchers in information systems and other fields may properly lay claim to generalizability, and thereby broader relevance, even when their inquiry falls outside the bounds of sampling-based research. [ABSTRACT FROM AUTHOR]


Lee, G. K. and R. E. Cole (2003). "From a Firm-Based to a Community-Based Model of Knowledge Creation: The Case of the Linux Kernel Development." Organization Science 14(6): 633.
	We propose a new model of knowledge creation in purposeful, loosely coordinated, distributed systems, as an alternative to a firm-based one. Specifically, using the case of the Linux kernel development project, we build a model of community-based, evolutionary knowledge creation to study how thousands of talented volunteers, dispersed across organizational and geographical boundaries, collaborate via the Internet to produce a knowledge-intensive, innovative product of high quality. By comparing and contrasting the Linux model with the traditional/commercial model of software development and firm-based knowledge creation efforts, we show how the proposed model of knowledge creation expands beyond the boundary of the firm. Our model suggests that the product development process can be effectively organized as an evolutionary process of learning driven by criticism and error correction. We conclude by offering some theoretical implications of our community-based model of knowledge creation for the literature of organizational learning, community life, and the uses of knowledge in society. [PUBLICATION ABSTRACT]


Lee, H. A. C., B. (2003). "Knowledge Management Enablers, Processes, And Organizational Performance: An Integrative View And Empirical Examination." Journal of Management Information Systems 20(1): 179,50.
	

Lee, H. G. and T. Clark (1999). "Research Report. Can EDI Benefit Adopters?" Information Systems Research 10(2): 186.
	Although the potential for EDI (Electronic Data Interchange) to improve performance of firms involved in industry value chain is widely known, little evidence regarding improved performance for the entire supply channel has been reported. Some researchers have found that EDI networks can benefit EDI champion, but it remains largely unclear whether EDI adopters--who are often coerced to implement the electronic networks by the champion--gain similar payoffs from their EDI investments. To measure impacts of EDI investments for the EDI adopters, we have investigated the performance of 31 grocery retail chains (EDI adopters) that implemented EDI networks with Campbell (EDI champion) for a supply channel reengineering innovation known as "continuous replenishment process." Analysis of daily data on inventory and stockouts levels for the 31 retail chains demonstrates that these EDI adopters have achieved a significant increase in their inventory turns while simultaneously reducing stockouts as a result of this EDI-enabled supply channel reengineering. This paper thus provides empirical evidence that EDI adopters can achieve dramatic performance improvements if EDI networks are used for inter firm process reengineering.(Electronic Data Interchange; Interorganizational Systems; Channel Process Reengineering; Continuous Replenishment Process) [ABSTRACT FROM AUTHOR]


Lee, H. L. and P. V. a. W. S. (1997). "Information Distortion in a Supply Chain:  The Bullwhip Effect." Management Science 43(4): 546,13.
	

Lee, S. and R. Leifer (1992). "A framework for linking the structure of information systems with organizational requirements of information sharing." Journal of Management Information Systems 8(4): 27,18.
	

Leech and Sangster (2002). Expert Systems in Accounting Research: A Design Science Perspective. Researching Accounting as an Information Systems Discipline. Arnold and Sutton, AAA: 65-79.
	

Legris, P., J. Ingham, et al. (2003). "Why do people use information technology? A critical review of the technology acceptance model." Information & Management 40(3): 191.
	Information systems (IS) implementation is costly and has a relatively low success rate. Since the seventies, IS research has contributed to a better understanding of this process and its outcomes. The early efforts concentrated on the identification of factors that facilitated IS use. This produced a long list of items that proved to be of little practical value. It became obvious that, for practical reasons, the factors had to be grouped into a model in a way that would facilitate analysis of IS use. In 1985, Fred Davis suggested the technology acceptance model (TAM). It examines the mediating role of perceived ease of use and perceived usefulness in their relation between systems characteristics (external variables) and the probability of system use (an indicator of system success). More recently, Davis proposed a new version of his model: TAM2. It includes subjective norms, and was tested with longitudinal research designs. Overall the two explain about 40% of system's use. Analysis of empirical research using TAM shows that results are not totally consistent or clear. This suggests that significant factors are not included in the models.


Leidner, D. E. and J. J. Elam (1995). "The impact of executive information systems on organizational design, intelligence, and decision making." Organization Science 6(6): 645.
	A study examines the impact of executive information systems on organizations in light of George Huber's (1990) theory of advanced information technologies. The hypotheses and method are very traditional, but the results shed light on a fairly new class of information systems that, unlike traditional systems, target the highest levels of organizational decision making, The results suggest some of the positive impacts of these new systems and also raise questions about their long-term value. Most importantly, the study verifies and enhances some of Huber's important tenets.


Leidner, D. E. and S. L. Jarvenpaa (1995). "The use of information technology to enhance management school education: A theoretical view." MIS Quarterly 19(3): 265.
	To use information technology (IT) to improve learning processes, the pedagogical assumptions underlying the design of information technology for educational purposes must be understood. Different models of learning are reviewed. Assumptions of electronic teaching technology are surfaced and those assumptions are related to differing models of learning. It is suggested that initial attempts to bring IT to management education follow a classic story of automating rather than transforming. IT is primarily used to automate the information delivery function in classrooms. In the absence of fundamental changes to the teaching and learning process, such classrooms may do little but speed up ineffective processes and methods of teaching. The mapping of technologies to learning models identifies sets of technologies in which management schools should invest in order to informate up and down and ultimately transform the educational environment and processes. For researchers interested in the use of IT to improve learning processes, a theoretical foundation is provided for future work.


Leifer, R. (1988). "Matching Computer-Based Information Systems with Organizational Structures." MIS Quarterly 12(1): 62,12.
	

Lengel, R. L. D. A. R. H. (1986). "Organizational Information Requirements,  Media Richness And Structural Design." Management Science 32(5): 554,18.
	

Leonard-Barton, D. (1990). "A dual methodology for case studies: synergistic use of a longitudinal single site with replicated multple sites." Organization Science 1(3): 248-266.
	

Leonard-Barton, D. (1992). "Management of Technology and Moose on Tables." Organization Science 3(4): 556-558.
	

Leonard-Barton, D. and I. Deschamps (1988). "Managerial influence in the implementation of new technology." Management Science 34(10): 1252,14.
	

Leonard, D. and S. Sensiper (1998). "The Role of Tacit Knowledge In Group Innovation." California Management Review 40(3): 112-133.
	

Lerch, F. J. and D. E. Harter (2001). "Cognitive Support for Real-Time Dynamic Decision Making." Information Systems Research 12(1): 63.
	Recent developments an information technology have changed the balance between the relative costs of producing and consuming information. With current technologies, information is generated faster than individuals and organizations cart make sense of it. As these technologies have become more powerful, organizations are able to collect detailed information about realtime events even as the events unfold. For example, UPS can track in real-time the movements of every package from pickup to delivery. The first level of situational awareness is the ability to perceive the status, attributes, and dynamics of relevant elements in the environment, that is, to monitor the environment effectively. For example, automobile drivers learn, through time, decision strategies for allocating attentional resources to those cues in the road that are most important. At this level of situational awareness poor monitoring alone may result in poor performance. A consideration of the first level of situational awareness led people to ask how increasing decision-makers attentional resources might permit them to better monitor important features of the decision situation.


LeRouge, C. (2004). Telemedicine Encounter Quality: Comparing Patient and Provider Perspectives of a Socio-Technical System. Proceedings of the 37th Annual Hawaii International Conference on System Sciences (HICSS37).
	

Lethin, R. (2003). "Technical and Social Components of Peer-to-Peer Computing." Communications of the ACM 46(2): 30 - 32.
	

Levi, M. (1996). "A Heuristic Evaluation of a world wide web prototype." ACM Interactions.
	

Lewis, C. H. (1990). "A Research Agenda for the Nineties in Human-Computer Interaction." Human-Computer Interaction 5(2-3): 125-143.
	

Lewis, M. W. and A. J. Grimes (1999). "Metatriangulation: Building Theory from Multiple Paradigms." Academy of Management Review, 24(4): 692-711.
	

Lewis, W., R. Agarwal, et al. (2003). "Sources of Influence On Beliefs About Information Technology Use: An Empirical Study of Knowledge Workers." MIS Quarterly 27(4): 657.
	Individual beliefs about technology use have been shown to have a profound impact on subsequent behaviors toward information technology (IT). This research note builds upon and extends prior research examining factors that influence key individual beliefs about technology use. It is argued that individuals form beliefs about their use of information technologies within a broad milieu of influences emanating from the individual, institutional, and social contexts in which they interact with IT. We examine the simultaneous effects of these three sets of influences on beliefs about usefulness and ease of use in the context of a contemporary technology targeted at autonomous knowledge workers. Our findings suggest that beliefs about technology use can be influenced by top management commitment to new technology and the individual factors of personal innovativeness and self-efficacy. Surprisingly, social influences from multiple sources exhibited no significant effects. Theoretical and practical implications are offered. [ABSTRACT FROM AUTHOR]


Li, W. S. and C. Clifton (2000). "SEMINT: A Tool for Identifying Attribute Correspondences in Heterogeneous Databases using Neural Networks." Data and Knowledge Engineering 33: 49-84.
	

Lightner, N. and F. Nah (1998). "Methodology and theory building in MIS research." Americas Conference of Information Systems.
	

Lim, K. H. and I. Benbasat (2000). "The effect of multimedia on perceived equivocality and perceived usefulness of information systems." MIS Quarterly 24(3): 449.
	With the advent of multimedia and intranet technologies, managers and information systems designers face a new challenge: how to capture and present information using a variety of representation formats (text, graphics, audio, video, and animations) so that members of an organization can make better sense out of the information available. In this study, a task-representation fit model is developed to generate several predictions about the potential of multimedia to alleviate the limitations of text-based information in the context of individual decision makers utilizing organizational data and they are tested in a laboratory experiment. Results support the task-representation fit relationships predicted. For analyzable tasks, text-based representation and multimedia representation are equally effective in reducing perceived equivocality levels. For less-analyzable tasks, only multimedia representation was instrumental in reducing perceived equivocality levels.


Lim, K. H., L. M. Ward, et al. (1997). "An Empirical Study of Computer System Learning: Comparison of Co-Discovery and Self-Discovery Methods." Information Systems Research 8(3): 254.
	This paper reports a study that examined two types of exploratory computer learning methods: self-discovery vs. co-discovery, the latter of which involves two users working together to learn a system. An experiment was conducted to compare these two methods and the results were interpreted within a mental model framework. Co-discovery subjects were better than self-discovery subjects at making inferences about the capability and extended functions of the system. Furthermore, while working by themselves after an initial period of learning, they performed better in a similar, though more complex task than the one they encountered at the learning phase. Process tracing analysis showed that self-discovery subjects focused more on surface structures, such as detailed physical actions, for implementing the task. On the other hand, co-discovery groups focused more on relating lower level actions to higher level goals. Therefore, co-discovery subjects had a better understanding of the relationships between the physical actions and goals, and hence formed mental models with higher inference potential than self-discovery subjects. [ABSTRACT FROM AUTHOR]


Lin, L., O. R. L. Sheng, et al. (2002). Adaptive Medical Knowledge Management: An Integrated Rule-Based and Bayesian Network Approach. Proceedings of Workshop on Information Technology Systems, Barcelona, Spain.
	

Lirnayem, M. and G. DeSanctis (2000). "Providing Decisional Guidance for Multicriteria Decision Making in Groups." Information Systems Research 11(4): 386.
	Intelligent user interfaces, particularly in interactive group settings, can be based on system explanations that guide model building, application, and interpretation. Here we extend Silver's (1990,1991) conceptualization of decisional guidance and the theory of breakpoints in group interaction to operationalize feedback and feedforward for a complex multicriteria modeling system operating within a group decision support system context. We outline a design approach for providing decisional guidance in GDSS and then test the feasibility of the design in a preliminary laboratory experiment. Findings show how decisional guidance that provides system explanations at breakpoints in group interaction can improve MCDM GDSS usability. Our findings support Dhaliwal and Benbasat's (1996) conjecture that system explanations can improve decisional outcomes due to improvement in user understanding of decision models. Further research on intelligent agents, particularly in interactive group settings, can build on the concepts of decisional guidance outlined in this paper. [ABSTRACT FROM AUTHOR]


Little, J. D. (1970). "Models and managers: The concept of a decision calculus." Management Science 16(8): 466,20.
	

Liu, C., K. P. Arnett, et al. (2001). "Key dimensions of Web design quality as related to consumer response." The Journal of Computer Information Systems 42(1): 70.
	A total of 68 students successfully completed the experiment and questionnaires. Mean values of the Web features, which they recall and recognize, were used to measure recall and recognition. The number of features the student recalled or recognized were counted, then added, and finally were averaged to derive the mean values for recall and recognition. Three sites were selected to record recall and recognition.


Liu, C., J. T. Marchewka, et al. (2005). "Beyond concern - a privacy-trust-behavioral intention model of electronic commerce." Information & Management 42(2): 289.
	Despite the recent economic downturn in the Internet and telecommunication sectors, electronic commerce (EC) will continue to grow and corporate Web sites will remain an important communication channel. However, legitimate concerns regarding privacy and trust remain potential obstacles to growth and important issues to both individuals and organizations. This study proposed and tested a theoretical model that considers an individual&rsquo;s perceptions of privacy and how it relates to his or her behavioral intention to make an online transaction. An experiment that included over 200 subjects was conducted using two EC sites that differed only by the privacy dimensions of their notice, access, choice, and security. The results of this study suggested strong support for the model. [PUBLICATION ABSTRACT]


Liu Sheng, O. R. (1992). "Analysis Of Optimal File Migration Policies In Distributed Computer Systems." Management Science 38(4): 459.
	File migration shows promise as a means of improving data processing performance in distributed systems, but practical application of this idea will require development of effective policies that will allow a system to fully realize the potentials of file migration. Deriving of optimal policies, while computationally complex, nevertheless, is essential to provide insights about how effective migration policies for large systems should be structured. In this paper, analytic properties and performance of optimal file migration policies are investigated based on a Markov decision process model of file migration policies. Optimal migration policies are compared with optimal static policies and the sufficient conditions under which file migration provides absolute improvement or no advantage over static policies are presented. Numerical experiments and simulations were performed to analyze the impact of model assumptions and system parameters on the cost improvement generated by file migration. It is shown that optimal file migration is able to generate substantial cost improvement under certain conditions and that it is robust both with respect to the initial file allocation at an initial system design/reorganization point and to impreciseness of system environments. This analysis should provide system designers and administrators guidance toward achieving effective file migration control. [ABSTRACT FROM AUTHOR]


Loewenstein, G. and R. H. Thaler (1989). "Anomalies Intertemporal Choice." The Journal of Economic Perspectives (1986-1998) 3(4): 181.
	Economics can be distinguished from other social sciences by the belief that most (all?) behavior can be explained by assuming that agents have stable, well-defined preferences and make rational choices consistent with those preferences in markets that (eventually) clear. An empirical result qualifies as an anomaly if it is difficult to "rationalize," or if implausible assumptions at necessary to explain it within the paradigm. This column will present a series of such anomalies. Readers are invited to suggest topics for future columns by sending a note with some references to (or better yet copies of) the relevant research.


Loh, L. and N. Venkatraman (1992). "Diffusion of Information Technology Outsourcing: Influence Sources and the Kodak Effect." Information Systems Research 3(4): 334.
	Focuses on a study which discussed the factors influencing the adoption of organizational information technology (IT) outsourcing. Approaches to the governance of IT and the popularity of its outsourcing; Theoretical perspectives on IT outsourcing; Methodology; Results; Limitation of the study; Conclusions.


Lopes, A. B. and D. Galletta (2002). Information Value in Electronic Networks: The Case of Subscription Based Information goods. Proceedings of the AoM Meeting 2002.
	

Lucas, H. C. (1991). Methodological Issues in Information Systems Survey Research. Harvard Business School Research Colloquium.
	

Lucas, H. C. (1994). "The Role of Information Technology in Organization Design." Journal of Management Information Systems 10(4): 9,15.
	

Lucas Jr., H. C. and V. K. Spitler (1999). "Technology Use and Performance: A Field Study of Broker Workstations." Decision Sciences 30(2): 291-311.
	

Lucking-Reiley, D. (2000). "Auctions on the Internet: What's Being Auctioned, and How?" Journal of Industrial Economics 48(3): 227-252.
	

Luftman, J. a. M., E. R. (2004). "Key Issues for IT Executives." MIS Quarterly Executive 3(2): 89-104.
	

Lyttinen, K. (1999). "Empirical research in Information Systems: On the relevance of practice in thinking of IS research." MIS Quarterly 23(1): 25-28.
	

Lyytinen, K. and R. Hirschheim (1987). "Information Systems Failures- A Survey and Classification of the Empirical Literature." Oxford Surveys in Information Technology 4: 257-309.
	

Lyytinen, K. and G. M. Rose (2003). "The Disruptive Nature of Information Technology Innovations: The Case of Internet Computing In Systems Development Organizations1,2." MIS Quarterly 27(4): 557.
	This paper suggests that IT innovation theory needs to be expanded to analyze IT innovations in kind that exhibit atypical discontinuities in IT innovation behaviors by studying two questions. First, can a model of disruptive IT innovations be created to understand qualitative changes in IT development processes and their outcomes so that they can be related to architectural discontinuities in computing capability? Second, to what extent can the observed turmoil among systems development organizations that has been spawned by Internet computing be understood as a disruptive IT innovation? To address the first question, a model of disruptive IT innovation is developed. The model defines a disruptive IT innovation as an architectural innovation originating in the information technology base that has subsequent pervasive and radical impacts on development processes and their outcomes. To address the second question, the impact of Internet computing on eight leading-edge systems development organizations in the US and Finland is investigated.


Lyytinen, K. and Youngjin Yoo (2002). "Research Commentary: The Next Wave of Nomadic Computing." Information Systems Research 13(4): 377.
	A nomadic information environment is a heterogeneous assemblage of interconnected technological, and social, and organizational elements that enable the physical and social mobility of computing and communication services between organizational actors both within and across organizational borders. We analyze such environments based on their prevalent features of mobility, digital convergence, and mass scale, along with their mutual interdependencies. By using a framework that organizes research topics in nomadic information environments at the individual, team, organizational, and interorganizational levels and is comprised of both service and infrastructure development, we assess the opportunities and challenges for IS research. These deal with the design, use, adoption, and impacts of nomadic information environments. We conclude by discussing research challenges posed by nomadic information environments for information systems research skills and methods. These deal with the need to invent novel research methods and shift our research focus, the necessity to question the divide between the technical and the social, and the need to better integrate developmental and behavioral (empirical) research modes. [ABSTRACT FROM AUTHOR]


MacCormack, A. (2001). "Product-Development Practices That Work: How Internet Companies Build Software." MIT Sloan Management Review 42(2): 75.
	Because software is an increasingly pervasive part of the New Economy, delegating decisions about its development to technical staff can be risky for executives. Today's general manager needs to have a good grasp of the most effective methods for developing and deploying software products and service throughout the organization. So what is the best approach to software development? Recent research from Harvard Business School professor Alan MacCormack and colleagues proves a theory about software development that has been gaining adherents for some time: The best process is an evolutionary one. Focusing on the area of Internet-software development, the researchers uncovered 4 practices that lead to success: an early release of the evolving product design to customers, daily incorporation of new software code and rapid feedback on design changes, a team with broad-based experience of shipping multiple projects, and major investments in the design of the product architecture.


Machamer, P. (1992). Introduction to the Philosophy of Science. Philosophy of Psychology.
	

Mackay, J. M. and J. J. Flam (1992). "A Comparative Study of How Experts and Novices Use a Decision Aid to Solve Problems in Complex Knowledge Domains." Information Systems Research 3(2): 150.
	Reports the result of a study which examined the way professionals used the spreadsheet software to address a business-oriented task. Research basis for user-spreadsheet interaction; Research methodology; Information on the health care planner/spreadsheet expert group.


Mackenzie, D. (1992). Economic and Sociological Explanation of Technical Change. Technological Change and Company Strategy.
	

Mackenzie, K. D. (2000). "Processes & Their Frameworks." Management Science 46(1): 110,16.
	

Madnick, S., Wang, R., and Xian, X. (2003). "The Design and Implementation of a Corporate Householding Knowledge Processor to Improve Data Quality." Journal of Management Information Systems 20(3): 41,29.
	

Mahmood, M. (1991). "A Comprehensive Model for Measuring the Potential Impact of Information Technology on Organizational Strategic Variables." Decision Sciences 22(4): 869-898.
	

Majchrzak, A. and L. P. Cooper, and Neece, O.E. (2004). "Knowledge Reuse for Innovation." Management Science 50(2): 174,15.
	

Majchrzak, A., R. E. Rice, et al. (2000). "Technology Adaptation: The Case of a Computer-Supported Inter-organizational Virtual Team." MIS Quarterly 24(4): 569.
	The adaptation process for new technology is not yet well understood. This study analyzes how an inter-organizational virtual team, tasked with creating a highly innovative product over a 10 month period, adapted the use of a collaborative technology and successfully achieved its challenging objectives. The study of such a virtual team is especially useful for extending our understanding of the adaptation process as virtual teams have more malleable structures than typical organizational units and controlled group experiments. Data were obtained from observations of weekly virtual meetings, electronic log files, interviews, and weekly questionnaires administered to team members. The authors found that the team initially experienced significant misalignments among the pre-existing organizational environment, group, and technology structures. To resolve these misalignments, the team modified the organizational environment and group structures, leaving the technology structure intact. However, as the team proceeded, a series of events unfolded that caused the team to reevaluate and further modify its structures. This final set of modifications involved reverting back to the pre-existing organizational environment, while new technology and group structures emerged as different from both the pre-existing and the initial ones. A new model of the adaptation process--one that integrates these findings and those of several previous models--is proposed. [ABSTRACT FROM AUTHOR]


Malhotra, A., A. Majchrzak, et al. (2001). "Radical Innovation Without Collocation: A Case Study at Boeing-Rocketdyne." MIS Quarterly 25(2): 229.
	This paper describes how a unique type of virtual team, deploying a computer-mediated collaborative technology, developed a radically new product. The uniqueness of the team--what we call VC[sup 3] teams, for Virtual Cross-value-chain, Creative Collaborative Teams--stemmed from the fact that it was inter-organizational and virtual, and had to compete for the attention of team members who also belong to collocated teams within their own organizations. Existing research on virtual teams does not fully address the challenges of such VC[sup 3] teams. Using the case of Boeing-Rocketdyne, the authors describe the behavior of members of a VC[sup 3] team to derive implications for research on virtual teaming, especially for studying teams within emerging contexts such as the one we observed. The data we collected also allowed us to identify successful managerial practices and develop recommendations for managers responsible for such teams. [ABSTRACT FROM AUTHOR]


Malhotra, Y. (1997). Knowledge management in inquiring organizations. Proceedings of the Third Americas Conference of Information Systems.
	

Malhotra, Y. a. G., D. F. (2004). "Building Systems That Users Want to Use." Communications of the ACM 47(12): 88 - 94.
	

Malone, T. and J. Yates (1987). "Electronic Markets and Electronic Hierachies." Communications of the ACM 30(6): 484 - 497.
	

Malone, T. W., K. Crowston, et al. (1999). "Tools for Inventing Organizations: Toward a Handbook of Organizational Processes." Management Science 45(3): 425.
	This paper describes a novel theoretical and empirical approach to tasks such as business process redesign and knowledge management. The project involves collecting examples of how different organizations perform similar processes, and organizing these examples in an on-line "process handbook." The handbook is intended to help people: (1) redesign existing organizational processes, (2) invent new organizational processes (especially ones that take advantage of information technology), and (3) share ideas about organizational practices.A key element of the work is an approach to analyzing processes at various levels of abstraction, thus capturing both the details of specific processes as well as the "deep structure" of their similarities. This approach uses ideas from computer science about inheritance and from coordination theory about managing dependencies. A primary advantage of the approach is that it allows people to explicitly represent the similarities (and differences) among related processes and to easily find or generate sensible alternatives for how a given process could be performed. In addition to describing this new approach, the work reported here demonstrates the basic technical feasibility of these ideas and gives one example of their use in a field study.(Business Process Redesign; Knowledge Management; Process Handbook; Organizational Design; Organizational Learning) [ABSTRACT FROM AUTHOR]


Malone, T. W. and R. J. Laubacher (1998). "The dawn of the e-lance economy." Harvard Business Review 76(5): 144.
	For many executives, the development of Linux is most easily understood as an arcane story of hackers and cyberspace. What the Linux community story shows is the power of a new technology - electronic networks - to fundamentally change the way work is done. The Linux community, a temporary, self-managed gathering of diverse individuals engaged in a common task, is a model for a new kind of business organization that could form the basis for a new kind of economy. The fundamental unit of such an economy is not the corporation but the individual. Tasks are not assigned and controlled through a stable chain of management but rather are carried out autonomously by independent contractors. These electronically connected freelancers, or e-lancers, join together into fluid and temporary networks to produce and sell goods and services.


Malone, T. W., J. Yates, et al. (1987). "Electronic Markets And Electronic Hierarchies." Communications of the ACM 30(6): 484.
	Addresses the basic issue of how advances in information technology are affecting firm and market structures. Options that technological changes present for corporate strategies; Definitions of markets and hierarchies; Factors favoring markets or hierarchies; Importance of changes in information technology.


Mann, C. C. (2002). "Why Software is So Bad." Technology Review: 33-38.
	

Manzevski, M. L. and K. M. Chudoba (2000). "Bridging space over time: Global virtual team dynamics and effectiveness." Organization Science 11(5): 473.
	Global virtual teams are internationally distributed groups of people with an organizational mandate to make or implement decisions with international components and implications. A grounded theory of global virtual team processes and performance is developed. Using Adaptive Structuration Theory, a template was built in order to guide research. A case study was conducted over a 21 month period, wherein 3 global virtual teams were observed. Data was gathered using multiple methods, and qualitative methods were used to analyze the teams and generate a theory of global virtual team dynamics and effectiveness. Two insights are proposed, discussed with respect to other literature, and elaborated upon in several propositions. Implications for research and practice are outlined.


Manzoni, J.-F. and A. A. Angehrn (1997). "Understanding Organizational Dynamics of IT-Enabled Change: A Multimedia Simulation Approach." Journal of Management Information Systems 14(3): 109,32.
	

Mao, J. and I. Benbasat (2000). "The use of explanation in knowledge-based systems: cognitive perspectives and a process-tracing analysis." Journal of Management Information Systems 17(2): 153,27.
	

Marakas, G. M. and J. J. Elam (1997). "Creativity enhancement in problem solving:Through software or process?" Management Science 43(8): 1136,11.
	

Marakas, G. M. and J. J. Elam (1998). "Semantic Structuring in Analyst Acquisition and Representation of Facts in Requirements Analysis." Information Systems Research 9(1): 37.
	The determination of information requirements is one of the most crucial stages in the software design and development process (Montezemi 1988). It is during this stage that the greatest degree of interaction occurs between the analyst and the user (Lauer et al. 1992). Despite the system development method employed, the functional success of many aspects of requirements determination ultimately rests on how wall the user(s) and analyst(s) communicate (Holtzblatt and Beyer 1995). The purpose of this paper is to report the results obtain from a laboratory experiment that investigated the effects of a semantic structuring process of inquiry on the process of interview-derived information acquisition and the subsequent overall correctness of the logical representation of the facts obtained. The study focused on the specific question types used by systems analysts and the role their semantic construction played in representing the information flows in a business system. Three underlying semantic patterns of questions emerged from the analysis. The results showed that certain question types were associated with increased accuracy of logical representations regardless of analyst experience level. Further, the semantic and process patterns that emerged were also directly related to accurate representation of facts and demonstrated an experience-level independence. The results indicate that disciplined questioning strategies are not necessarily learned from practice and they can be improved via structured training. Each of the patterns provide insight into the questioning process employed and the effectiveness of different strategies of inquiry. Implications for both the practitioner and the academic research communities with regard to analyst interview behavior are discussed.(Requirements Analysis; Information Gathering; Systems Analysis; Semantic Structuring) [ABSTRACT FROM AUTHOR]


Marakas, G. M., M. Y. Yi, et al. (1998). "The Multilevel and Multifaceted Character of Computer Self-Efficacy: Toward Clarification of the Construct and an Integrative Framework for Research." Information Systems Research 9(2): 126.
	Despite the recent empirical interest and advances in research with regard to the construct of computer self-efficacy (CSE), the results obtained to date have, in some cases, been either equivocal or contradictory. We suggest that such results may be attributable to a general lack of attention to the dynamic, multileveled, and multifaceted nature of the computer self-efficacy construct. We offer examples from the extant CSE literature suggesting weaknesses in existing measures of the construct as well as issues associated with manipulations and the need for control of antecedent and consequent factors directly associated with CSE. The objectives of this paper are: (1) to provide a thorough review of the extant literature related to CSE; (2) to present an integrated model of empirical findings, constructed from a wide variety of disciplines, that comprehensively defines the multifaceted nature of task-specific CSE in terms of its antecedent, consequent, and moderating factors; (3) to present a conceptual model of CSE at the general versus task-specific level; and (4) to use the two models of CSE to proffer guidelines for both measurement and manipulation of the construct. Through our review of the CSE literature, we offer several thoughts regarding the nature of the empirical results obtained to date. The combined objectives serve as a basis for establishing a foundation upon which future research investigating the CSE construct can be based.(Computer Self-Efficacy; Social Learning Theory; Training Performance) [ABSTRACT FROM AUTHOR]


March, J. and H. Simon (1958). Organizations. New York, Wiley.
	

March, S., A. Hevner, et al. (2000). "Research Commentary An Agenda for Information Technology Research in Heterogeneous and Distributed Environments." Information Systems Research 11(4): 327.
	Application-driven, technology-intensive research is critically needed to meet the challenges of globalization, interactivity, high productivity, and rapid adaptation faced by business organizations. Information systems researchers are uniquely positioned to conduct such research, combining computer science, mathematical modeling, systems thinking, management science, cognitive science, and knowledge of organizations and theft functions. We present an agenda for addressing these challenges as they affect organizations in heterogeneous and distributed environments. We focus on three major capabilities enabled by such environments: Mobile Computing, Intelligent Agents, and Net-Centric Computing. We identify and define important unresolved problems in each of these areas and propose research strategies to address them. [ABSTRACT FROM AUTHOR]


March, S. T. and G. F. Smith (1995). "Design and natural science research on information technology." Decision Support Systems 15(4): 251-266.
	If significant progress is to be made, information technology (IT) research must also develop an understanding of how and why IT systems work or do not work. Such an understanding must tie together natural laws governing IT systems with natural laws governing the environments in which they operate. A 2 dimensional framework is presented for research in IT. The first dimension is based on broad types of design and natural science research activities: build, evaluate, theorize, and justify. The 2nd dimension is based on broad types of outputs produced by design research: representational constructs, models, methods, and instantiations. It is argued that both design science and natural science activities are needed to insure that IT research is both relevant and effective.


Marcolin, B. L., D. R. Compeau, et al. (2000). "Assessing User Competence: Conceptualization and Measurement." Information Systems Research 11(1): 37.
	Organizations today face great pressure to maximize the benefits from their investments in information technology (IT). They are challenged not just to use IT, but to use it as effectively as possible. Understanding how to assess the competence of users is critical in maximizing the effectiveness of IT use. Yet the user competence construct is largely absent from prominent technology acceptance and fit models, poorly conceptualized, and inconsistently measured. We begin by presenting a conceptual model of the assessment of user competence to organize and clarify the diverse literature regarding what user competence means and the problems of assessment. As an illustrative study, we then report the findings from an experiment involving 66 participants. The experiment was conducted to compare empirically two methods (paper and pencil tests versus self-report questionnaire), across two different types of software, or domains of knowledge (word processing versus spreadsheet packages), and two different conceptualizations of competence (software knowledge versus self-efficacy). The analysis shows statistical significance in all three main effects. How user competence is measured, what is measured, what measurement context is employed: all influence the measurement outcome. Furthermore, significant interaction effects indicate that different combinations of measurement methods, conceptualization, and knowledge domains produce different results. The concept of frame of reference, and its anchoring effect on subjects' responses, explains a number of these findings. The study demonstrates the need for clarity in both defining what type of competence is being assessed and in drawing conclusions regarding competence, based upon the types of measures used. Since the results suggest that definition and measurement of the user competence construct can change the ability score being captured, the existing information system (IS) models of usage must contain the concept of an. [ABSTRACT FROM AUTHOR]


Marcus, A. (2000). "Crosscurrents: Cultural Dimensions and Global Web User-Interface Design." ACM Interactions.
	

Marcus, A. (2003). "User-interface design and China." Interactions 10(1): n/a.
	If user-interface design seeks to encompass human-experience design, then computer-based communication and interaction designers need to keep Asian, specifically Chinese, users in mind. China, with approximately one-fifth of the world's population, an economy that is growing quickly, and a manufacturing system that exports a significant percentage of the goods imported into the world's countries, needs to be considered in revising concepts of user-interface and user-experience design.


Markus, M. (1991). Toward a "critical mass" theory of interactive media. Organizations and communication technology. J. Fulk and C. Steinfield. Newbury Park, CA, Sage: 194-218.
	

Markus, M. and D. Robey (1988). "Information Technology and Organizational Change: Conceptions of Causality in Theory and Research." Management Science 34(5): 583,16.
	

Markus, M. L. (1983). "Power, Politics, and MIS Implementation." Communications of the ACM 26(6): 430 - 444.
	

Markus, M. L. (1994). "Electronic mail as the medium of managerial choice." Organization Science 5(4): 502.
	Information richness theory, as originally proposed, was a prescriptive model in which achieving a match between information processing requirements and communication channels was posited as essential for organizational effectiveness (Daft and Lengel, 1984, 1986). A multi-method investigation was designed to assess the power of information richness theory, relative to alternative social theories, to explain and predict managers' use of email. Managers were found to perceive various media in ways that were relatively consistent with information richness theory, but to use email more and differently than the theory predicted. In particular, effective senior managers were found to use email heavily and even for equivocal communications tasks. These results cannot be explained by information richness theory or by simple modifications of the theory. Rather, they suggest that the adoption, use, and consequences of media in organizations can be powerfully shaped by social processes such as sponsorship, socialization, and social control.


Markus, M. L. (2001). "Toward a Theory of Knowledge Reuse: Types of Knowledge Reuse Situation and Factors in Reuse Success." Journal of Management Information Systems 18(1): 57,37.
	

Markus, M. L. (2004). Fit for Function: Functionalism, Neofunctionalism and Information Systems. Social Theory and Philosophy for Information Systems.
	

Markus, M. L. and e. a. A. Majchrzak (2002). "A design theory for systems that support emergent knowledge processe." MIS Quarterly 26(3): 179,34.
	

Markus, M. L. and B. M. C. E. Agres (2000). "What Makes a Virtual Organization Work?" MIT Sloan Management Review 42(1): 13.
	Managers today must direct people as if they were unpaid volunteers, tied to the organization by commitment to its aims and purposes and often expecting to participate in its governance. They must lead workers instead of managing them. The open-source software movement - propelled in large part by volunteer programmers - suggests ways to motivate and direct knowledge workers. Traditional organizations should plan for a broader array of work motivations than they often do today.


Marriott, P. (2001). "Asynchronous Voice: Some Design Issues." Journal of Information Technology Theory and Applicatio 3(3): 22-43.
	

Martin, J. (1982). "A Garbage Can Model of the Research Process." Judgment Calls in Research Book.
	

Martocchio, J. J. (1994). "Effects of conceptions of ability on anxiety, self-efficacy, and learning in training." Journal of Applied Psychology 79(6): 819.
	The effects of induced conceptions of ability by 76 employees as either an acquirable skill or fixed entity on computer anxiety, computer efficacy beliefs and the acquisition of declarative knowledge were studied. Findings indicate that trainees in the acquirable skill condition experienced a significant decrease in computer anxiety between the pre- and post-training assessments.


Martocchio, J. J. and T. A. Judge (1997). "Relationship between conscientiousness and learning in employee training: Mediating influences of self-deception and self-efficacy." Journal of Applied Psychology 82(5): 764.
	A field study of 97 employees tested a model of the mediating influences of self-deception and task-specific self-efficacy in the relationship between conscientiousness and learning. The setting was an introductory Windows 3.1 software training course. Findings indicated that, as hypothesized, self-deception and self-efficacy mediated the relationship between conscientiousness and learning. Specifically, conscientiousness was positively related to self-efficacy, which was positively related to learning. In addition, 4 alternative models were estimated. The results of the tests of the 4 alternative models were not supported by the data, further substantiating the validity of the hypothesized model.


Marwick, A. D. (2001). "Knowledge management technology." IBM Systems Journal 40(4): 814.
	Selected technologies that contribute to knowledge management solutions are reviewed using Nonaka's model of organizational knowledge creation as a framework. The extent to which knowledge transformation within and between tacit and explicit forms can be supported by the technologies is discussed, and some likely future trends are identified. It is found that the strongest contribution to current solutions is made by technologies that deal largely with explicit knowledge, such as search and classification. Contributions to the formation and communication of tacit knowledge, and support for making it explicit, are currently weaker, although some encouraging developments are highlighted, such as the use of text-based chat, expertise location, and unrestricted bulletin boards.


Mason, D. (2002). Getting Real about Surveillance and Privacy at Work. Virtual Society Technology, Cyberbole, Reality.
	

Mason, R. O. (1986). "Four Ethical Issues of the Information Age." MIS Quarterly 10(1): 4,9.
	

Mason, R. O. and I. I. Mitroff (1973). "A Program for Research on Management Information Systems." Management Science 19(5): 475,13.
	

Massey, A. P. and e. a. M. M. Montoya-Weiss (2002). "Performance-centered design of knowledge-intensive processes." Journal of Management Information Systems 18(4): 37,22.
	

Massey, A. P., Montoya-Weiss, M. M. and T. M. O'Driscoll (2002). "Knowledge Management In Pursuit of Performance: Insights From Nortel Networks." MIS Quarterly 26(3): 269,21.
	

Massey, A. P. and W. A. Wallace (1996). "Understanding and facilitation group problem structuring and formulation: Mental Representations, interaction, and respresentation aids." Decision Support Systems 17(4): 253-274.
	

Mata, F. a. B. (1995). "Information Technology and Sustained Competitive Advantage:  A Resource Based Analysis." MIS Quarterly 19(4): 487,19.
	

Mathieson, K. (1991). "Predicting User Intentions: Comparing the Technology Acceptance Model with the Theory of Planned Behavior." Information Systems Research 2(3): 173.
	Focuses on a study which compared the technology acceptance model (TAM) and the theory of planned behavior (TPB) which both predict an individual's intention to use information systems. Description of the TAM and the TPB; Extent to which the models predict intention to use a system; Methodology and results; Limitations of the study; Conclusions.


Mathieson, K., E. Peacock, et al. (2001). "Extending the technology acceptance model: The influence of perceived user resources." Database for Advances in Information Systems 32(3): 86.
	There has been considerable research on the factors that predict whether individuals will accept and voluntarily use information systems. The technology acceptance model (TAM) has a base in psychological research, is parsimonious, explains usage behavior quite well, and can be operationalized with valid and reliable instruments. A limitation of TAM is that it assumes usage is volitional, that is, there are no barriers that would prevent an individual from using an IS if he or she chose to do so. This research extends TAM by adding perceived user resources to the model, with careful attention to placing the construct in TAM's existing nomological structure. In contrast to measures of self-efficacy and perceived behavioral control that concentrate on how well individuals perceive they can execute specific courses of action, this paper examines perceptions of adequate resources that can facilitate or inhibit such behaviors.


Maxwell, K. and L. Wassenhove (1999). "Performance Evaluation of General and Company Specific Models in Software Development Effort Estimation." Management Science 45(6): 787,17.
	

May, D. and P. Taylor (2003). "Knowledge management with patterns." Communications of the ACM.
	

McCarthy, W. E. (1982). "The REA Accounting Model: A Generalized Framework for Accounting Systems in a Shared Data Environment." Accounting Review 57(3): 554.
	ABSTRACT: This paper proposes a generalized accounting framework designed to be used in a shared data environment where both accountants and non-accountants are interested in maintaining information about the same set of phenomena. This framework, called the REA accounting model, is developed using data modeling techniques, and its underlying structure is found to consist of sets representing economic resources, economic events, and economic agents plus relationships among those sets. Correspondence of REA elements with the accounting theories of Ijiri and Mattessich is discussed. Finally, practical use of the model in the database design phases of view modeling and view integration is presented, and some REA representations of accounting objects are reconciled with those representations found in conventional double-entry systems. [ABSTRACT FROM AUTHOR]


McGill, M. E., J. W. Slocum, Jr., et al. (1992). "Management Practices in Learning Organizations." Organizational Dynamics 21(1): 5.
	A comparison of 2 organizational learning styles shows why some companies are able to renew themselves in the face of rapid technological change. Learning organizations place an emphasis on generative learning or "double-loop learning." Generative learning emphasizes continuous experimentation and feedback in an ongoing examination of the way organizations go about defining and solving problems. By contrast, adaptive or single-loop learning focuses on solving problems in the present without examining the appropriateness of current learning behaviors. An adaptive organization is recognized by its focus on incremental improvements to existing products, markets, services, or technologies. Adapters find themselves in the category of "learning disadvantaged" when attempting to build new sources of competitive advantage. Senior managers at British Petroleum, Eastman Kodak, and Whirlpool, among others, have relied on generative learning to transform their organizations and to improve their effectiveness.


McGrath, J. E. (1981). "Introduction. Dilemmatics. Some quasi-rules for making judgment calls in research." American Behavioral Scientist 34(6): 652-.
	

McGrath, J. E. (1982). "Dilemmatics: The Study of Research Choices and Dilemmas." Judgment Calls in Research Book.
	

McGrath, J. E. (1991). "Time, interaction, and performance (TIP): A theory of groups." Small Group Research 22: 147-174.
	

McKeen, J. D. and T. Guimaraes (1997). "Successful Strategies for User Participation in Systems Development." Journal of Management Information Systems 14(2): 133,18.
	

McKnight, D. H., V. Choudhury, et al. (2002). "Developing and Validating Trust Measures for e-Commerce: An Integrative Typology." Information Systems Research 13(3): 334.
	Evidence suggests that consumers often hesitate to transact with Web-based vendors because of uncertainty about vendor behavior or the perceived risk of having personal information stolen by hackers. Trust plays a central role in helping consumers overcome perceptions of risk and insecurity. Trust makes consumers comfortable sharing personal information, making purchases, and acting on Web vendor advice--behaviors essential to widespread adoption of e-commerce. Therefore, trust is critical to both researchers and practitioners. Prior research on e-commerce trust has used diverse, incomplete, and inconsistent definitions of trust, making it difficult to compare results across studies. This paper contributes by proposing and validating measures for a multidisciplinary, multidimensional model of trust in e-commerce. The model includes four high-level constructs--disposition to trust, institution-based trust, trusting beliefs, and trusting intentions--which are further delineated into 16 measurable, literature-grounded subconstructs. The psychometric properties of the measures are demonstrated through use of a hypothetical, legal advice Web site. The results show that trust is indeed a multidimensional concept. Proposed relationships among the trust constructs are tested (for internal nomological validity), as are relationships between the trust constructs and three other e-commerce constructs (for external nomological validity)--Web experience, personal innovativeness, and Web site quality. Suggestions for future research as well as implications for practice are discussed. [ABSTRACT FROM AUTHOR]


McLean, E. R. (1979). "End Users as Application Developers." MIS Quarterly 3(4): 37,10.
	

McLeod, P. L. and J. K. Liker (1992). "Electronic Meeting Systems: Evidence from a Low Structure Environment." Information Systems Research 3(3): 195.
	Presents information on a study which explored the effects on group process and task performance of an electronic meeting systems (EMS) from a low structure environment. Comparison between low and high structure EMS; Classification of EMS; Results and discussion.


Meckling, J. a. (1976). "Theory of the Firm:  Managerial Behavior, Agency Costs, and Ownership Structure." Journal of Financial Economics 3(4): 305-360.
	

Medjahed, B., B. Benatallah, et al. (2003). "Business-to-business interactions: issues and enabling technologies." The VLDB Journal - The International Journal on Very Large Data Bases 12(1).
	

Meldman, J. A. (1977). "A new technique for modeling the behavior of man machine information systems." Sloan Management Review (pre-1986) 18(3): 29.
	

Melone, N. (1990). "A theoretical assessment of the user-satisfaction construct in information systems research." Management Science 36(1): 76,16.
	

Melville, N. and K. Kraemer, and Gurbaxani, V. (2004). "Information Technology and Organizational Performance: An Integrative Model of IT Business Value." MIS Quarterly 28(2): 283,40.
	

Melville, N., K. Kraemer, et al. (2004). "Review: Information Technology And Organizational Performance: An Integrative Model of It Business Value." MIS Quarterly 28(2): 283.
	Despite the importance to researchers, managers, and policy makers of how information technology (IT) contributes to organizational performance, there is uncertainty and debate about what we know and don't know. A review of the literature reveals that studies examining the association between information technology and organizational performance are divergent in how they conceptualize key constructs and their interrelationships. We develop a model of IT business value based on the resource-based view of the firm that integrates the various strands of research into a single framework. We apply the integrative model to synthesize what is known about IT business value and guide future research by developing propositions and suggesting a research agenda. A principal finding is that IT is valuable, but the extent and dimensions are dependent upon internal and external factors, including complementary organizational resources of the firm and its trading partners, as well as the competitive and macro environment. Our analysis provides a blueprint to guide future research and facilitate knowledge accumulation and creation concerning the organizational performance impacts of information technology. [ABSTRACT FROM AUTHOR]


Mendelson, H. and R. R. Pillai (1998). "Clockspeed and Informational Response: Evidence from the Information Technology Industry." Information Systems Research 9(4): 415.
	This paper presents evidence on ways in which firms in the IT industry respond to in creased business dynamics. We show that the use of internal and external communication technologies and the adoption of informational "focus" strategies increase with the "clockspeed," or dynamics, of the business environment. Our results support the information processing view of the firm.(Information Technology Industry; Clockspeed; Dynamics; Information Processing; Communications; Focus; Information Overload) [ABSTRACT FROM AUTHOR]


Menon, T. (2003). "Valuing Internal vs. External knowledge: Explaining the preference for outsiders." Management Science 49(4): 497,17.
	

Merali, Y. (2004). Complexity and Information Systems. Social Theory and Philosophy for Information Systems.
	

Meredith, J. R. and A. Raturi (1989). "Alternative Research paradigms in operations." Journal of Operations Management 8(4): 297,30.
	

Merrill, E. W. and S. Lutfus (1997). "Virtual Teams Versus Face to Face Teams: An Exploratory Study of a Web-Based Conference System." Decision Sciences 28(4): 975-996.
	

Meyer, A. D. (1996). Balls, Strikes, and Collisions on the Base Path: Ruminations of a Veteran Reviewer. Rhythms of Academic Life: Personal Accounts of Careers in Academia.
	

Meyer, B. (1990). "Lessons From The Design Of The Eiffel Libraries." Communications of the ACM 33(9): 68.
	Describes concerted efforts to advance the cause of component-based software development in the Eiffel environment through the construction of the Basic Eiffel Libraries. Libraries included in the Eiffel environment; Number of visible features of the Eiffel libraries; Aspects that most directly affect the contents and style of the libraries.


Meyer, M. H. and R. Seliger (1998). "Product Platforms in Software Development." Sloan Management Review 40(1): 61.
	The concepts of product families, product platforms and derivative products are as applicable to intangible software products as they are to tangible physical products. In both cases, firms can develop a family of products based on a common platform instead of starting from zero every time. Well-designed platform architectures for software products provide productivity benefits and enable rapid growth in market share and revenue. If the developer builds and communicates methods by which others can build modules that operate in or on the underlying platform, it can become the standard or basis of large-scale innovation. A product platform is a set of subsystems and interfaces that form a common structure from which a stream of derivative products can be efficiently developed and produced. A model of the architecture of software products is presented, and case examples are offered showing platform design and management in action.


Meyer, N. T. J. (1999). "Chartjunk or Goldgraph?" MIS Quarterly 23(3): 397,24.
	

Meyerson, D. and K. E. Weick (1996). Swift Trust and Temporary Groups. Trust in Organizations: Frontiers of Theory and Research.
	

Miles, M. B. and A. M. Huberman (1994). Qualitative Data Analysis: An Expanded Sourcebook, SAGE Publications.
	

Miller, G. A. (1994). "The magical number seven, plus or minus two: Some limits on our capacity for processing information." Psychological Review 101(2): 343.
	The span of absolute judgment and the span of immediate memory impose severe limitations on the amount of information that people receive, process and remember. The presence of many sevens in the world is examined. (Reprint 1956)


Mingers, J. (2001). "Combining IS research methods: Toawards a pluralist methodology, information systems research." MIS Quarterly.
	

Mingers, J. (2001). "Combining IS Research Methods: Towards a Pluralist Methodology." Information Systems Research 12(3): 240.
	T his paper puts forward arguments in favor of a pluralist approach t IS research.Rather than advocating a single paradigm,be it interpretive or positivist,or even a plurality of paradigms within the discipline as a whole,it suggests that research results will be richer and more reliable if different research methods,preferably from different (existing)paradigms,are routinely combined together.The paper is organized into three sections after the Introduction. In 搂2,the main arguments for the desirability of multimethod research are put forward,while 搂3 discusses its feasibility in theory and practice. 搂4 outlines two frameworks that are helpful in designing mixed-method research studies.These are illustrated with a critical evaluation of three examples of empirical research. [ABSTRACT FROM AUTHOR]


Mingers, J. (2002). "The long winding road - getting papers published in top IS journals." Communications of the AIS.
	

Mingers, J. (2004). Re-establishing the real: Critical Realism and Information Systems. Social Theory and Philosophy for Information Systems.
	

Mingers, J. and L. P. Willcocks (2004). Social Theory and Philosophy for Information Systems, Wiley.
	

Mintzberg, H. and D. Raisinghani (1976). "The structure of unstructure decision process." Administrative Science Quarterly 21(2): 246-276.
	

Miranda, S. M. and C. S. Saunders (2003). "The Social Construction of Meaning: An Alternative Perspective on Information Sharing." Information Systems Research 14(1): 87.
	Research on information sharing has viewed this activity as essential for informing groups on content relevant to a decision. We propose and examine an alternate function of information sharing, i.e., the social construction of meaning. To accomplish this goal, we turn to social construction, social presence, and task closure theories. Drawing from these theories, we hypothesize relationships among the meeting environment, breadth and depth of information shared during a meeting, and decision quality. We explore these relationships in terms of the effects of both the media environment in which the group is situated and the medium that group members choose to utilize for their communication. Our study of 32, 5- and 6-person groups supports our belief that interpretation underlies information sharing and is necessary for favorable decision outcomes. It also supports the proposed negative effect of low social presence media on interpretation in terms of depth of information sharing; a low social presence medium, however, promotes information sharing breadth. Finally, the findings indicate that when in multimedia environments and faced with a relatively complex task, choosing to utilize an electronic medium facilitates closure and, therefore, favorable outcomes. [ABSTRACT FROM AUTHOR]


Mitchell, V. L. and R. W. Zmud (1999). "The effects of coupling IT and work process strategies in redesign projects." Organization Science 10(4): 424.
	Increasingly, process innovations rely on the capabilities embedded in an organization's IT infrastructure. Successfully implementing an IT-enabled processed innovation depends largely on how a project's IT and work process designs fit and evolve with this IT infrastructure. A study is presented that addresses the question of how the degree of coupling between a redesign project's IT strategy and work process strategy affects project performance. Data collection utilized a multistage research design employing comprehensive phone interviews and matched surveys among 3 sets of respondents across 43 process redesign projects in the health care industry. The findings indicate project performance improves with tightly coupled IT and work process strategies when implementing process inventions and with loosely coupled strategies when implementing imitations.


Mitra, S. and A. K. Chaya (1996). "Analyzing the cost-effectiveness of Organizations: The impact of Information Technology Spending." Journal of Management Information Systems 13(2): 29,29.
	

Moffett, S., R. Mcadam, et al. (2002). "Developing A Model For Technology And Cultural Factors In Knowledge Management: A Factor Analysis." Knowledge And Process Management 9(4): 237-255.
	

Mohr, L. B. (1982). Explaining Organizational Behavior. San Francisco, Jossey-Bass.
	

Monge, P. R. (1990). "Theoretical and Analytical Issues in Studying Organizational Processes." Organization Science 1(4): 406-430.
	

Monge, P. R. and N. S. Contractor (2001). Emergence of Communication Networks. The New Handbook of Organizational Communication: Advances in Theory, Research, and Methods: 440-502.
	

Montealegre, R. and M. Keil (2000). "De-escalating information technology projects: Lessons from the Denver International Airport." MIS Quarterly 24(3): 417,31.
	

Montoya-Weiss, M., A. P. Massey, et al. (2001). "Getting it together: Temporal coordination and conflict management in global virtual teams." Academy of Management Journal 44(6): 1251-1263.
	

Mookerjee, V. S. and M. V. Mannino (1997). "Sequential decision models for expert system optimization." IEEE Transactions on Knowledge & Data Engineering 9(5): 675.
	Presents information pertaining to expert system optimization with focus on sequential decision models which are an important element to the system when the cost or time to collect inputs is significant and inputs are known until the system operates. Information on the different type of professions that use expert systems; Techniques demonstrate how search methods and heuristics are influenced by economic objective, knowledge source and optimized form.


Mookerjee, V. S. and M. V. Mannino (2000). "Mean-Risk Trade-offs in Inductive Expert Systems." Information Systems Research 11(2): 137.
	Notably absent in previous research on inductive expert systems is the study of mean-risk trade-offs. Such trade-offs may be significant when there are asymmetries such as unequal classification costs, and uncertainties in classification and information acquisition costs. The objective of this research is to develop models to evaluate mean-risk trade-offs in value-based inductive approaches. We develop a combined mean-risk measure and incorporate it into the Risk-Based induction algorithm. The mean-risk measure has desirable theoretical properties (consistency and separability) and is supported by empirical results on decision making under risk. Simulation results using the Risk-Based algorithm demonstrate: (i) an order of magnitude performance difference between mean-based and risk-based algorithms and (ii) an increase in the performance difference between these algorithms as either risk aversion, uncertainty, or asymmetry increases given modest thresholds of the other two factors. [ABSTRACT FROM AUTHOR]


Moore, G. C. and I. Benbasat (1991). "Development of an Instrument to Measure the Perceptions of Adopting an Information Technology Innovation." Information Systems Research 2(3): 192.
	Presents a study which discussed the development of an instrument designed to measure perceptions of adopting an information technology (IT) innovation. Reasons for the adoption of IT by individuals in organizations; Reasons for focusing on perceived characteristics of using an innovation; Stages on the development of the instrument tool; Conclusions.


Moore, J. E. (2000). "One Road To Turnover: An Examination of Work Exhaustion In Technology Professionals." MIS Quarterly 24(1): 141.
	The concept of work exhaustion (or job burnout) from the management and psychology research literature is examined in the context of technology professionals. Data were collected from 270 IT professionals and managers in various industries across the United States. Through structural equation modeling, work exhaustion was shown to partially mediate the effects of workplace factors on turnover intention. In addition, the results of the study revealed that: (1) technology professionals experiencing higher levels of exhaustion reported higher intentions to leave the job and, (2) of the variables expected to influence exhaustion (work overload, role ambiguity and conflict, lack of autonomy and lack of rewards), work overload was the strongest contributor to exhaustion in the technology workers. Moreover, exhausted IT professionals identified insufficient staff and resources as a primary cause of work overload and exhaustion. Implications for practice and future research are discussed. [ABSTRACT FROM AUTHOR]


Morgan, G. (1980). "Paradigms, Metaphors and Puzzle Solving in Organization Theory." Administrative Science Quarterly 25(4): 605-623.
	

Morgan, G. (1983). Beyond Method: Strategies for Social Research. London, Sage Publications.
	

Morgan, G. (1986). Mechanization Takes Command:  Organizations as Machines. Images of Organizations.
	

Morrison, J. and J. George (1995). "Exploring the Software Engineering Component in MIS Research." Communications of the ACM 38(7): 80 - 91.
	

Moshowitz, A. (1981). "On approaches to the study of social issues in computing." Communications of the ACM.
	

Mowshowitz, A. (1994). "Virtual organization: A vision of management in the information age." Information Society 10(4): 267.
	Virtual organization, a new paradigm of organization and management, is assessed. Like most new ideas, virtual organization is now entirely new, as some of its components are recognizable from earlier concepts of organization. However, the integration of all the components does signal something new and revolutionary. Its revolutionary character stems from the principle of switching, which calls upon management to maintain a logical separation between abstract requirements and the concrete means for their satisfaction. Advanced information technology makes it possible to realize virtual organization in practice, and the paradigm is clearly manifested in the operations of some innovative firms. The economic and social significance of virtual organization in the future is likely to be comparable to that of the factory in an earlier period. Properly implemented, virtual organization may deliver increases in efficiency and effectiveness on an unprecedented scale. At the same time, it may stimulate social changes at least as far-reaching as those associated with the industrial revolution.


Mowshowitz, A. (1997). "Virtual Organization." Communications of the ACM 40(9): 30 - 37.
	

Mukhopadhyay, T. and S. Kekre (1995). "Business value of Information Technology: A study of Electronic Data Interchange." MIS Quarterly 19(2): 137,20.
	

Mukhopadhyay, T. and S. a. S. Rajiv, K. (1997). "Information technology impact on process output and quality." Management Science 43(12): 1645,15.
	

Muller, M. J. (1995). "Ethnocritical Questions For Working with Translations, Interpretation and their Stakeholders." Communications of the ACM 38(9): 64.
	Translation and interpretation are at the core of software professionals analyses of the work of end users. Analysis of end users work is a major activity for understanding whether a software system might be useful, what that system should do, and how that system should be made usable. The job of an analyst is to develop a series of translations between users work domain and knowledge, and the various software professionals work domains and knowledge. In this article the author considers how insights from ethnocriticism which is an anthropologically informed approach to cultural criticism can help to improve practices in representing users work especially under circumstances in which there are large differences in power between analysts and the users. Translation also involves the mutual interpretation of systems of meaning. In the literary traditions addresses by ethnocriticism, translations are made from variety of reasons, including for literary translations, orthographic translations, free translations and so on.


Mumby, D. K. (2001). Power and Politics. The New Handbook of Organizational Communication: Advances in Theory, Research, and Methods.
	

Munro, M. C., S. L. Huff, et al. (1997). "Understanding and measuring user competence." Information & Management 33(1): 45.
	End user computing is experiencing a resurgence of importance as managers realize it is tied to the new knowledge economy through knowledge-worker productivity. Assessing individual's capabilities with respect to end user technologies is central to both research on EUC and management of EUC in organizations. For this reason, a new construct - User Competence - is advanced. It is composed of an individual's breadth and depth of knowledge of end user technologies, and his or her ability to creatively apply these technologies.


Munro, N. (2002). "The Ever-Expanding Network of Local And Federal Databases." Communications of the ACM.
	

Murphy, K. R. (1996). Getting Published. Rhythms of Academic Life: Personal Accounts of Careers in Academia.
	

Murphy, K. R. and B. Myors (1998). Statistical Power Analysis: a simple and general model for traditional and modern hypothesis test.
	

Murthy and Wiggins (2004). OOREA: An Object-Oriented Resources, Events, Agents Model for Enterprise Systems Development. Conference Proceedings of the International Conference on Information Systems.
	

Myers, B., J. Hollan, et al. (1996). "Strategic directions in human-computer interaction." ACM Computing Surveys 28(4): 794.
	Human-computer interaction (HCI) is the study of how people design, implement, and use interactive computer systems and how computers affect individuals, organizations, and societies. A few selected HCI advances are discussed in terms of the research that underlies them: 1. direct manipulation of graphical objects, 2. windows, 3. hypertext, and 4. UIMSs and toolkits. If one steps back from the details of current HCI research, a number of themes are visible: 1. universal access to large and complex distributed information, 2. education and lifelong learning, 3. electronic commerce, 4. end-use programming, 5. information visualization, and 6. computer-mediated communication. One can see large generalized trends that are moving the field: 1. computational devices and ubiquitous computing, 2. speed, size, and bandwidth, 3. speech, handwriting, natural language, and other modalities, and 4. 3D and virtual reality. All the forms of computer-human interaction will need to be supported by appropriate tools.


Myers, B., Hudson, S. E., and Pausch, R (2000). "Past, Present, and Future of User Interface Software Tool." ACM Transactions on Computer-Human Interaction 7(1): 3 - 28.
	

Myers, B. A. (1998). "A Brief History of Human-Computer Interaction Technology." Interactions: 44-54.
	

Myers, M. D. (1994). "A disaster for everyone to see: an interpretative analysis of a failed IS project." Accounting, Management, and Information Technologies 4(4): 185-201.
	

Myers, M. D. (1997). "Qualitative research in information systems." MIS Quarterly 21(2): 241.
	Qualitative research involves the use of qualitative data, such as interviews, documents, and participant observation, to understand and explain social phenomena. As the focus of information systems research shifts from technological to managerial and organizational issues, qualitative research methods become increasingly useful. An overview of qualitative research for the newcomer and a set of resources for those more experienced are provided.


Myers, M. D. (1999). "Investigating information systems with ethnographic research." Communications of the Association for Information Systems.
	

Myers, M. D. (2003). "Defining the Core Properties of the IS Discipline: Not Yet, Not Now." Communications of the AIS.
	

Myers, M. D. (2004). Hermeneutics in Information Systems Research. Social Theory and Philosophy for Information Systems.
	

Myers, M. D. and D. Avison (2002). Qualitative Research in Information Systems. London, Sage Publications.
	

Mylonopoulos, N. A. and V. Theoharakis (2001). "Global Perceptions of IS Journals:  Where is the best IS Research published?" Communications of the ACM 44(9): 29 - 33.
	

Mylonopoulos, N. K. and V. Theoharakis (2001). "Gloabal perceptions of IS journals." Communications of the AIS 44(9): 29 - 33.
	

N., A. and M. Igbaria, and Sella, A. (1998). "The Effects of Time Pressure and Completeness of Information on Decision Making." Journal of Management Information Systems 15(2): 153,20.
	

Nah, F. (2004). "A study on tolerable waiting time: how long are web users willing to wait?" Behaviour & Information Technology 24(3): 153-164.
	

Nah, F. and I. Benbasat (1999). "The effectiveness of expert support technology for decision making: individuals versus small groups." Journal of Information Technology 14(2): 137,11.
	

Nahapiet, J. and S. Ghoshal (1997). "Social capital, intellectual capital, and organizational advantage." Academy of Management Review 23(2): 242-267.
	

Naiburg, E. (2000). "Database Modeling and Design Using Rational Rose 2000e." Rose Architect 2(3): 48-51.
	

Nakamura and Johnson (1998). Adaptive Framework for the REA Accounting Model. OOPSLA '98 Workshop on Business Object Design and Implementation IV.
	

Nambisan, S. and R. Agarwal (1999). "Organizational mechanisms for enhancing user innovation in information technology." MIS Quarterly 23(3): 365-395.
	

Navathe, S. B. (1992). "Evolution of Data Modeling for Databases." Communications of the ACM 35(9): 112.
	The article traces the evolution of data models and discusses the recent developments that have dominated the commercial practice of data modeling: the entity-relationship, the functional, and the object-oriented approaches. The relational model is proposed as a mathematical basis for the analysis and modeling of data, providing data independence and addressing a variety of problems related to databases. It also provided a way for addressing redundancy as well as estimating the goodness of database structures in a formal way. The relational model made it possible to deal with integrity constraints, security schemes, distribution of data, and replication of data which could not be rigorously specified and analyzed previously. The article concludes with an overview of the current areas such as modeling of dynamic, active databases, and knowledge discovery from databases. A data model is a set of concepts that can be used to describe the structure of and operations on a database. A data model should provide operations on the database that allow retrievals and updates including insertions, deletions, and modifications.


Nayak, N., K. Bhaskaran, et al. (2001). Virtual enterprises: building blocks for dynamic e-business. Proceedings of the workshop on Information technology for virtual enterprises.
	

Nelson, H. and D. A. James, and M. Ghods (2002). "Old Dogs and New Tricks." Communications of the ACM 45(10): 132 - 137.
	

Nelson, K. M., S. Nadkarni, et al. (2000). "Understanding software operations support expertise: A revealed causal mapping approach." MIS Quarterly 24(3): 475.
	This paper utilizes a qualitative methodology, revealed causal mapping (RCM), to investigate the phenomenon of software operations support expertise. Software operations support is a large portion of the IS work performed in organizations. While we as researchers have access to generalized theories and frameworks of expertise, very little is known about expertise in This critical area. To understand software operations support expertise, a mid-range theory is evoked from interviews with experts and the construction of RCMs from those interviews. The results of this study indicate that software operation support expertise is comprised of five major constructs: personal competencies, environmental factors, support personnel motivation, IS policies, and support personnel outcomes. Additionally, this study revealed that these constructs interact differently in contexts where software support is the main activity versus contexts where the focus is development. This study demonstrates that the use of the RCM methodology yields constructs of software operations support expertise that are not suggested by generalized theory. In addition, the use of RCM as an evocative, qualitative methodology reveals the interaction and linkages between these constructs. This paper also provides a history of and tutorial to the RCM methodology for use by the research community.


Nemati, H. R., Steiger, D. M., Iyer, L. S., and Herschel, R. T (2002). "Knowledge Warehouse: An Architectural Integration of Knowledge Management, Decision Support, Artificial Intelligence And Data Warehousing." Decision Support Systems 33(2): 143-161.
	

Nerell, A. and H. A. Simon (1976). "Computer Science As Empirical Inquiry - Symbols And Search." Association for Computing Machinery. Communications of the ACM 19(3): 113.
	Computer science is an empirical discipline, with each new computer built, a new experiment. the symbolic system and the computer's ability to manipulate and store these symbols is fundamental to its value. through the use of a physical symbol system it can be shown that computer science is founded on scientific principles. much like development of physical theories, such as the germ theory of disease and the cell doctrine in biology, computer science develops scientific hypotheses which are verified by empirical inquiry. a second factor that makes the computer valuable is its ability to solve a problem through the process of heuristic search. a basic procedure is to systematically modify symbolic expressions until a solution is reached. the computer further shows intelligence by only generating solutions that show promise rather than evaluating any possible solution.


Nerson, J.-M. (1992). "Applying Object-Oriented Analysis and Design." Communications of the ACM 35(9): 63.
	The article presents an analysis and design technique of the computer softwares relying on a set of notations and guidelines. It promotes a descriptive method that addresses both analysis and design issues. Key criteria have guided the definition of the technique: scalability, reverse engineering support, documentation aid, structuring mechanisms, systematic design support and component management support. A case study shows how the technique works and fosters the production of reusable components. Industrial-quality software production of today has become extremely demanding. Applications tend to be much larger and more complex and thus more difficult to develop. Their functionality is shifting from processing to system simulation and integration; from centralized to distributed computing; from text based to graphics and multimedia based systems. In the long run, object-oriented software is aimed at helping to simplify the way we view the real world as it is and translate the views into software systems. Object-oriented techniques exist to help manage the complexity of the software systems.


Newman, M. and F. Noble (1990). "User Involvement as an Interaction Process: A Case Study." Information Systems Research 1(1): 89.
	Presents a case study on the application of user involvement as an interaction process in information system development. Process models of user involvement in system development; Information on a computer-based student information system in a university; Importance of learning in user involvement.


Newman, M. and d. Robey (1992). "A Social Process Model of User-Analyst Relationships." MIS Quarterly 16(2): 249,18.
	

Ngwenyama, O. K. and A. S. Lee (1997). "Communication Richness in Electronic Mail: Critical Social Theory and the Contextuality of Meaning." MIS Quarterly 21(2): 145,23.
	

Nicopolitidis, P. and G. I. Papadimitriou (2003). "Third Generation and Beyond Wireless Systems." Communications of the ACM.
	

Nidumolu, S. R. and G. W. Knotts (1998). "The effects of customizability and reusability on perceived process and competitive performance of software firms." MIS Quarterly 22(2): 105.
	This study addresses the broad research issue of how software firms can manage their software development efforts in order to compete effectively under intensified competition. Based on recent research in manufacturing strategy and software process engineering, a research model and six hypotheses were derived. Reusability and customizability were expected to positively affect process flexibility and predictability. In turn, these perceived process performance dimensions were expected to positively influence perceived competitive performance, assessed in terms of market responsiveness and product cost efficiency. Using a survey design, responses were obtained from a random sample of 100 software firms.


Nidumolu, S. R., Subramani, M. R. (2003). "The Matrix of Control: Combining Process and Structure Approaches to Managing Software Development." Journal of Management Information Systems 20(3): 159,38.
	

Nidumolu, S. R., Subramani, M., and Aldrich, A. (2001). "Situated Learning And The Situated Knowledge Web: Exploring The Ground Beneath Knowledge Management." Journal of Management Information Systems 18(1): 115,36.
	

Nierstrasz, O. and X. Pintado (1990). "Class Management For Software Communities." Communications of the ACM 33(9): 91.
	Discusses issues in object-oriented programming associated with managing the very large class collections produced and used by the software communities. Cooperative large-scale reuse; Advantages of collecting and organizing classes within the information system; Techniques for the controlled evolution of object classes and class hierarchies.


Nievergelt, J. and J. C. Farrar (1972). What Machines Can Do and Cannot Do. Computing Surveys.
	

Nightingale, P. (2003). "If Nelson and Winter are only half right about tacit knowledge, which half? A Searlean critique of 'codification'." Industrial and Corporate Change 12(2): 149.
	The paper explores the inherent tensions in the relationships between different theories of knowledge. The paper shows how Polanyi's rather nebulous concept of tacit knowledge can be given a rigorous foundation in recent biological treatments that link neurological causal processes, subjective mental states and speech acts. Drawing on the work of John Searle, the paper shows how information-processing approaches relate to these 'cause and effect' relationships in order to critique the binary distinction between tacit and codified knowledge. The utility of the framework and the problems with this binary distinction are illustrated by showing the confusions behind recent theories that propose that information technologies allow the codification of tacit knowledge. Errors inherent in the idea of codification are traced back to Newell and Simon's abstract 'programme level' of explanation. Implications for science policy, technical learning, management and innovation are discussed. [PUBLICATION ABSTRACT]


Nolan, R. L. (1979). "Managing the Crises in Data Processing." Harvard Business Review 57(2): 115.
	Analysis of the experiences of many companies with advanced data processing (DP) systems has indicated the existence of 6 stages of growth in a company's DP function: 1. initiation, 2. contagion, 3. control, 4. integration, 5. data administration, and 6. maturity. Through the middle of the control stage, DP management is involved with management of the computer. However, in this stage, there is transition to management of data resources, which involves a restructuring of the DP organization and installation of new management techniques. Executives can determine what stage of development their corporate data processing is in by making an assessment using workable benchmarks. Guidelines for managing growth include: 1. recognition of the change from computer management to data resource management, 2. recognition of technologies, 3. identification of the stages of a company's operating units, and 4. development of a multilevel strategy and plan.


Nolan, R. L. and J. C. Wetherbe (1980). "Toward a Comprehensive Framework of MIS Research." MIS Quarterly 4(2): 1-19.
	

Nonaka, I. (1994). "A dynamic theory of organizational knowledge creation." Organization Science 5(1): 14.
	A paradigm for managing the dynamic aspects of organizational knowledge creating processes has as its central theme that organizational knowledge is created through a continuous dialogue between tacit and explicit knowledge. An examination of the nature of this dialogue identifies 4 patterns of interaction involving tacit and explicit knowledge: 1. from tacit knowledge to tacit knowledge, 2. from explicit knowledge to explicit knowledge, 3. from tacit knowledge to explicit knowledge, and 4. from explicit knowledge to tacit knowledge. It is argued that while new knowledge is developed by individuals, organizations play a critical role in articulating and amplifying that knowledge. A "spiral" model of knowledge creation shows the relationship between the epistemological and ontological dimensions of knowledge creation. The spiral illustrates the creation of a new concept in terms of a continual dialogue between tacit and explicit knowledge. As the concept resonates around an expanding community of individuals, it is developed and clarified. Gradually, concepts which are thought to be of value obtain a wider currency and become crystallized.


Nonaka, I., And Konno, N. (1998). "The Concept of 'Ba': Building A Foundation For Knowledge Creation." California Management Review 40(3): 40-55.
	

Norman, D. A. (1988). The Design of Everyday Things. New York, New York, Bantam Doubleday Dell Publishing Group, Inc.
	

Norman, D. A. (1995). The Psychopathology of Everyday Things. Human-Computer Interaction: Toward the Year 2000, 2nd edition. R. M. Baecker, J. Grudin, W. A. S. Buxtin and S. Greenberg.
	

Novak, J. D. "The Theory Underlying Concept Maps and How To Construct Them." from http://cmap.coginst.uwf.edu/info/.
	

Nunamaker and a. P. Chen (1990). "Systems Development in Information Systems Research." Journal of Management Information Systems 7(3): 89,18.
	

Nunamaker, J. J. F. and A. R. Dennis (1991). "Electronic Meeting Systems to Support Group Work." Communications of the ACM 34(7): 40 - 61.
	

Nunamaker Jr, J. F., M. Chen, et al. (1990). "Systems Development in Information Systems Research." Journal of Management Information Systems 7 Issue 3: 89.
	In this paper, the use of systems development as a methodology in information systems (is) research is described and defended. A framework to explain the nature of systems development as a research methodology in is research is proposed. Use of this methodology in the engineering field in general is compared with its use specifically in computer science and computer engineering. An integrated program for conducting IS research that incorporates theory building, systems development, experimentation, and observation is proposed. Progress in several application domains is reviewed to provide a basis upon which to argue that systems development is a valid research methodology. A systems development research process is presented from a methodological perspective. Software engineering, which is the basic method of applying the systems development research methodology, is then discussed. It is the authors' belief that systems development and other research methodologies are complementary and that an integrated multi-dimensional and multimethodological approach will generate fruitful is research results. The premise is that research contributions can result from systems development, experimentation, observation, and performance testing of the systems under development and that all of these research approaches are needed to investigate different aspects of the research question. [ABSTRACT FROM AUTHOR]


O'Leary (2002). Knowledge Management in Accounting and Professional Services. Researching Accounting as an Information Systems Discipline. Arnold and Sutton, AAA: 273-283.
	

O'Leary, D. E. (1988). "Methods of Validating Expert Systems." Interfaces 18(6): 72.
	Expert systems (ES) are designed to make decisions in specific task domains as well as human experts would do the same task. An ES usually consists of: 1. a database, the same data a human expert uses to solve the problem, 2. a knowledge base, the knowledge used to process the data, 3. an inference engine, the reasoning approach used to process the knowledge base, and 4. the user interface, which defines the way in which the system elicits information and explains its conclusions. Validation is the process of analyzing the knowledge and decision-making capabilities of the ES. At least 6 different possibilities exist for analyzing the ES: 1. analyzing the knowledge base for accuracy, 2. analyzing the knowledge base for completeness, 3. analyzing the knowledge base weights, 4. testing the inference engine, 5. analyzing condition-decision matches for decision quality, and 6. analyzing condition-decision matches to determine whether the correct answer was found for the proper reasons. To determine if the decision generated from a set of conditions is the same both before and after the knowledge base has been changed, base case test data can be used.


O'Leary, D. E. (2000). "Management of reengineering knowledge: AI-based approaches." International Journal of Intelligent Systems in Accounting, Finance and Management 9(2): 107.
	Knowledge about best practices for reengineering can be critical to a firm's ability to evolve and respond to competition. As a result, this paper addresses the issue of how to manage reengineering knowledge. Multiple forms of knowledge representation are adapted to address two primary issues: When and what should a firm reengineer? Four different knowledge-based models and prototypes are developed to illustrate capture of particular types of reengineering knowledge. The prototypes are used to draw inferences about issues in knowledge management and to illustrate feasibility. Distribution of best practices reengineering knowledge can then be accomplished using knowledge servers or making software and knowledge bases available to download off the world wide web. [PUBLICATION ABSTRACT]


Odom, M. D. and P. B. Dorr (1995). "The impact of elaboration-based expert system interfaces on de-skilling: an espistemological issue." Journal of Information Systems 9(1): 1-17.
	

Ohlson, K. (2003). "Brainstorm: Forget About Blank Slates." CWRU Magazine.
	

Okhuysen, G. A. and K. M. Eisenhardt (2002). "Integrating knowledge in groups: How formal interventions enable flexibility." Organization Science 13(4): 370.
	An experimental study examines how individuals in groups engage in micro-level interactions to effectively integrate knowledge by examining the effects of using three formal interventions: Information Sharing, Questioning Others and Managing Time. In particular, it is observed that simple formal interventions can improve knowledge integration when they lead to "windows of opportunity" for group members to consider ways to improve their work process that go beyond the formal intervention instructions. The most effective groups used these formal interventions to focus their attention into organized clusters of activity, during which they significantly changed their work process and improved their subsequent knowledge integration. Overall, this study identifies simple structures, interruptions, and time pacing as central to the emerging concept of group flexibility by which members enhance their performance on novel and/or ambiguous tasks. Links to complexity theory and knowledge-based thinking are discussed.


Olfman, L. and M. Mandviwalla (1994). "Conceptual versus procedural software training for graphical user interfaces: A longitudinal field experiment." MIS Quarterly 18(4): 405,22.
	

Olson, D. L. (2001). "Rationality in Information Systems Support to Decision Making." Information Systems Frontiers 3(2): 239.
	Management information systems serve business organizations by providing information for decision making. Various types of systems serve different types of decision contexts. The philosophic basis of information system support is discussed. The rational (or normative) philosophy is widely used, and appears in business theory in the form of agency theory and transaction cost analysis. While this approach has been valuable in some contexts, there are other contexts where the rational approach has limited in utility for real business decision making. Decision makers need to consider subjective factors to enable them to cope with the high levels of uncertainty, incomplete understanding, and imperfect data typical of dynamic open systems. There are alternative philosophies upon which to base decision-making that are appropriate for specific decision contexts. Churchman identified empirical, multi-perspective frameworks, dialectic, and cause-and-effect inquiring systems as alternatives to the rational (normative) system. A number of information system tools, such as decision support systems, expert systems, and group support systems can be supported by models based on philosophies other than rational models. A more empirically based philosophy, with decision-makers balancing hypothesis generation and observations of performance, is often more appropriate. The relationship between Churchman's inquiring systems and information system types are discussed. [PUBLICATION ABSTRACT]


Olson, G. M. (2003). "Human-Computer Interaction: Psychological Aspects of The Human Use of Computing." Annual Review of Psychology 54(1): 491-517.
	

Opdahl and Henderson-Sellers (2002). "Ontological Evaluation of the UML Using the Bunge-Wand-Weber Model." Software and Systems Modeling 1: 43-67.
	

Orlikowski, W. (1992). "The duality of technology: Rethinking the concept of technology in organizations." Organization Science 3(3): 398-427.
	

Orlikowski, W. and D. Robey (1991). "Information Technology and the Structuring of Organizations." Information Systems Research 2(2): 143.
	Examines the relationship between information technology and organizations. Nature of social reality and the theory of structuration; Influences in the structurational model of technology; Framework for investigating human actors and social structure during information system use.


Orlikowski, W. J. (1991). "Integrated Information Environment or Matrix of Control? The Contradictory Implications of Information Technology." Accounting, Management, and Information Technologies 1(1): 9-42.
	

Orlikowski, W. J. (1993). "CASE tools as organizational change:  Investigating incremental and radical changes in systems development." MIS Quarterly 17(3): 309,32.
	

Orlikowski, W. J. (1994). "Genre repertoire: The structuring of communicative practices in organizations." Administrative Science Quarterly 39(4): 541-575.
	

Orlikowski, W. J. (1996). "Improvising Organizational Transformation Over Time: A Situated Change Perspective." Information Systems Research 7(1): 63.
	Focuses on a study that outlined a situated change perspective on organizational transformation. Research setting and methodology; Implementation and use of new information technology in the customer support department (CSD) of Zeta Corp.; Metamorphoses identified in the CSD of Zeta; Conclusions.


Orlikowski, W. J. (2000). "Using technology and constituting structures: A practice lens for studying technology in organizations." Organization Science 11(4): 404.
	As both technologies and organizations undergo dramatic changes in form and function, organizational researchers are increasingly turning to concepts of innovation, emergence, and improvisation to help explain the new ways of organizing and using technology evident in practice. With a similar intent, a proposal is made of an extension to the structurational perspective on technology that develops a practice lens to examine how people, as they interact with a technology in their ongoing practices, enact structures which shape their emergent and situated use of that technology.


Orlikowski, W. J. (2002). "Knowing in practice: Enacting a collective capability in distributed organizing." Organization Science 13(3): 249.
	This paper outlines a perspective on knowing in practice which highlights the essential role of human action in knowing how to get things done in complex organizational work. The perspective suggests that knowing is not a static embedded capability or stable disposition of actors, but rather an ongoing social accomplishment, constituted and reconstituted as actors engage the world in practice. In interpreting the findings of an empirical study conducted in a geographically dispersed high-tech organization, it is suggested that the competence to do global product development is both collective and distributed, grounded in everyday practices of organizational members.


Orlikowski, W. J. and S. R. Barley (2001). "Technology and Institutions: What Can Research on Information Technology and Research on Organizations Learn from Each Other?" MIS Quarterly 25(2): 145.
	The authors argue that because of important epistemological differences between the fields of information technology and organization studies, much can be gained from greater interaction between them. In particular, they argue that information technology research can benefit from incorporating institutional analysis from organization studies, while organization studies can benefit even more by following the lead of information technology research in taking the material properties of technologies into account. They further suggest that the transformations currently occurring in the nature of work and organizing cannot be understood without considering both the technological changes and the institutional contexts that are reshaping economic and organizational activity. Thus, greater interaction between the fields of information technology and organization studies should be viewed as more than a matter of enrichment. In the intellectual engagement of these two fields lies the potential for an important fusion of perspectives, a fusion more carefully attuned to explaining the nature and consequences of the techno-social phenomena that increasingly pervade our lives. [ABSTRACT FROM AUTHOR]


Orlikowski, W. J. and J. D. Hofman (1997). "An Improvisational Model for Change Management: The Case of Groupware Technologies." Sloan Management Review 38(2): 11.
	An alternative model for managing technological change may enable organizations to take advantage of the evolving capabilities, emerging practices, and unanticipated outcomes associated with the use of new technologies. The improvisational model for managing technological change is based on research on the implementation and use of open-ended information technologies. The model recognizes 3 different types of change: anticipated, emergent and opportunity-based. The case of a top-50 software company in the US is studied to illustrate that when an organization is open to the capabilities offered by a new technological platform and willing to embrace an improvisational change model, it can achieve innovative organizational changes. The customer service department of the company purchased Lotus Notes groupware technology within which it developed a new incident tracking support system (ITSS). ITSS was successfully deployed throughout the department.


Orlikowski, W. J. and C. S. Lacono (2001). "Research Commentary: Desperately Seeking the 'IT' in IT Research--A Call to Theorizing the IT Artifact." Information Systems Research 12(2): 121.
	The field of information systems is premised on the centrality of information technology in everyday socio-economic life. Yet, drawing on a review of the full set of articles published in Information Systems Research (ISR) over the past ten years, we argue that the field has not deeply engaged its core subject matter-the information technology (IT) artifact. Instead, we find that IS researchers tend to give central theoretical significance to the context (within which some usually unspecified technology is seen to operate), the discrete processing capabilities of the artifact (as separable from its context or use), or the dependent variable (that which is posited to be affected or changed as technology is developed, implemented, and used). The IT artifact itself tends to disappear from view, be taken for granted, or is presumed to be unproblematic once it is built and installed. After discussing the implications of our findings, we propose a research direction for the IS field that begins to take technology as seriously as its effects, context, and capabilities. In particular, we propose that IS researchers begin to theorize specifically about IT artifacts, and then incorporate these theories explicitly into their studies. We believe that such a research direction is critical if IS research is to make a significant Contribution to the understanding of a world increasingly suffused with ubiquitous, interdependent, and emergent information technologies. [ABSTRACT FROM AUTHOR]


Orlikowski, W. J. and J. Yates (2002). "It's about time: Temporal structuring in organizations." Organization Science 13(6): 684.
	This paper proposes the notion of temporal structuring as a way of understanding and studying time as an enacted phenomenon within organizations. It suggests that through their everyday action, actors produce and reproduce a variety of temporal structures which in turn shape the temporal rhythm and form of their ongoing practices. A focus on temporal structuring, combined with a practice perspective, allows the subjective-objective dichotomy that underlies much of the existing research on time in organizations to be bridged. After developing the notion of temporal structuring, the paper illustrates its use in the context of prior empirical study. The paper concludes by outlining some implications of temporal structuring for organizational research on time.


Orne, M. T. (1962). "On the Social Psychology of the Psychological experiment: with particular reference to demand characteristics and their implications." American Psychologist.
	

Oz, E. (1994). "When Professional Standards are Lax: the CONFIRM Failure and its Lessons." Communications of the ACM 37(10): 29 - 43.
	

Ozsu, M. T. and P. Valduriez (1991). Principles of Distributed Database Systems, Prentice Hall.
	

Padmanabhan, B. and A. Tuzhilin (1999). "Unexpectedness as a measure of interestingness in knowledge discovery." Decision Support Systems 27(3): 303.
	Organizations are taking advantage of "data-mining" techniques to leverage the vast amounts of data captured as they process routine transactions. Data mining is the process of discovering hidden structure or patterns in data. However, several of the pattern discovery methods in data-mining systems have the drawbacks that they discover too many obvious or irrelevant patterns and that they do not leverage to a full extent valuable prior domain knowledge that managers have. These drawbacks are assessed by developing ways to generate interesting patterns by incorporating managers' prior knowledge in the process of searching for patterns in data. Specifically, the focus is on providing methods that generate unexpected patterns with respect to managerial intuition by eliciting managers' beliefs about the domain and using these beliefs to seed the search for unexpected patterns in data. The approach should lead to the development of decision-support systems that provide managers with more relevant patterns from data and aid in effective decision making.


Palmer, J. W. (2002). "Web Site Usability, Design, and Performance Metrics." Information Systems Research 13(2): 151.
	Web sites provide the key interface for consumer use of the Internet. This research reports on a series of three studies that develop and validate Web site usability, design and performance metrics, including download delay, navigability, site content, interactivity, and responsiveness. The performance metric that was developed includes the subconstructs user satisfaction, the likelihood of return, and the frequency of use. Data was collected in 1997, 1999, and 2000 from corporate Web sites via three methods, namely, a jury, third-party ratings, and a software agent. Significant associations between Web site design elements and Web site performance indicate that the constructs demonstrate good nomological validity. Together, the three studies provide a set of measures with acceptable validity and reliability. The findings also suggest lack of significant common methods biases across the jury-collected data, third-party data, and agent-collected data. Results suggest that Web site success is a first-order construct. Moreover, Web site success is significantly associated with Web site download delay (speed of access and display rate within the Web site, navigation (organization, arrangement, layout, and sequencing), content (amount and variety of product information), interactivity (customization and interactivity), and responsiveness (feedback options and FAQs). [ABSTRACT FROM AUTHOR]


Palmer, J. W. and M. L. Markus (2000). "The Performance Impacts of Quick Response and Strategic Alignment in Specialty Retailing." Information Systems Research 11(3): 241.
	The Quick Response (QR) program is a hierarchical suite of information technologies (IT) and applications designed to improve the performance of retailers. Consultants advise retailers to adopt the program wholesale, implying that more and higher levels of technology are better than less technology and lower levels. Academicians, on the other hand, argue that good technology is "appropriate" technology. That is, firms should adopt only those technologies that suit the specific strategic directions pursued by the firm. Who is right? Which approach to investing in IT yields better performance results? Surprisingly, this cross-sectional survey of 80 specialty retailers found more support for the practitioners' claims than for the academicians'. Adoption of the QR program at a minimal level was associated with higher performance, although there was no performance impact due to higher levels of QR use. Firms did appear to match their IT usage to their business strategies, but there was no linkage between strategic alignment and firm performance, and there was surprisingly little variation in business or IT strategy. In short, the findings of our study suggest that both practitioners and academicians need to refine their theories and advice about what makes IT investments pay off. [ABSTRACT FROM AUTHOR]


Palvia, P., Mao, E., Salam, A.F., and Soliman, K. (2003). "Management Information Systems Research: What’s There in a Methodology?" Communications of the AIS.
	

Palvia, P. C. (1998). "Research issues in global information technology management." Information Resources Management Journal 11(2): 27.
	This article is an attempt to define the appropriate research issues and their relative importance in global IT management (GITM). Based on opinions of a large sample of IS professions, 6 topical areas in GITM have been identified. The topical areas as well as specific research issues are further evaluated for their relative importance. This article should be of value and provide direction to researchers in this challenging and growing subdomain of MIS. It is also intended to stimulate further interest and investigation by a greater number of researchers.


Palvia, P. C., and Basu, S.C. (1999). "Information Systems Management Issues: Reporting and Relevance." Decision Sciences 30(1): 273-291.
	

Palvia, P. C., S. C. J. Palvia, et al. (2002). "Global information technology: A meta analysis of key issues." Information & Management 39(5): 403.
	There have been an increasing number of studies and articles that have identified and ranked global information technology (IT) issues in various parts of the world. The results of these studies are aggregated and the possibility of linkage of these key IT issues to environmental and organizational factors is explored. An organizing framework for global IT issues is developed and one of the factors in the framework, the level of economic development of the country, is analyzed to observe its impact on the ranking of key IT issues. Cluster analysis on a sample of ranked IT issues from 16 different regions indicates a linkage between the level of economic development of a region and the ranking of various types of IT issues.


Papazoglou, M. P. (2001). "Agent-Oriented Technology In Support of E-Business." Communications of the ACM 44(4): 71 - 77.
	

Parent, M. and R. B. Gallupe (2001). "The Role of Leadership in Group Support Systems Failure." Group Decision and Negotiation 10(5): 405.
	This paper reports on a research case study in which the use of a Group Support System (GSS) by a multi-organizational alliance failed. The paper argues that the leadership style of the meeting champion may be a much greater moderating factor in GSS meeting success than previously thought. Transformational Leadership Theory is used to explain the results, and implications for both researchers and managers are drawn. Two themes emerge: first, the case shows where the concept of "phony democracy" may or may not occur. Second, the case illustrates conditions under which a GSS may generate, as opposed to mitigate conflict. For managers, it suggests that using a GSS may not be optimal if they choose to adopt a Transactional leadership style. For researchers, this work offers insights into boundary conditions affecting GSS usage, extending a paucity of research in negative GSS-usage cases. [PUBLICATON ABSTRACT]


Parent, M. and D. Neufeld (2001). A longitudinal analysis of GSS use in the case method classroom. Proceedings of the Hawaii International Conference on Systems Science.
	

Parsons, J. and Y. Wand (1997). "Using objects for systems analysis." Communications of the ACM 40(12): 104.
	Provides information on object-oriented systems analysis, which originated as a programming and software design discipline. Representation models of objects; Analysis of object concepts; Issues related to object behavior; Implications of object concept to systems analysis; Conclusions.


Parthasarathy, M. and A. Bhattacherjee (1998). "Understanding Post-Adoption Behavior in the Context of Online Services." Information Systems Research 9(4): 362.
	This paper examines post-adoption behavior (continued adoption versus discontinuance) within the context of online service use. Innovation diffusion theory is used as a theoretical framework to extend information technology adoption research to the case of post-adoption behavior. This theory is used to formulate 11 research hypotheses distinguishing discontinuers from continuing adopters and exploring reasons behind their discontinuance (replacement versus disenchantment). These hypotheses were then empirically tested using data collected from a field survey of online service users. Our results indicate that potential discontinuers can be discriminated from continued adopters based on their sources of influence (external and interpersonal), perceived service attributes (usefulness and compatibility), service utilization, and network externality (complementary product usage), during their time of initial adoption. We also found that later adopters are more likely to discontinue due to disenchantment than replacement, and are more influenced by interpersonal sources and utilize the service less during their adoption period than replacement discontinuers. Implications for research and practice are drawn.(Discontinuance; Post-Adoption; Information Technology Adoption; Innovation Diffusion Theory; Multiple Discriminant Analysis) [ABSTRACT FROM AUTHOR]


Payne, T. and M. J. Peters (2004). "What Is the Right Supply Chain For Your Products?" International Journal of Logistics Management 15(2): 77.
	In order to have a successful supply chain, in terms of total supply chain costs and service performance to the customer, companies need to match the type of products they are selling with the type of distribution channels delivering their products. To test this hypothesis, a product supply characterization (PSC) model was developed and validated on the European operations of a US$15 billion case study company. The application of the PSC model to the case study company reveals significant value in matching specific product clusters with appropriate supply chain designs and that an mismatch represents supply chain under performance. [PUBLICATION ABSTRACT]


Peace, A. G., Galletta, D. F. and Thong, J. Y. L (2003). "Software Piracy in the Workplace: A Model and Empirical Test." Journal of Management Information Systems 20(1): 153,26.
	

Peffers, K. and W. Hui (2003). "Collaboration and Author Order: Changing Patterns in IS Research." Communications of the AIS.
	

Peffers, K. and T. Ya (2003). "Identifying and Evaluating the Universe of Outlets for Information Systems Research: Ranking the Journals." Journal of Information Technology Theory and Applications 5(1): 63-84.
	

Pei-Yu Chen and L. M. Hitt (2002). "Measuring Switching Costs and the Determinants of Customer Retention in Internet-Enabled Businesses: A Study of the Online Brokerage Industry." Information Systems Research 13(3): 255.
	The ability to retain and lock in customers in the face of competition is a major concern for online businesses, especially those that invest heavily in advertising and customer acquisition. In this paper, we develop and implement an approach for measuring the magnitudes of switching costs and brand loyalty for online service providers based on the random utility modeling framework. We then examine how systems usage, service design, and other firm- and individual-level factors affect switching and retention. Using data on the online brokerage industry, we find significant variation (as much as a factor of two) in measured switching costs. We find that customer demographic characteristics have little effect on switching, but that systems usage measures and systems quality are associated with reduced switching. We also find that firm characteristics such as product line breadth and quality reduce switching and may also reduce customer attrition. Overall, we conclude that online brokerage firms appear to have different abilities in retaining customers and have considerable control over their switching costs. [ABSTRACT FROM AUTHOR]


Perlich, C. and P. F. (2003). "Tree induction vs. logistic regression: A learning-curve analysis." Journal of Machine Learning Research 4(2): 211,45.
	

Perrig, A., Stankovic, J. and Wagner, D. (2004). "Security In Wireless Sensor Networks." Communications of the ACM 47(6): 53 - 57.
	

Perrow, C. (1994). "Pfeffer Slips." Academy of Management Review 19(2): 191-195.
	

Perry, D. E., Siy, H.P., Votta, L. G (2001). "Parallel Changes In Large-Scale Software Development: An Observational Case Study." ACM Transactions on Software Engineering and Methodology 10(3): 308 - 337.
	

Petersen, J. (2001). Citizens and Spokesmen: Politics and Personal Expression on the Web. Our Virtual World: The Transformation of Work, Play, and Life via Technology.
	

Peterson, R. E. (1977). "The Components of Information." Interfaces 7(4): 87.
	The purpose of this presentation is to lay out a quick and meaningful classification of information, useful to the operating manager. information can be defined as everything that is communicated, but the focus here is on that portion of information that has value for the businessman. it has been noted that presently over 25 percent of the gnp is absorbed in the production, processing, and distribution of information. data for this study (found in the appendix) consisted of a list of over 80 adjectives describing various aspects of information. these were boiled down to 10 key descriptors, which were, in turn, divided into 2 major divisions. the method used to boil the list down was, of course, a priori - eyeballing and meditation. references. appendix.


Pfeffer, J. (1981). Power in Organizations. Boston, Pitman Publishing.
	

Pfeffer, J. (1993). "Barriers to the advance of organizational science: development as a dependable variable." Academy of Management Review 18(4): 599-621.
	

Piccoli, G. and B. Ives (2003). "Trust and the unintended effects of behavior control in virtual teams1." MIS Quarterly 27(3): 365.
	This article reports the findings of a longitudinal study of temporary virtual teams and explores the role of behavior control on trust decline. We conducted an experiment involving 51 temporary virtual teams. Half of the teams were required to comply with behavior control mechanisms traditionally used in colocated teams. Their counterparts were allowed to self-direct. Our analysis shows that the behavior control mechanisms typically used in traditional teams have a significant negative effect on trust in virtual teams. In-depth analysis of the communication logs of selected teams reveals that trust decline in virtual teams is rooted in instances of reneging and incongruence. Behavior control mechanisms increase vigilance and make instances when individuals perceive team members to have failed to uphold their obligations (i.e., reneging and incongruence) salient. Heightened vigilance and salience increase the likelihood that team members' failure to fulfill their obligations will be detected, thus contributing to trust decline. [PUBLICATION ABSTRACT]


Piccoli, G., RamiAhmad, et al. (2001). "Web-based virtual learning environments: A research framework and a preliminary assessment of effectiveness in basic IT skills training." MIS Quarterly 25(4): 401.
	Internet technologies are having a significant impact on the learning industry. For-profit organizations and traditional institutions of higher education have developed and are using Web-based courses, but little is known about their effectiveness compared to traditional classroom education. This paper focuses on the effectiveness of a Web-based virtual learning environment in the context of basic information technology skills training. Results indicate that in the context of IT basic skills training in undergraduate education, there are no significant differences in performance between students enrolled in the two environments. However, the VLE leads to higher reported computer self-efficacy, while participants report being less satisfied with the learning process.


Pinch, T. J. and W. E. Bijker (1987). The Social Construction of Facts and Artifacts: Or How the Sociology of Science and the Sociology of Technology Might Benefit Each Other. The Social Construction of Technological Systems: New Directions in the Sociology and History of Technology. W. E. Bijker, T. P. Hughes and T. J. Pinch. Cambridge, MA, MIT Press: 17-50.
	

Pinsonneault, A. (1998). "Information technology and the nature of managerial work: From the productivity paradox to the Icarus paradox?" MIS Quarterly 22(3): 287,25.
	

Pinsonneault, A. and H. Barki (1999). "Electronic Brainstorming: The Illusion of Productivity." Information Systems Research 10(2): 110.
	Electronic brainstorming (EBS) has been proposed as a superior approach to both nominal brainstorming (working alone) and face-to-face brainstorming (verbal). However, existing empirical evidence regarding EBS's superiority over nominal brainstorming is weak. Through a comprehensive examination of the process gains and process losses inherent to different brainstorming approaches, this paper explains past results. The paper also suggests that the process gain versus process loss advantages of EBS technologies may not be large enough to enable EBS groups to outperform nominal groups. In an effort to find alternate ways of using EBS more productively, three conditions thought to increase EBS's process gains and decrease its process losses (thus improving its productivity) are identified. A laboratory experiment designed to compare the productivity of ad hoc and established groups using four brainstorming technologies (nominal, EBS-anonymous, EBS-nonanonymous, verbal), generating ideas on socially sensitive and less sensitive topics, in the presence and absence of contextual cues, is then described. The results of the experiment showed that overall, groups using nominal brainstorming significantly outperformed groups using the other three brainstorming approaches. Further, even under conditions thought to be favorable to EBS, nominal brainstorming groups were at least as productive as EBS groups. The paper explains these results by suggesting that the process gains of EBS may not be as large as expected and that the presence of four additional process losses inherent to EBS technologies impair its productivity. It is also argued that the prevailing popularity of group brainstorming (verbal or electronic) in organizations may be explained by the perceived productivity of those approaches. These perceptions, which are at odds with reality, create the illusion of productivity. A similar misperception may also cause an illusion of EBS productivity in the research comm. [ABSTRACT FROM AUTHOR]


Pinsonneault, A. and K. Kraemer (1997). "Middle Management Downsizing: An Empirical Investigation of the Impact of Information Technology." Management Science 43(5): 659,21.
	

Pinsonneault, A. and K. L. Kraemer (1993). "Survey Research Methodology in Management Information Systems: An Assessment." Journal of Management Information Systems 10(2): 75,31.
	

Pinsonneault, A. and K. L. Kraemer (2002). "Exploring the role of information technology in organizational downsizing: A tale of two American cities." Organization Science 13(2): 191.
	This study explores the role information technology (IT) plays in organizational downsizing by studying 2 medium-sized American cities over a period of 10 years (1985-1995). Four main findings emerged from the case studies. First, IT was found to facilitate organizational downsizing, but not to cause it. Second, adverse environmental conditions triggered downsizing in both cities and determined the change strategies that managers used. Third, the role


Plasil, F. and S. Visnovsky (2002). "Behavior protocols for software components." IEEE Transactions on Software Engineering 28(11): 1056.
	In this paper, a means to enhance an architecture description language with a description of a component behavior is proposed. A notation used for this purpose should be able to express the interplay on a component's interfaces and reflect step-by-step refinement of the component's specification during its design. In addition, the notation should be easy to comprehend and allow for formal reasoning about the correctness of the specification refinement and also about the correctness of an implementation in terms of whether it adheres to the specification. Targeting these requirements together, the paper proposes employing behavior protocols which are based on a notation similar to regular expressions. As proof of the concept, the behavior protocols are used in the SOFA architecture description language at 3 levels: 1. interface, 2. frame and 3. architecture. Key achievements of this paper include the definitions of bounded component behavior and protocol conformance relation. Using these concepts, the designer can verify the adherence of a component's implementation to its specification at runtime, while the correctness of refining the specification can be verified at design time.


Plouffe, C. R., J. S. Hulland, et al. (2001). "Research Report: Richness Versus Parsimony in Modeling Technology Adoption Decisions--Understanding Merchant Adoption of a Smart Card-Based Payment System." Information Systems Research 12(2): 208.
	The Technology Acceptance Model (TAM) has received considerable research attention in the IS field over the past decade, placing an emphasis on the roles played by perceived ease-of-use and perceived usefulness in influencing technology adoption decisions. Mean- while, alternative sets of antecedents to adoption have received less attention. In this paper, sets of antecedent constructs drawn from both TAM and the Perceived Characteristics of Innovating (PCI) inventory are tested and subsequently compared with one another. The comparison is done in the context of a large-scale market trial of a smart card-based electronic payment system being evaluated by a group of retailers arid merchants. The PCI set of ante-cedents explains substantially more variance than does TAM, while also providing managers with more detailed information regarding the antecedents driving technology innovation adoption. [ABSTRACT FROM AUTHOR]


Poels (2003). modeling of accounting information systems: A comparative study of REA and ER diagrams. Proceedings of the Conceptual Modeling for Novel Application Domains, Lecture Notes in Computer Science.
	

Pohl, K. and R. D. m. Klaus Weidenhaupt (1999). "PRIME—toward process-integrated modeling environments." ACM Transactions on Software Engineering and Methodology (TOSEM 8(4): 343 - 410.
	

Polanyi, M. (1962). "Tacit knowledge: Its bearing on some problems of philosophy." Reviews of Modern Physics 34.
	

Poore, J. H. (2004). "A Tale of three Discipline and a Revolution." Computer Magazine 37(1): 30 - 36.
	

Popper, K. R. (1968). The Logic of Scientific Discovery. London, Hutchinson.
	

Porter, M. E. (2001). "Strategy and the Internet." Harvard Business Review 79(3): 63.
	Many of the pioneers of Internet business, both dot-coms and established companies, have competed in ways that violate nearly every precept of good strategy. It did not have to be this way - and it does not have to be in the future. When it comes to reinforcing a distinctive strategy, it is argued that the Internet provides a better technological platform than previous generations of IT. Gaining competitive advantage does not require a radically new approach to business; it requires building on the proven principles of effective strategy.


Porter, M. E. and V. E. Millar (1985). "How Information Gives You Competitive Advantage." Harvard Business Review 63(4): 149.
	The information revolution is changing the nature of business and can create competitive advantages for those managers who understand its effects. New information technology is transforming companies' value chains by expanding their capabilities and is improving companies' abilities to exploit linkages between activities in the value chain. Information technology also is expanding the information content of products, is transforming processes, and is changing the nature of competition. The information revolution is affecting competition in 3 ways by: 1. changing industry structure, 2. creating competitive advantages by lowering costs or enhancing differentiation, and 3. spawning new business. Five steps can be taken to exploit opportunities created by the information revolution: 1. Assess the information intensity of products and processes. 2. Assess the role of information technology in industry structure. 3. Identify and rank ways in which information technology could create a competitive edge. 4. Consider how information technology could create new businesses. 5. Develop a plan to take advantage of information technology.


Pounds, W. F. (1969). "The Process of Problem Finding." IMR; Industrial Management Review (pre-1986) 11(1): 1.
	

Powell, A. and G. Piccoli, and Ives, B. (2004). "Virtual Teams: A Review of Current Literature and Directions for Future Research." Database for Advances in Information Systems 35(1): 6-36.
	

Powell, T. C. and A. Dent-Micallef (1997). "Information Technology As Competitive Advantage: The Role of Human, Business, And Technology Resources." Strategic Management Journal (1986-1998) 18(5): 375.
	This paper investigates linkages between information technology (IT) and firm performance. Although showing recent signs of advance, the existing IT literature still relies heavily on case studies, anecdotes, and consultants' frameworks, with little solid empirical work or synthesis of findings. This paper examines the IT literature, develops an integrative, resource-based theoretical framework, and presents results from a new empirical study in the retail industry. The findings show that ITs alone have not produced sustainable performance advantages in the retail industry, but that some firms have gained advantages by using ITs to leverage intangible, complementary human and business resources such as flexible culture, strategic planning--IT integration, and supplier relationships. The results support the resource-based approach, and help to explain why some firms outperform others using the same ITs, and why successful IT users often fail to sustain IT-based competitive advantages.


Powell, W. W. (1990). Neither market nor Hierarchy: Network forms of Organization. Research in Organizational Behavior. B. M. Staw and L. L. Cummints. 12: 295-336.
	

Prasad, P. (1993). "Symbolic processes in the implementation of technological change: A symbolic interactionist study of work computerization." Academy of Management Review.
	

Prasad, P. (1997). Systems of Meaning: Ethnography as a Methodology for the Study of Information Technologies. Information Systems and Qualitative Research.
	

Prelec, D. and L. G. (1998). "The Red and The Black: Mental Accounting of Savings and Debt." Marketing Science 17(1): 4,24.
	

Premkumar, G. and W. R. King (1994). "The evaluation of strategic information system planning." Information & Management 26(6): 327.
	The potential to obtain substantial benefits from information systems (IS) planning, as well as the problems encountered in the planning process, have made the evaluation of IS planning an important issue for both researchers and practitioners. A conceptual planning model, which identifies the various components and links of the IS planning system, is used as a framework for evaluation. To validate the framework, a research model is developed and empirically validated using data collected from a survey of planning practices in organization. The results show that information inputs and planning resources are significantly related to the quality of the IS planning process, and quality of integration mechanisms moderates the relationship between information input and the quality of the planning process. Also, the quality of the planning process and quality of implementation mechanisms are significantly associated with performance.


Price, R. L. (1985). A Customer's View of Organizational Literature. Publishing in the Organizational Sciences, 2nd edition. L. L. Cummings and P. J. Frost: 125-132.
	

Price, R. L. (1995). A Customer's View of Organizational Literature. Publishing in the Organizational Sciences, 2nd edition.
	

Probasco, L. (2000). The 10 Essentials of RUP: The Essence of an Effective Development Process. Rational Software White Paper.
	

Provost, F. and T. Fawcett (2001). "Robust Classification for Imprecise Environments." Machine Learning 42(3): 203-231.
	

Purao, S. (2001). "An approach to distribution of object-oriented and structured systems." MIS Quarterly.
	

Purvis, R. L., V. Sambamurthy, et al. (2001). "The assimilation of knowledge platforms in organizations: An empirical investigation." Organization Science 12(2): 117.
	This study addresses things that force the assimilation of knowledge platforms in organizations. Given the significant gap between the adoption and actual assimilation of complex technologies into organizations, this is an important question. Empirical evidence is generated by examining the forces influencing the assimilation of CASE technologies in systems development projects in organizations. CASE is considered to be one of the most mature knowledge platforms in contemporary organizations. The empirical evidence sheds light on the role of institutional forces that influence the rate of assimilation of the technology. The findings have significant implications for further research and practice.


Putnam, L. L. and G. T. Fairhurst (2001). Discourse Analysis in Organizations: Issues and Concerns. The New Handbook of Organizational Communication: Advances in Theory, Research, and Methods.
	

Putnam, L. L. and e. a. N. Phillips (1996). Metaphors of Communication and Organization. Handbook of Organization Studies.
	

Qing Hu, C. Saunders, et al. (1997). "Research Report: Diffusion of Information Systems Outsourcing: A Reevaluation of Influence Sources." Information Systems Research 8(3): 288.
	Information systems outsourcing is an increasingly popular IS management practice in companies of all sizes. Examining the adoption of IS outsourcing from the well-developed theoretical foundation of innovation diffusion may shed some light on significant factors that affect the adoption decision, and clarify some misperceptions. This study explores the sources of influence in the adoption of IS outsourcing. Using a sample of 175 firms that outsourced their IS functions during the period from January 1985 to January 1995, we tested three hypotheses of sources of influences using four diffusion models: internal influence, external influence, and two mixed influence models. Our findings suggest that the mixed influence is the dominant influence factor in the diffusion of IS outsourcing, and that there is no evidence of the "Kodak effect" in the IS diffusion process. This directly contradicts the conclusions of the Loh and Venkatraman (1992) study. Further discussions are provided about the potential problems in studies of influence sources of IT innovation diffusion. [ABSTRACT FROM AUTHOR]


Qingxiong Ma, T. and Liping Liu (2004). "The Technology Acceptance Model: A Meta-Analysis of Empirical Findings." Journal of Organizational & End User Computing 16(1): 59.
	The technology acceptance model proposes that perceived ease of use and perceived usefulness predict the acceptance of information technology. Since its inception, the model has been tested with various applications in tens of studies and has become the most widely applied model of user acceptance and usage. Nevertheless, the reported findings on the model are mixed in terms of statistical significance, direction, and magnitude. In this study, we conducted a meta-analysis based on 26 selected empirical studies in order to synthesize the empirical evidence. The results suggest that both the correlation between usefulness and acceptance, and that between usefulness and ease of use are somewhat strong. However, the relationship between ease of use and acceptance is weak, and its significance does not pass the fail-safe test. [ABSTRACT FROM AUTHOR]


Quaddus, M. A. and L. L. Tung (2002). "Explaining Cultural Differences in Decision Conferencing." Communications of the ACM 45(8): 93 - 98.
	

R. Krishnan, R. and K. Chari (2000). "Model management: survey, future research directions and a bibliography." Interactive Transactions of OR/MS 3(1).
	

Rabin, M. (1998). "Psychology and economics." Journal of Economic Literature 36(1): 11.
	A selection of psychological findings relevant to economics is discussed. Economics has conventionally assumed that each individual has stable and coherent preferences, and that she rationally maximizes those preferences. Given a set of options and probabilistic beliefs, a person is assumed to a maximize the expected value of a utility function. Research is discussed which suggests that a person's preferences are often determined by changes in outcomes relative to her reference level, and not merely by absolute levels of outcomes.


Rai, A., S. S. Lang, et al. (2002). "Assessing the Validity of IS Success Models: An Empirical Test and Theoretical Analysis." Information Systems Research 13(1): 50.
	The purpose of the present study is to empirically and theoretically assess DeLone and McLean's (1992) and Seddon's (1997) models of information systems (IS) success in a quasi-voluntary IS use context. Structural modeling techniques were applied to data collected by questionnaire from 274 system users of an integrated student information system at a midwestern university. The Seddon structural model and the DeLone and McLean structural model each contained five variables (system quality, information quality, perceived usefulness, user satisfaction, and IS use). Both models exhibit reasonable fit with the collected data. The empirical findings are assessed in the broader theoretical context of the IS success literature, including the Technology Acceptance Model and the Theory of Planned Behavior. Our results support DeLone and McLean's focus on integrated IS success models and their observation that IS success models need to be carefully specified in a given context. The Seddon model conceptually elaborates and clarifies aspects of the DeLone and McLean model, thereby effectively integrating core theoretical relationships espoused in the IS success literature. Our study also supports Seddon's three construct categories (system and information quality, general perceptual measures about net benefits about IS use, and IS behavior), as defining IS success and its impact on nature of IS use. [ABSTRACT FROM AUTHOR]


Rai, A. and T. Ravichandran (1998). "How to anticipate the internet's global diffusion?" Communications of the ACM 41(10): 97 - 106.
	

Ramaprasad, A. (1987). "Cognitive process as a basis for MIS and DSS design." Management Science 33(2): 139,10.
	

Ramasesh, R. (2001). "Agility in Manufacturing Systems: An exploratory modeling framework and simulation." Integrated Manufacturing Systems 12(7): 534-548.
	

Rao, A. H. a. A. (1988). "Distributed Data Allocation Strategies." Advances in Computers.
	

Rappapot, A. (1968). "Management misinformation systems - Another perspective." Management Science 15(4): 127-130.
	

Raskin, J. (1997). "Looking for a Humane Interface: Will Computers Ever Become Easy to Use?" Communications of the ACM 40(2): 98.
	It is now evident that one of the most remarkable changes in the computing milieu was in neither hardware nor software per se but was embodied in an interface design concept that has since been implemented, with variations, on a variety of platforms and operating systems. The primacy of the interface was a revolution largely unforeseen by even the boldest of science fiction writers. Interface technology has altered, perhaps forever, what it means to use a computer, and is as significant for the majority of computer users as was the advent of low-cost computing itself. The graphical user interfaces (GUI) originally introduced primarily to provide a visual metaphor for an operating system, has changed the culture, sometimes in surprising ways. The encapsulation of access to the Internet in a GUI was certainly a major factor in its recent emergence as a fundamental resource of the computer age. A central goal of interface design is to allow users to make their own task the exclusive locus of their attention, by designing the interface such that it can be reduced to habitual operation.


Ravichandran, T. (2000). "Swiftness and Intensity of administrative innovation adoption: An emperical study of TQM in Information Systems." Decision Sciences 31(3): 691-724.
	

Ravichandran, T. and A. Rai (2000). "Quality Management In Systems Development: An Organizational System Perspective." MIS Quarterly 24(3): 381.
	We identify top management leadership, a sophisticated management infrastructure, process management efficacy, and stakeholder participation as important elements of a quality-oriented organizational system for software development. A model interrelating these constructs and quality performance is proposed. Data collected through a national survey of IS executives in Fortune 1000 companies and government agencies was used to test the model using a Partial Least Squares analysis methodology. Our results suggest that software quality goals are best attained when top management creates a management infrastructure that promotes improvements in process design and encourages stakeholders to evolve the design of the development processes. Our results also suggest that all elements of the organizational system need to be developed in order to attain quality goals and that piecemeal adoption of select quality management practices are unlikely to be effective. Implications of this research for IS theory and practice are discussed. [ABSTRACT FROM AUTHOR]


Raymond (2001). The Cathedral and the Bazaar, O'Reilly.
	

Reeves Sanday, P. (1979). "The Ethnographic Paradigm(s)." Administrative Science Quarterly.
	

Reich, B. H. and I. Benbasat (1996). "Measuring the linkage between business and information technology objectives." MIS Quarterly 20(1): 55,27.
	

Reich, B. H. and I. Benbasat (2000). "Factors that Influnece the Social Dimension of Alignment between Business and Information Technology Objectives." MIS Quarterly 24(1): 81,33.
	

Rettig, M. (1992). "Interface Design When You Don't Know How." Communications of the ACM 35(1): 29.
	The article discuss the process of designing a good human interface when the team lacks interface design experience. The author emphasizes that one needs a good planning and management for the designing of the user interfaces. First, one should consult books about interfaces which suggest the development of working guidelines and lists of components. One should refer the User Interface Standards Manual and the theory of Semantics which addresses four aspects of symbols that make up the interface. They explain what are lexical structure and what symbols are there, syntactic structure and how do they relate to each other, semantics and how do they relate to things they represent, pragmatics and how do they relate users. It also describes measures that helps to come up with a working design. The documentation paper includes the design goals and philosophical directions for these design. The second document to come out of the initial planning is a project plan for the next four months.


Rice, R. E. (1993). "Media appropriateness: Using social presence theory to compare traditional and new organizational media." Human Communication Research 19(4): 451-484.
	

Rice, R. E. and U. E. Gattiker (2001). New Media and Organizational Structuring. The New Handbook of Organizational Communication.
	

Riggins, F. and H. Rhee (1998). "Towards a Unified View of E-Commerce." Communications of the ACM 41(10): 88 - 95.
	

Riggins, F. J. and H. S. Rhee (1998). "Toward a Unified View of Electronic Commerce." Communications of the ACM 41(10): 88 - 95.
	

Robert Austin, E. W. M. (2002). Corporate Information Strategy and Management: Text and cases by Lynda Applegate. Irwin, McGraw-Hill.
	

Roberts, T. L., M. L. Gibson, et al. (1999). "System development methodology implementation: Perceived aspects of importance." Information Resources Management Journal 12(3): 27.
	The implementation of a systems development methodology (SDM) is one of the more difficult paths that many organizational managers have been traversing without benefit of guidance. The results of a survey of participants on actual SDM implementation projects using an instrument based on interviews of experts in SDM implementation are presented. The data collected were analyzed, using factor analysis, which identified five factors to consider during SDM implementation: understanding methodology specifics and benefits, system personnel manager involvement and responsibility with organizational SDM transition, use of models, functional manager involvement/support, and external support. By paying close attention to aspects of these five factors, organizational managers can help their organization through the major change management phases of: readiness, adoption, and institutionalization of the changes caused by SDM implementation.


Robertson, T. S. (1986). "Competitive effects on Technology diffusion." Journal of Marketing 50(3): 1-12.
	

Robey, D. (1977). "Computers and Management Structure: Some Empirical Findings Re-examined." Human Relations 30(11): 963.
	This study re-examines empirical literature which relates computerization to organization structure. Explanations are sought for the conflicting findings regarding effects of computer adoption on centralization and decentralization. A literature review suggests-1. Computers do not cause changes in the degree of delegation. 2. Computerized systems are sufficiently flexible to facilitate either centralized or decentralized structures. 3. The degree of delegation in these studies is related to task environmental conditions of the organizations studied. Certain conceptual and methodological issues pertaining to this area of research are discussed including the meaning of centralization, the perceptual bias in interviewing affected managers, the lack of adequate effectiveness measures in most studies, and the basic problem of treating computerization as a variable.


Robey, D. (1983). "Cognitive Style and DSS Design: A Comment on Huber's Paper." Management Science 29(5): 580,3.
	

Robey, D. (1996). "Research Commentary: Diversity in Information Systems Research: Threat, Promise, and Responsibility." Information Systems Research 7(4): 400.
	Presents information on a study that confirmed the evidence of diversity in information systems (IS) research and identified the ways in which diversity both threatened and advanced the field of IS. Overview of previous research on IS diversity; Analysis on the threat of diversity; Advantages of diversity in IS.


Robey, D. (2001). "Answers to Doctoral Students’ Frequently Asked Questions (FAQs)." Decision Line.
	

Robey, D. and M.-C. Boudreau (1999). "Accounting for the Contradictory Organizational Consequences of Information Technology: Theoretical Directions and Methodological Implications." Information Systems Research 10(2): 167.
	Although much contemporary thought considers advanced information technologies as either determinants or enablers of radical organizational change, empirical studies have revealed inconsistent findings to support the deterministic logic implicit in such arguments. This paper reviews the contradictory empirical findings both across studies and within studies, and proposes the use of theories employing a logic of opposition to study the organizational consequences of information technology. In contrast to a logic of determination, a logic of opposition explains organizational change by identifying forces both promoting change and impeding change. Four specific theories are considered: organizational politics, organizational culture, institutional theory, and organizational learning. Each theory is briefly described to illustrate its usefulness to the problem of explaining information technology's role in organizational change. Four methodological implications of using these theories are also discussed: empirical identification of opposing forces, statement of opposing hypotheses, process research, and employing multiple interpretations.(Organizational Transformation; Impacts of Technology; Organization Theory; Research Methodology) [ABSTRACT FROM AUTHOR]


Robey, D. and M. Boudreau (2000). "Information Technology and organizational learning: a review and assessment of research." Accounting Management and Information Technologies 10(2): 125-155.
	

Robey, D. and C. R. Franz (1989). "Group process and conflict in systems development." Management Science 35(10): 1172,20.
	

Robey, D. and L. Jin (2004). Studying Virtual Work in Teams, Organizations and Communities. The Handbook for Information Systems Research. M. E. Whitman and A. B. Woszczynsli. Hershey, PA, Idea Group Publishing.
	

Robey, D., H. M. Khoo, et al. (2000). "Situated learning in cross-functional virtual teams." IEEE Transactions on Professional Communication 43(1): 51.
	The ways in which members of cross-functional teams learn work practices that allow them to meet the challenges that their virtual status poses are examined. The study conceives of virtual teams as communities of practice (Wenger 1998; Brown and Duguid 1991; Brown 1998) and focuses on learning that is situated in work practice rather than on knowledge acquired outside the context of actual work. According to the this theoretical perspective, participants in a community of practice learn work practices that satisfy their local needs, and they often ignore or neglect formally prescribed practices that are seen as less relevant to performance (Orr 1996). Understanding how such learning occurs and how it affects team performance is important, especially in the context of virtual cross-functional teams.


Robey, D. and M. L. Markus (1984). "Rituals In Information System Design." MIS Quarterly 8(1): 5.
	Developing computer-based information systems is usually conceived as a rational process, intended to achieve identifiable and agreed upon goals. From this perspective, certain elements in the system development process are believed to enhance its effectiveness. For example, handoffs between one project phase and another, feasibility studies conducted prior to development work, and the use of project teams and steering committees are recommended in most texts as activities instrumental to effective system design. Recently, the political view of organizations has assumed greater stature in organization theory. This perspective interprets organizational events not only from the rational standpoint, but also in terms of negotiation and conflicting goals. From the political perspective, elements of the system design process can be interpreted as rituals which enable actors to remain overtly rational while negotiating to achieve private interests. This paper seeks to understand those rituals and to reveal their function in the systems design process. [ABSTRACT FROM AUTHOR]


Robey, D. and J. W. Ross, and Boudreau, M.C. (2002). "Learning to Implement Enterprise Systems: An Exploratory Study of the Dialectics of Change." Journal of Management Information Systems 19(1): 17,30.
	

Rochart, J. F. (1979). "Chief Executives Define Their Own Data Needs." Harvard Business Review 57(2): 81.
	Chief executives are often overwhelmed with a massive information flow, much of which is irrelevant to the performance of his job. At present, there are 4 methods of determining managerial information needs: 1. by-product technique, 2. null approach, 3. key indicator system, and 4. total study process. A new approach to assessing information needs has been developed by a research team at the Massachusetts Institute of Technology. The critical success factors (CSF) approach has proved highly effective in helping executives determine their significant information needs, and it has proved efficient in terms of time, process, and outcome. In CSF, the executive's goals are recorded and the critical success factors are discussed. Clarification and determination of goals and CSFs result in a final agreement on the CSF measures and reporting sequence of significant information.


Rochet, J.-C. and J. Tirole (2003). "Platform Competition in Two-Sided Markets." Journal of the European Economic Association 1(4): 990.
	Many if not most markets with network externalities are two-sided. To succeed, platforms in industries such as software, portals and media, payment systems and the Internet, must "get both sides of the market on board." Accordingly, platforms devote much attention to their business model, that is, to how they court each side while making money overall. This paper builds a model of platform competition with two-sided markets. It unveils the determinants of price allocation and end-user surplus for different governance structures (profit-maximizing platforms and not-for-profit joint undertakings), and compares the outcomes with those under an integrated monopolist and a Ramsey planner. [ABSTRACT FROM AUTHOR]


Rockart, J. F., and Flannery, Lauren S. (1983). "The Management of End User Computing." Communications of the ACM 26(10): 776 - 784.
	

Rockart, J. F., M. J. Earl, et al. (1996). "Eight Imperatives for the New IT Organization." Sloan Management Review 38(1): 43.
	The growing importance of information, coupled with the increased distribution of the technology to knowledgeable users, has both information technology (IT) professionals and business managers re-examining the role the IT unit. There are 8 imperatives in which IT organizations must excel in order to succeed: 1. Achieve 2-way strategic alignment. 2. Develop effective relationships with line management. 3. Deliver and implement new systems. 4. Build and manage infrastructure. 5. Reskill the IT organization. 6. Manage vendor partnerships. 7. Build high performance. 8. Redesign and managed the federal IT organization.


Rockart, J. F. and M. E. Treacy (1982). "The CEO Goes On-Line." Harvard Business Review 60(1): 82.
	The increasing use of computer terminals by corporate chief executive officers (CEOs) can be attributed to a number of facts: 1. User-oriented terminals are available at an acceptable price. 2. The CEO is aware of their availability and capability. 3. Competition creates the desire of the CEO for more timely information and analysis in larger amounts. This leads to the emergence of an executive information support (EIS) system in which the CEO is a direct participant via computer. All EIS systems share: 1. a central purpose, 2. a common core of data, 3. a status access and a personalized analysis method of use, and 4. a support organization. The EIS offers the analytically oriented CEO assistance in the search for understanding the corporation. An EIS system can be structured to accommodate the information needs of the individual manager. The EIS system should be modular and start small, then grow and develop with the addition of other individuals to the system.


Rogers, E. M. (1976). "New Product Adoption and Diffusion." Journal of Consumer Research (pre-1986) 2(4): 290.
	This paper summarizes what we have learned from research on the diffusion of innovations that contributes to understanding new product adoption, discusses how the background of diffusion research affected its contributions and shortcomings, and indicates future research priorities. Diffusion research has played an important role in helping put social structure back in the communication process. Network analysis and field experiments are promising tools in diffusion studies. The diffusion model has aided our understandings of the consumption of new products.


Rogers, E. M. (1995). Diffusion of Innovations (4th Edition). New York, Free Press.
	

Rogers, E. M. (1995). Elements of diffusion. New York, Free Press.
	

Rollier, B. (2001). "Information System Research: Reversing the orientation." Communications of the Association for Information Systems 6.
	

Rosenberg, N. (1982). Inside the black box: Technology and economics. Cambridge, Cambridge University Press.
	

Rosenthal, R. (1963). "On the Social Psychology of the Psychological experiment: The Experimenter's Hypothesis as Unintended Determinant of Experimental Results." American Scientist.
	

Rosenthal, R. and R. Rosnow (1991). Essentials of Behavioral  Research: Methods and Data Analysis. New York, McGraw-Hill.
	

Ross, J. W. and C. M. Beath (2002). "Beyond the business case: New approaches to IT investment." MIT Sloan Management Review 43(2): 51.
	To learn how IT-investment practices are changing, business and IT executives at 30 US and European companies were interviewed about their e-business initiatives and the IT investments that supported those initiatives. It was found that many executives were abandoning the security of the business case. However, they were unclear as to whether they were establishing a precedent that would shape future behavior or merely taking a temporary detour. The perspective is that lasting pressures have permanently changed how companies approach the problem of justifying IT investments.


Ross, J. W., C. M. Beath, et al. (1996). "Develop Long-Term Competitiveness Through IT Assets." Sloan Management Review 38(1): 31.
	To generate sustainable competitive advantage through information technology (IT), firms must build and leverage 3 assets: 1. a strong IT staff, 2. a reusable technology base, and 3. a partnership between IT and business management. IT and business executives should constantly assess the status of the IT assets in their firms. Next they should identify an action plan based on their position in relation to the competition. A firm's asset base needs to be carefully balanced; building and leveraging IT assets is an organization-wide responsibility.


Ross, J. W. and D. F. Feeny (2000). The Evolving Role of the CIO. Framing the Domains of IT Management: Projecting the Future Through the Past.
	

Ross, J. W. and P. Weill (2002). "Six decisions your IT people shouldn't make." Harvard Business Review 80(11): 84.
	Senior managers often feel frustration - even exasperation - toward information technology and their IT departments. The managers complain that they do not see much business value from the high-priced systems they install, but they do not understand the technology well enough to manage it in detail. So they often leave IT people to make, by default, choices that affect the company's business strategy. The frequent result? Too many projects, a demoralized IT unit, and disappointing returns on IT investments. What distinguishes companies that generate substantial value from their IT investments from those that do not is the leadership of the senior managers in making six key IT decisions. The first 3 relate to strategy: 1. How much should be spent on IT? 2. Which business processes should receive IT dollars? 3. Which IT capabilities need to be companywide? The second 3 relate to execution: 1. How good do the IT services need to be? 2. Which security and privacy risks should be accepted? 3. Whom is to blame if the IT initiative fails?


Rothwell, P. and C. Martyn (2000). "Reproducibility of Peer Review in Clinical Neuroscience." Brain.
	

Rubin, K. S. and A. Goldberg (1992). "Object Behavior Analysis." Communications of the ACM 35(9): 48.
	Analysis is the study and modeling of a given problem domain, within the context of stated goals and objectives. It focuses on what a system is supposed to do, rather than how it is supposed to do it (which we consider the design aspects). In addition, it must embody the rule of traceability, which justifies the existence of a given result by tying it back to the stated goals and objectives. The components of the problem domain can be described as anything that end users of the system, both humans and machines, view as part of the problem context. This may include technical issues, if the users view such issues as part of the problem. To understand the system behavior an analysis approach called as "Object Behavior Analysis" (OBA). OBA consists of five steps which includes, setting the context for analysis; Understanding the problem by focusing on behaviors; Defining objects that exhibit behaviors; Classifying objects and identifying their relationships; Modeling system dynamics.


Rulke, D. L., S. Zaheer, et al. (2000). "Sources of managers' knowledge of organizational capabilities." Organizational Behavior and Human Decision Processes 82(1): 134.
	The question is addressed of how managers' assessments of their organization's capabilities are affected by their exposure to relational and nonrelational sources of information. The hypotheses is about the relationship between managers' exposure to different "learning channels" for both their individual depth of understanding of specific areas of practice and for their assessments of their organization's capabilities, which together contribute to organizational self-knowledge. The hypotheses was tested through a survey of 128 store managers in the retail food industry. The results showed that exposure to internal sources of information, both relational and nonrelational, as well as to external relational sources of information, is positively related to self-knowledge. Interestingly, the monitoring of external nonrelational source of information was found to have no bearing on managers' assessments of their organization's capabilities.


Ryu, Y. U. (1998). Dynamic construction of product taxonomy hierarchies for assisted shopping in the electronic marketplace. Proceedings of the Thirty-First Hawaii International Conference on System Sciences.
	

Saar-Tsechansky, M. and F. Provost (2004). "Active sampling for class probability estimation and ranking." Machine Learning 54(2): 153-178.
	

Saaty, T. L. (1998). "Reflections and projections on creativity in operations research and management science: A pressing need for a shift in paradigm." Operations Research 46(1): 9.
	This paper is an outgrowth of a talk given at a plenary session of the national meeting of ORSA/TIMS (now INFORMS) in May of 1996. It is argued that influence, a sensed, perceived or inferred stimulus, is the single most central concept for analyzing causal relations in OR/MS problems. Problem solving is contextual and focuses on the distribution of influence in allocation, queuing, inventory, and similar problems by manipulating measurable quantities. Because most influences are abstract and intangible, emphasis on creating structures to represent and measure the flow of influence of intangibles and their propagation is critical for the development of a general scientific theory for OR/MS, more critical than in any other field because the problem domain is very general and interdisciplinary. The need for a systemic integration of the diverse approaches used in OR/MS within a single framework for all areas is advocated, including dependencies and feedback among influences to maintain the full integrity of the problems that are solved.


Sabherwal, R. (1999). "The relationship between Information Systems Planning Sophestication and Information Systems Success: An emperical assessment." Decision Sciences 30(1): 137-167.
	

Sabherwal, R. and I. Becerra-Fernandez (2003). "An empirical study of the effect of knowledge management processes at individual, group, and organizational levels." Decision Sciences 34(2): 225-260.
	

Sabherwal, R. and Y. E. Chan (2001). "Alignment between Business and IT strategies: A study of Prospectors, Analyzers and Defenders." Information Systems Research 12(1): 11-33.
	

Sabherwal, R., R. Hirschheim, et al. (2001). "The dynamics of alignment: Insights from a punctuated equilibrium model." Organization Science 12(2): 179.
	This study examines the dynamics of changes in alignment through strategy/structure interactions in the business and information systems (IS) domains. More specifically, it addresses the ways alignment evolves over time. Changes in the strategic IS management profile over time are examined using a punctuated equilibrium model, involving long periods of relative stability, or evolutionary change, interrupted by short periods of quick and extensive, or revolutionary, change. Case studies of changes in business and IS strategies and structure over long time periods in three organizations suggest that the punctuated equilibrium model provides a valuable perspective for viewing these dynamics. The cases suggest that a pattern of alignment may continue over a long period.


Sabherwal, R. and D. Robey (1993). "An empirical taxonomy of implementation processes based on sequences of events in information system development." Organization Science 4(4): 548.
	A widely accepted and usable taxonomy is a fundamental element in the development of a scientific body of knowledge. However, the creation of good empirical taxonomies of implementation processes is complicated by the need to consider the dynamics of the implementation process. This difficulty is addressed by using an optimal matching procedure to measure the pairwise distances among event sequences occurring in 53 computer-based information system (IS) implementation projects. Cluster analysis based on these inter-sequence distances is used to generate the empirical taxonomy of implementation processes. The resulting taxonomy includes 6 distinct archetypical processes. A demonstration is given of how an empirical taxonomy that incorporates the dynamics of event sequences may be developed. The archetypes comprising the taxonomy are related to other implementation process models available in the literature.


Sabherwal, R. and D. Robey (1995). "Reconciling Variance and Process Strategies for Studying Information System Development." Information Systems Research 6(4): 303.
	Presents a study which discussed the use of variance and process strategies in the study of information system (IS) development. Differences between variance and process strategies; Viability of combining the strategies in IS development; Benefits of combining variance and process strategies; Methodology; Results; Limitations of the study.


Sachs, P. (1995). "Transforming Work: Collaboration, Learning, and Design." Communications of the ACM 38(9): 36.
	A major challenge that most corporations face the world over, is regarding the process of restructuring the work environment to meet and beat the competition. There is a changing demand for workplace skills with the globalization of the economy are paralled in the business literature about what it takes to create productive business. This article examines the underlying assumptions and outline their implications for design. The author of this article has analyzed a work process in the company using a variety of methods from ethnographic research to computer modeling and the design team developed and implemented a redesign of the work process in the company. The author has developed a participatory work system design in the research literatures of anthropology, cognitive science, developmental work research, and business process analysis. The underlying design assumption in organizational thinking is that technology design should eliminate human error. The work activity of constructing interpretations of work differs sharply from the task activity of moving stepwise through a straightforward procedure.


Sairamesh, J., I. Stanoi, et al. (2001). Wireless trading in B2B markets: concepts, architecture, and experiences. Proceedings of the first international workshop on Mobile commerce.
	

Salam, A. F. and L. Iyer (2003). "Trust, Technology Usage and Exchange Relationship in E-Commerce: A Comprehensive Framework." Communications of the ACM 48(2): 72 - 77.
	

Saleem, N. (1996). "An empirical test of the contingency approach to user participation in information systems development." Journal of Management Information Systems 13(1): 145.
	User participation in information systems development is considered the key to system success in organizations. The empirical evidence, however, does not support this. A review of the literature suggests that one critical weakness in empirical investigations is inadequacy of operational measures of participation to gauge user influence on system design. Furthermore, there is also a growing consensus that the contradictory evidence may be due to a contingent, rather than a direct, relationship between participation and system success. This conception asserts that the outcome of user participation may depend on various contextual variables. One variable in particular - users' system-related functional expertise - is believed to moderate the outcome of participation. The contingent effect of user expertise is derived and the results of a controlled laboratory experiment and a field survey conducted to test it are reported. The results suggest that user expertise is a useful criterion for selecting participants to serve on design teams and for determining the appropriate extent of a participant user's influence on system design.


Salmon, M. (1992). Philosophy of the Social Sciences. Introduction to the Philosophy of Science.
	

Samarajiva, R. and P. Shields (1990). "Integration, Telecommunication, and Development: Power in the Paradigms." Journal of Communication 40(3): 84.
	The role that telecommunications have played in the integration of developing countries into the political and economic order of developed countries is examined.


Sambamurthy, V. (2000). Business Strategy in Hypercompetitive Environments:  Rethinking the Logic of Differentiation. Framing the Domains of IT Management: Projecting the Future Through the Past.
	

Sambamurthy, V. (2000). Business strategy in hypercompetitive environments: rethinking the logic of IT differentiation. Framing the domain. R. W. Zmud.
	

Sambamurthy, V., A. Bharadwaj, et al. (2003). "Shaping Agility Through Digital Options: Reconceptualizing The Role of Information Technology In Contemporary Firms." MIS Quarterly 27(2): 237.
	Agility is vital to the innovation and competitive performance of firms in contemporary business environments. Firms are increasingly relying on information technologies, including process, knowledge, and communication technologies, to enhance their agility. The purpose of this paper is to broaden understanding about the strategic role of IT by examining the nomological network of influences through which IT impacts firm performance. By drawing upon recent thinking in the strategy, entrepreneurship, and IT management literatures, this paper uses a multitheoretic lens to argue that information technology investments and capabilities influence firm performance through three significant organizational capabilities (agility, digital options, and entrepreneurial alertness) and strategic processes (capability-building, entrepreneurial action, and coevolutionary adaptation). We also propose that these dynamic capabilities and strategic processes impact the ability of firms to launch many and varied competitive actions and that, in turn, these competitive actions are a significant antecedent of firm performance. Through our theorizing, we draw attention to a significant and reframed role of IT as a digital options generator in contemporary firms. [ABSTRACT FROM AUTHOR]


Sambamurthy, V. and M. S. Poole (1992). "The Effects of Variations in Capabilities of GDSS Designs on Management of Cognitive Conflict in Groups." Information Systems Research 3(3): 224.
	Presents information on a study which investigated the effects of delivery of communication and consensus support capabilities on the conflict management process of group decision support systems (GDSS) supported groups. Background on the conceptual model; Methodology; Results and discussion; Conclusion.


Sambamurthy, V. and R. W. Zmud (1999). "Arrangements for information technology governance: A theory of multiple contingencies." MIS Quarterly 23(2): 261.
	IT governance arrangements refers to the patterns of authority for key IT activities in business firms, including IT infrastructure, IT use and project management. The theory of multiple contingencies is applied to examine how contingency forces influence the mode of IT governance. The theory argues that contingency forces interact with each other by either amplifying, dampening or overriding their mutual influences on the IT governance mode. Three scenarios of multiple, interacting contingencies are identified: reinforcing, conflicting and dominating. Each of these scenarios of multiple contingencies is hypothesized to influence a particular mode of IT governance. Utilizing rich data from case studies of 8 firms, empirical evidence is presented to support these hypotheses.


Sambamurthy, V. and R. W. Zmud (2000). "Research Commentary: The Organizing Logic for an Enterprise's IT Activities in the Digital Era--A Prognosis of Practice and a Call for Research." Information Systems Research 11(2): 105.
	Prior research has generated considerable knowledge about the design of effective IT organizational architectures. Today, however, increasing signs have accumulated that this wisdom might be inadequate in shaping appropriate insights for contemporary practice. This essay seeks to direct research attention toward the following question: How should firms organize their IT activities in order to manage the imperatives of the business and technological environments in the digital economy? We articulate the platform logic as a conceptual framework for both viewing the organizing of IT management activities as well as for framing important questions for future research. In articulating this logic, we aim to shift thinking away from the traditional focus on governance structures (i.e., choice of centralized, decentralized, or federal forms) and sourcing structures (i.e., insourcing, outsourcing) and toward more complex structures that are reflective of contemporary practice. These structures are designed around important IT capabilities and network architectures. [ABSTRACT FROM AUTHOR]


Sanchez, R. and J. T. Mahoney (1996). "Modularity, flexibility, and knowledge management in product and organization design." Strategic Management Journal 17: 63.
	A paper investigates interrelationships of product design, organization design, processes for learning and managing knowledge, and competitive strategy. The principles of nearly decomposable systems are used to investigate the ability of standardized interfaces between components in a product design to embed coordination of product development processes. Embedded coordination creates "hierarchical coordination" without the need to continually exercise authority - enabling effective coordination of processes without the tight coupling of organizational structures. Concepts of modularity in product and organization designs are developed based on standardized component and organization interfaces. Modular product architectures create information structures that provide the "glue" that holds together the loosely coupled parts of a modular organization design. By facilitating loose coupling, modularity can also reduce the cost and difficulty of adaptive coordination, thereby increasing the strategic flexibility of firms to respond to environmental change.


Sanders, G. L. and J. F. Courtney (1985). "A field study of organizational factors influencing DSS success." MIS Quarterly 9(1): 77,17.
	

Santhanam, R. and E. Hartono (2003). "Issues in Linking Information Technology Capability to Firm Performance." MIS Quarterly 27(1): 125,29.
	

Santhanam, R. and M. K. Sein (1994). "Improving End-user Proficiency: Effects of Conceptual Training and Nature of Interaction." Information Systems Research 5(4): 378.
	Focuses on a study which examined the effects of the types of training method and nature of interaction in forming accurate mental models of an electronic mail system. Assimilation theory on the relationship between training methods and the formation of user's mental models; Description of the experimental method employed to test the hypothesis from the theoretical model; Results of the study.


Sarbaugh-Thompson, M. and M. S. Feldman (1998). "Electronic mail and organizational communication: Does saying "hi" really matter?" Organization Science 9(6): 685.
	When people use electronic mail, they can communicate even when they are not physically or temporally proximate. Thus, it is not surprising that most studies report that the use of electronic mail increases organizational communication. In the study presented here, overall organizational communication declined as the use of electronic mail increased. As the nature of this decline was probed, it was discovered that much of the lost communication was greetings. This raises questions about the role that greetings, and other forms of casual conversation, play in an organization. To organize the insights about the topic, a 2-by-2 communication matrix based on presence versus absence and availability versus unavailability was formulated. Prior research focuses on the ways being present and available and being absent but available through electronic mail affect the performance of specific communication tasks. Using that typology, attention is directed to the role of casual conversation in presence availability and to the parts that presence unavailability and absence unavailability can play in organizational communication.


Sarin, S. a. M., C. (2003). "The Effect of Team Leader Characteristics On Learning, Knowledge Application, And Performance of Cross-Functional New Product Development Teams." Decision Sciences 34(4): 707-739.
	

Sarker, S. (2000). "Toward a Methodology For Managing Information Systems Implementation: A Social Constructivist Perspective." Informing Science 3(4): 195-205.
	

Sarker, S. and F. Lau (2001). "Using an adapted grounded theory approach for inductive theory building about virtual team development." DATA BASE.
	

Sarker, S. and A. S. Lee (2002). "Using a Positivist Case Research methodology to Test Three Competing Theories in use of Business Process Redesign." Journal of the Association for Information Systems 2.
	

Sarker, S. and S. Sahay (2002). Information Systems Development by US-Norwegian Virtual Teams: Time, Space, and Virtual Collaboration. Proceedings of the Hawaii International Conference on System Sciences.
	

Sarker, S. and S. Sahay (2002). "Understanding Virtual Team Development: An Interpretive Study." Journal of the Association for Information System 3: 247-285.
	

Sarker, S. and J. S. Valacich (2002). Theorizing About Group Technology Acceptance: A Valence Perspective. JAIS-sponsored Theory Development Workshop, Barcelona.
	

Satzinger, J. W. and L. Olfman (1998). "User Interface Consistency Across End-User Applications: The Effects On Mental Models." Journal of Management Information Systems 14(4): 167,27.
	

Saunders, C. S. (1981). "Management of Information Systems: Communication and Department power: An integrative model." Academy of Management Review 6(3): 431-443.
	

Saunders, C. S. and J. W. Jones (1992). "Measuring performance of the information systems function." Journal of Management Information Systems 8(4): 63,20.
	

Sauter, V. L. Web Design Studio: A Preliminary Experiment in Facilitating Faculty Use of the Web. Web-based education: learning from experience. A. K. Aggarwal. Hershey, PA, Idea Publishing Group: 131-154.
	

Sauter, V. L. (1992). A Cross-Cultural Comparison of Modeling and Model Management Needs in a Decision Support System. Global Issues of Information Technology Management. S. Palvia, P. Palvia and R. M. Zigli. Harrisburg, PA, Idea Group Publishing: 332-355.
	

Sauter, V. L. (1999). "Intuitive Decision Making and its DSS Requirements." Communications of the ACM 42(6): 109 - 115.
	

Sauter, V. L. and D. Free (2002). "Competitive Intelligence Systems: Qualitative DSS for Strategic Decision Makin." Database for Advances in Information Systems.
	

Sauter, V. L. and L. A. Madeo (2004). "An Exploratory Analysis Of The Need For User-Acquainted Diagnostic Support Systems." International Journal of Information Technology and Decision Making 3(3): 474-491.
	

Sayer, A. (2000). Realism and Social Science. London, Sage.
	

Schenk, K. D. and N. P. a. D. Vitalari, K.S. (1998). "Differences Between Novice and Expert Systems Analysts: What Do We Know and What Do We Do?" Journal of Management Information Systems 15(1): 9,42.
	

Schmidt, R. and K. Lyytinen, Keil, M., and Cule, P. (2001). "Identifying Software Project Risks: An International Delphi Study." Journal of Management Information Systems 17(4): 5,32.
	

Schneider, B. (1985). Some Propositions About Getting Research Published. Publishing in the Organizational Sciences, 2nd edition. L. L. Cummings and P. J. Frost.
	

Schoderbek, P. P., C. G. Schoderbek, et al. (1990). Cybernetics. Management Systems Conceptual Considerations.
	

Schoderbek, P. P., C. G. Schoderbek, et al. (1990). Management Systems Conceptual Considerations. Homewood, IL, BPI Irwin.
	

Schultze, U. (2000). "A Confessional Account of an Ethnography about Knowledge Work." MIS Quarterly 24(1): 3,39.
	

Schultze, U. and D. E. Leidner (2002). "Studying Knowledge Management In Information Systems Research: Discourses And Theoretical Assumptions." MIS Quarterly 26(3): 213.
	In information systems, most research on knowledge management assumes that knowledge has positive implications for organizations. However, knowledge is a double-edged sword: while too little might result in expensive mistakes, too much might result in unwanted accountability. The purpose of this paper is to highlight the lack of attention paid to the unintended consequences of managing organizational knowledge and thereby to broaden the scope of IS-based knowledge management research. To this end, this paper analyzes the IS literature on knowledge management. Using a framework developed by Deetz (1996), research articles published between 1990 and 2000 in six IS journals are classified into one of four scientific discourses. These discourses are the normative, the interpretive, the critical, and the dialogic. For each of these discourses, we identify the research focus, the metaphors of knowledge, the theoretical foundations, and the implications apparent in the articles representing it. The metaphors of knowledge that emerge from this analysis are knowledge as object, asset, mind, commodity, and discipline. Furthermore, we present a paper that is exemplary of each discourse. Our objective with this analysis is to raise IS researchers' awareness of the potential and the implications of the different discourses in the study of knowledge and knowledge management. [ABSTRACT FROM AUTHOR]


Schulz, M. (2001). "The Uncertain Relevance of Newness: Organizational Learning And Knowledge Flows." Academy of Management Journal 44(4): 661-682.
	

Schulz, M. A. L. A. J. (2001). "Codification And Tacitness As Knowledge Management Strategies: An Empirical Exploration." Journal of High Technology Management Research 12(1): 139-165.
	

Schwab, D. P. (1980). Construct validity in organizational behavior. Research in organizational behavior. B. M. Staw and L. L. Cummings. 2: 3-43.
	

Schwenk, C. R. (1988). "The Cognitive Perspective on Strategic Decision Making." Journal of Management Studies 25(1): 41,15.
	

Scott, W. R. (1990). Technology and structure: an organizational-level perspective. Technology And Organization. P. S. Goodman and L. S. a. A. Sproull. San Francisco, Oxford, Jossey-Bass Publishers: 109-143.
	

Seddon, P. B. (1997). "A Respecification and Extension of the DeLone and McLean Model of IS Success." Information Systems Research 8(3): 240.
	DeLone and McLean's (1992) comprehensive review of different information system success measures concludes with a model of "temporal and causal" interdependencies between their six categories of IS Success. After working with this model for some years, it has become apparent that the inclusion of both variance and process interpretations in their model leads to so many potentially confusing meanings that the value of the model is diminished. Because of the confusion that this overloading of meanings can cause, this paper presents and justifies a respecified and slightly extended version of DeLone and McLean's model. [ABSTRACT FROM AUTHOR]


Seddon, P. B. and S. S. (1999). "Dimensions of information system success." Communications of AIS 2.
	

Segars, A. H. (1997). "Assessing the unidimensionality of measurement: A paradigm and illustration within the context of information systems research." Omega 25(1): 107.
	The development of psychometric evaluation of scales which measure unobservable (latent) phenomena continues to be an issue of high interest among researchers within the information systems community. Accurate measurement of structurally complex constructs provides a potentially powerful means for empirically exploring relationships between information technology and individual, organizational, and industrial phenomena. A paradigm for developing unidimensional scales is presented and illustrated. Built on similar frameworks within the disciplines of psychology, education and marketing research, this paradigm is offered as a means of formally defining unidimensionality, distinguishing the concept from traditional reliability-based metrics, and describing a structured technique for empirically testing its existence.


Segars, A. H. and V. Grover (1998). "Strategic information systems planning success: An investigation of the construct and its measurement." MIS Quarterly 22(2): 139.
	Strategic information systems planning (SISP) requires significant outlays of increasingly scarce human and financial resources. However, there exists very little understanding of how the success of this planning activity is measured. Using classical frameworks for measurement development as well as contemporary statistical techniques for assessing dimensionality, this study theoretically develops and empirically tests a measurement model for SISP success. The results suggest that SISP success can be operationalized as a second-order factor model. The first order constructs of the model are termed alignment, analysis, cooperation, and improvement in capabilities. These factors are governed by a second-order construct of SISP success. The results of the study are framed as a tool for benchmarking planning efforts as well as a foundation for operationalizing a key dependent variable in SISP research.


Sein, M. K. (1987). "Training End Users To Compute: Cognitive, Motivational And Social Issues." INFOR 25(3): 236.
	Although the contribution of effective training of users towards the success of end-user computing (EUC) has been acknowledged by both practitioners and researchers in MIS, very little research has been conducted in the area. Consequently, adequate guidelines do not exist for developing effective training procedures. Research findings in such disciplines as educational psychology and cognitive science are relevant to training issues and can be adapted to the design of EUC training. This paper utilizes an integrated training/learning framework developed by Bostrom et al. (1987) to prescribe guidelines for EUC training. The framework proposes two training outcomes: that users form accurate initial mental models of the system and that they have motivation to use the system. In addition, organizational social support is considered essential to foster continued learning. Each dimension is discussed in detail and prescriptions are proposed which are illustrated through examples and supported by research findings wherever possible. Key research issues in EUC are indicated. [ABSTRACT FROM AUTHOR]


Sein, M. K. and R. Santhanam (1999). "Research Report. Learning from Goal-Directed Error Recovery Strategy." Information Systems Research 10(3): 276.
	Research on training has traditionally viewed errors made by trainees as detrimental to learning. A great deal of effort has been devoted to finding effective ways of preventing errors from occurring during training. Recently, some researchers have adopted a different perspective: that errors may provide a learning opportunity for trainees. What has been investigated less is the specific mechanism through which errors can foster learning. The objective of our research was to investigate and possibly reconcile these differing viewpoints by examining the error recovery process. We found that, in some situations, errors enhance learning when the trainee adopts an error recovery process that emphasizes the goal structure of the task. We suggest several ways of coaching trainees in training sessions to adopt such error recovery strategies.(End-User Learning; Training; Errors; Error Management; Human-Computer Interaction; GOMS) [ABSTRACT FROM AUTHOR]


Selic, B. (1999). "TURNING CLOCKWISE: USING UML in the REAL-TIME DOMAIN." Communications of the ACM 42(10): 46.
	The article presents information on the use of Unified Modeling Language (UML) in real-time domain. All real-time systems ultimately involve interaction with the physical world. The ultimate and inevitable source of complexity in real-time software, is the physical world itself. The Unified Modeling Language [1, 2, 9] is one of the most recent examples of a modeling tool. It was designed for use with object-oriented and object-based systems and applications. In 1997, the Object Management Group, an international consortium of software vendors and users, adopted UML as a standard. Since then, interest in the UML has grown rapidly and it is becoming a lingua franca within the software community. Designing real-time software is immensely challenging not only because of timeliness constraints but also because of the need to contend with the daunting complexity of the physical world. In these circumstances, modeling is an important tool and, as has been shown in this article, UML is particularly well suited to this purpose. This is because UML incorporates most of the basic modeling abstractions that are used in the real-time domain, such as state machines and collaborations, and also because the flexibility of its stereotype mechanism allows these general abstractions to be specialized to the desired degree of accuracy. INSET: OMG'S Real-Time Analysis and Design Initiative.


Selwyn, L. L. (1966). "The Information Utility." Industrial Management Review 7(2).
	

Senge, P. M. (1990). "The Leader's New Work: Building Learning Organizations." Sloan Management Review 32(1): 7.
	Leading corporations are focusing on generative learning, which is about creating, as well as adaptive learning, which is about coping. The total quality movement in Japan illustrates the evolution from adaptive to generative learning. With an emphasis on continuous experimentation and feedback, this movement has been the first wave in building learning organizations. Leadership in learning organizations starts with the principle of creative tension. This principle teaches that an accurate picture of current reality is as important as a compelling picture of a desired future. In learning organizations, the critical roles of leadership are as designer, teacher, and steward. In these new leadership roles, 3 critical skills are: 1. building shared vision, 2. surfacing and challenging mental models, and 3. engaging in systems thinking. These skills must be distributed throughout the organization.


Sethi, V. and W. R. King (1991). "Construct measurement in Information systems research." Decision Sciences 22(3): 455-473.
	

Sethi, V. and W. R. King (1994). "Development of measures to assess the extent to which an information technology application provides competitive advantage." Management Science 40(12): 1601,27.
	

Sewell, G. (1998). "The Discipline of Teams: The Control of Team-based Industrial Work through Electronic and Peer Surveillance." Administrative Science Quarterly 43(2): 397-129.
	

Shadish, W. R. and T. D. Cook (2002). Experimental and Quasi-experimental designs for generalized causal inference, Houghton Mifflin Company.
	

Shannon, C. E. (1948). "A Mathematical Theory of Communication." Bell System Technical Journal.
	

Sharda, R. and D. M. Steiger (1996). "Inductive Model Analysis Systems: Enhancing Model Analysis in Decision Support Systems." Information Systems Research 7(3): 328.
	Explores inductive model analysis as a means of enhancing the decision maker's capabilities to develop insights into the business environment represented by the model. Processes for the mathematical modeling of the decision support system; Categories of model analysis systems; Justification and foundations for inductive analysis systems.


Sharma, R. and P. Yetton (2003). "The Contingent Effects of Management Support And Task Interdependence On Successful Information Systems Implementation1." MIS Quarterly 27(4): 533.
	Management support is considered to be a critical factor in the successful implementation of information systems innovations. The literature suggests a complex relationship between management support and implementation success. However, the empirical literature typically hypothesizes and tests a simple main-effects model. Drawing upon the role of the institutional context and metastructuration actions, we propose a contingent model in which task interdependence moderates the effect of management support on implementation success. A meta-analysis of the empirical literature provides strong support for the model and begins to explain the wide variance in empirical findings. Implications for theory and practice are discussed. [PUBLICATION ABSTRACT]


Sheng, O. R. L. and Chih-Ping Wei (2000). "Automated learning of patient image retrieval knowledge: neural networks versus inductive." Decision Support Systems 30 Issue 2: 105.
	Discusses the potency of automated learning techniques to predict prior patient image to be retrieved during a reading radiologist's primary image reading. Role of image retrieval support in digital radiology practice; Advantages of an automated learning of patient image retrieval system.


Shim, J. P. (2002). "Past, present and future of decision support technology." Decision Support Systems 33(2): 111-126.
	

Shneiderman, B. (2000). "Universal Usability." Communications of the ACM 43(5): 84 - 91.
	

Shy, O., and J. Thisse (2001). "A Strategic Approach to Software Protection." Journal of Economics & Management Strategy 8(2): 163-190.
	

Siau, Wand, et al. (1997). "The Relative Importance of Structural Constraints and Surface Semantics in Information Modeling." Information Systems Research 22(2/3): 155-170.
	

Sillince, J. A. A. and S. Mouakket (1997). "Varieties of Political Process During Systems Development." Information Systems Research 8(4): 368.
	This study uses a longitudinal research design with multiple data collection methods on a systems development project. Five theoretical perspectives about power have been used to evaluate the case: zero sum, processual, organizational, structurally constrained, and social shaping/social construction. Our working assumption is that power is multidimensional and therefore that any attempt to understand systems development must simultaneously use several complementary perspectives. Studies of information systems development have in the past often been based on a view of power as zero sum (with winners and losers from systems development) and of power as based on information. We will attempt to show that expansion from this narrow definition of power has much to offer information systems research. The paper will attempt to identify what unique and essential insights about the relationship between power and systems development are surfaced by each perspective. [ABSTRACT FROM AUTHOR]


Silver, M. S. (1990). "Decision Support Systems: Directed and Nondirected Change." Information Systems Research 1(1): 47.
	Examines how differences in the attitude of decision support systems (DSS) designers toward organizational change should manifest in the features of the DSS they implement. Concept of change agency; Design strategies for DSS; Discussion on whether DSS designs serve as agents for directed or nondirected change.


Simon, H. (1965). The Science of Design.
	

Simon, H. (1973). "Applying Information Technology to Organizational Design." Public Administration Review: 268-278.
	

Simon, H. (1977). The New Science of Management Decisions. Englewood Cliffs, NJ, Prentice Hall.
	

Simon, H. (1996). The Sciences of the Artificial, 3rd Ed., MIT Press.
	

Simon, H. A. (1960). The new science of management decision. Harper Brothers.
	

Simon, H. A. (1979). Models of Thought. New Haven, CT, Yale University Press.
	

Simon, H. A., and Newell, Allen. (1958). "Heuristic Problem Solving: The Next Advance in Operations Research." Operations Research 6(5): 1-10.
	

Simon, S. J., V. Grover, et al. (1996). "The Relationship of Information system Training Methods and Cognitive Ability to End-user Satisfaction, Comprehension, and Skill Transfer: A longitudinal Field Study." Information Systems Research 7(4): 466.
	Focuses on a study that compared traditional and nontraditional training techniques with regard to computer related training. Background on computer training; Theoretical framework; Hypotheses; Research design; Limitations of the study; Implications.


Singh, S. J. and H. J. Watson (2002). "EIS support for the strategic management process." Decision Support Systems 33(1): 71-85.
	

Sircar, S., S. P. Nerur, et al. (2001). "Revolution or evolution? A comparison of object-oriented and structured systems development methods." MIS Quarterly 25(4): 457.
	This paper examines the changes engendered when moving from a structured to an object-oriented systems development approach and reconciles the differing views concerning whether this represents an evolutionary or revolutionary change. Author co-citation analysis is used to elucidate the ideational and conceptual relationships between the two approaches. The difference in conceptual distance at the analysis and design level compared to that at the programming level is explained using Henderson's framework for organizational change. The conceptual shift during analysis and design is considered architectural, whereas for programming it is deemed merely incremental. The managerial implications for these findings are discussed and suggestions for improving the likelihood of success in the adoption of object-oriented systems development methods are provided.


Slaughter, S. A. (1998). "Evalutating the cost of software quality." Communications of the ACM 41(8): 67 - 73.
	

Slaughter, S. A., D. E. Harter, et al. (1998). "Evaluating the Cost of Software Quality." Communications of the ACM 41(8): 67.
	In this article, authors focus on investments in software quality improvements considering the explosive growth of the software industry in recent years. According to authors, to remain competitive, software firms must deliver high quality products on time, but it is equally important to consider their budget. Experiences in manufacturing relating to the cost and return of quality improvements suggest that there are diminishing returns to quality expenditures. Therefore the key management problem is how to make profitable decisions on quality expenditures. This article focuses on evaluating the cost of quality and return on quality from the perspective of software development. The cost of quality are divided into two major types: conformance and nonconformance. The cost of conformance is the amount spent to achieve quality products. It is further divided into costs of prevention and appraisal. The cost of nonconformance includes all expenses that are incurred when things go wrong. Effective strategies of reducing the costs of software quality are discussed in the article.


Smith, B. "Ontology and Information Systems." from http://ontology.buffalo.edu/ontology%28PIC%29.pdf.
	

Smith, J. (2002). "Ethics and Information Systems: Resolving the Quandaries." Database for Advances in Information Systems 33(3): 8-26.
	

Smyth, P. and D. Pregibon (2002). "Data Driven Evolution of Data Mining Algorithms." Communications of the ACM 45(8): 33 - 37.
	

Soo, C., D. T., et al. (2002). "Knowledge Management: Philosophy, Processes, And Pitfalls." California Management Review 44(4): 129-151.
	

Sørensen, C. (1993). "What influences regular CASE use in organizations? an empirically based model." Scandinavian Journal of Information Systems 5: 25-50.
	

Sowa (1995). "Top-Level ontological categories." International Journal of Human-Computer Studies 43: 669-685.
	

Sowa and Zachman (1992). "Extending and Formalizing the Framework for Information Systems." IBM Systems Journal 31(3): 590-616.
	

Sowa, J. F. and J. A. Zachman (1992). "Extending and Formalizing the Framework for Information Systems Architecture." IBM Systems Journal 31(3): 590.
	The information systems architecture (ISA) framework, which has been widely accepted by systems analysts and database designers, provides a taxonomy for relating the concepts that describe the real world to the concepts that describe an information system and its implementation. The ISA framework compares the perspectives in describing an information system to the perspectives produced by an architect in designing and constructing a building. These perspectives correspond to the 5 rows of the ISA framework: 1. the scope, 2. the enterprise or business model, 3. the system model, 4. the technology model, and 5. the components. Since the original ISA framework version was published in 1987, it has been extended by considering who works with the system, when events occur, and why these activities are taking place. The rules of the framework are presented, and an overview of conceptual graphs is provided.


Speier, C. and M. G. Morris (2003). "The influence of query interface design on decision-making performance1." MIS Quarterly 27(3): 397.
	Data warehousing and data mining technologies have given managers a number of valuable tools that can help them store, retrieve, and analyze information contained in large databases; however, maximizing user performance with these tools remains a challenge for information systems professionals. One important and under-explored aspect of the effectiveness of these tools is the design of the query interface. In this study, the use of visual and text-based interfaces are compared on both low and high complexity tasks. Results demonstrated that decision maker performance was more accurate using the text-based interface when task complexity was low; however, decision makers using the visual interface performed better when task complexity was high. Decision makers' subjective mental work-load was significantly lower when using the visual interface, regardless of task complexity. In contrast to expectations, less time was needed to make a decision on low complexity tasks when using the visual interface, but those results were reversed under conditions of high task complexity.


Spender, C. J. and R. M. Grant (1996). "Knowledge And The Firm: Overview." Strategic Management Journal (1986-1998) 17(Winter Special Issue): 5.
	The explosion of interest in knowledge and its management reflects the trend towards 'knowledge work' and the Information Age, and recognition of knowledge as the principal source of economic rent. The papers in this Special Issue represent an attempt by strategy scholars (and some outside our traditional field) to come to terms with the implications of knowledge for the theory of the firm and its management. They are the product of a convergence of several streams of research which have addressed management implications of knowledge, including the management of technology, the economics of innovation and information, resource-based theory, and organizational learning. At the theoretical level, knowledge-centered approaches of Penrose, Arrow, Hayek and others have been enriched by contributions from evolutionary economists (notably Nelson and Winter) and epistemologists (notably M. Polanyi). At the empirical level, research into innovation and its diffusion originated by Mansfield, Griliches and others has been extended through studies which investigate tacit as well as explicit knowledge, and explore knowledge transfer within as well as across firms.


Spender, J. C. (1996). "Making knowledge the basis of a dynamic theory of the firm." Strategic Management Journal 17: 45.
	Knowledge is too problematic a concept to make the task of building a dynamic knowledge-based theory of the firm easy. The theory must be distinguished from the resource-based and evolutionary views. A paper presents a multitype epistemology which admits both the pre- and subconscious modes of human knowing and, reframing the concept of the cognizing individual, the collective knowledge of social groups. M. Callon and B. Latour suggest knowledge itself is dynamic and contained within actor networks, moving from the idea of knowledge as a resource toward the idea of knowledge as a process. To simplify this approach, the sociotechnical systems theory is revisited, 3 heuristics from the social constructionist literature are adopted, and a distinction is made between the systemic and component attributes of the actor network. The result is a very different mode of theorizing, less an objective statement about the nature of firms than a tool to help managers discover their place in the firm as a dynamic knowledge-based activity system.


Sprague, R. H. (1980). "A Framework for the Development of Decision Support Systems." MIS Quarterly 4(4): 1,26.
	

Sprague, R. H. (1987). "DSS in context." Decision Support Systems 3(3): 197-202.
	

Sproull, L. and S. Kiesler (1986). "Reducing Social Context Cues: Electronic mail in organizational communication." Management Science 32(11): 1492,21.
	

Stal, M. (2002). "Web Services: Beyond Component-based Computing." Communications of the ACM 45(10): 71 - 76.
	

Stallings, W. (1984). "Local Networks." Computing Surveys.
	

Staples, D. S., J. S. Hulland, et al. (1999). "A self-efficacy theory explanation for the management of remote workers in virtual organizations." Organization Science 10(6): 758.
	The current study is a first step in investigating how virtual organizations can manage remote employees effectively. The research used self-efficacy theory to build a model that predicts relationships between antecedents to employees' remote work self-efficacy assessments and their behavioral and attitudinal consequences. The model was tested using responses from 376 remote managed employees in 18 diverse organizations. Overall, the results indicated that remote employees' self-efficacy assessments play a critical role in influencing their remote work effectiveness, perceived productivity, job satisfaction, and ability to cope. Furthermore, strong relationships were observed between employees' remote work self-efficacy judgments and several antecedents, including remote work experience and best practices modeling by management, computer anxiety, and IT capabilities.


Star, S. L. and G. C. Bowker (1995). "Work and Infrastructure." Communications of the ACM 38(9): 41.
	Infrastructure is a collective term for the subordinate parts of an undertaking; substructure, foundation, and work. Infrastructure represents work and effortlessly supports it, making possible collective accomplishment. However, representing work is difficult, messy, complex, and often politically touchy. The article provides information that shows the relation between work and infrastructure. The 100-year-old International Classification of Diseases is an information infrastructure, established to collect morbidity and mortality data. It reflects the national and professional judgments of doctors and public health officials. Another incident oil-prospecting infrastructure of Schlumberger Ltd. detected subterranean oil. Its first two patents worked because the methods both adapted to the oil company's work practices, and because Schlumberger engineers gained local field knowledge and contacts. Information infrastructure thus provides the tools with which we can generate and manipulate knowledge.


Starbuck, W. (2003). "Turning Lemons into Lemonade: Where is the Value in Peer Review?" Journal of Management Inquiry 12(4): 344,8.
	

Steiger, D. M. (1998). "Enhancing User Understanding In A Decision Support System: A Theoretical Basis And Framework." Journal of Management Information Systems 15(2): 199,22.
	

Stein, E. W. and V. Zwass (1995). "Actualizing Organizational Memory with Information Systems." Information Systems Research 6(2): 85.
	Focuses on a study which analyzed existing conceptualizations and task-specific instances of information technology (IT)-supported organizational memory. Context of an organizational memory; Characteristics of IT support for organizational memory and examples of task-specific design; Details on a framework for organizational memory information systems (OMIS); Organizational contingencies of OMIS; Future research on the interaction between the organization and OMIS.


Steinfield, C. W. and A. P. Chan (2000). "Computer Mediated Markets: An Introduction and Preliminary Test of Market Structure Impacts." Journal of Computer-Mediated Communication 5(3).
	

Stenmark, D. (2000-2001). "Leveraging Tacit Organization Knowledge." Journal of Management Information Systems 17(3): 9,16.
	

Sternberg, D. (1981). How to success and complete a doctoral dissertation.
	

Sternberg, R. J. (2000). Titles and abstracts: They only sound important. Guide to Publishing in Psychology Journals. R. J. Sternberg. New York, Cambridge University Press: 3740.
	

Sternberg, R. J. (2000). Writing for Your Referees. Guide to Publishing in the Psychology Journals.
	

Stevens, W. P., G. J. Myers, et al. (1999). "Structured design." IBM Systems Journal 38(2/3): 231.
	Considerations and techniques are proposed that reduce the complexity of programs by dividing them into functional modules. This can make it possible to create complex systems from simple, independent, reusable modules. Debugging and modifying programs, reconfiguring I/O devices, and managing large programming projects can all be greatly simplified. And, as the module library grows, increasingly sophisticated programs can be implemented using less and less new code.


Stewart, K. A. and A. H. Segars (2002). "An Empirical Examination of the Concern for Information Privacy Instrument." Information Systems Research 13(1): 36.
	The arrival of the 'information age' holds great promise in terms of providing organizations with access to a wealth of information stores. However, the free exchange of electronic information also brings the threat of providing easy, and many times unwanted, access to personal information. Given the potential backlash of consumers, it is imperative that both researchers and practitioners understand the nature of consumers' concern for information privacy and accurately model the construct within evolving research and business contexts. Drawing upon a sample of 355 consumers and working within the framework of confirmatory factor analysis, this study examines the factor structure of the concern for information privacy (CFIP) instrument posited by Smith et al. (1996). Consistent with prior findings, the results suggest that each dimension of this instrument is reliable and distinct. However, the results also suggest that CFIP may be more parsimoniously represented as a higher-order factor structure rather than a correlated set of first-order factors. The implication of these results is that each dimension of CFIP as well as the supra dimension derived from the associations among dimensions are important in capturing CFIP and associating the construct to other important antecedents and consequences. [ABSTRACT FROM AUTHOR]


Stigler, G. J. (1961). "The economics of information." Journal of Political Economy 69: 213-225.
	

Stone, E. F. (1978). Research methods in organizational behavior. Glenview, IL, Scott, Foresman.
	

Storey, V. C. and D. Dey (2002). "A Methodology for Learning Across Application Domains for Database Design Systems." IEEE Transactions on Knowledge & Data Engineering 14 Issue 1: 13.
	Focuses on the development of learning process on the database design systems. Introduction of common sense knowledge on the designs; Application of domain node on the domain learning; Information of higher-level node on the across domain learning.


Strassmann, P. A. (1998). "The Value of Knowledge Capital." American Programmer.
	

Straub, Ang, et al. (1994). "Normative Standards for IS Research." ACM Database 25(1): 21-34.
	

Straub, D. (1989). "Validating Instruments In MIS Research." MIS Quarterly 13(2): 147.
	Instrument validation has been addressed inadequately in management information systems (MIS) research. Instrument validation can be of considerable help to MIS researchers in substantiating their results. Specific guidelines for improvements include pretesting and pilot testing, formal validation procedures, and close imitation of previously validated instruments. Instrument pretests can be useful in qualitatively establishing the reliability, construct validity, and content validity of measures. Formal validation provides statistical evidence that the instrument itself is not seriously interfering with the collection of accurate data. Pilot tests can allow testing of reliability and construct validity, can identify and help correct scaling problems, and can serve as trials for the final administration of an instrument.


Straub, D. and E. Karahanna (1998). "Knowledge worker communications and recipient availability: Toward a task closure explanation of media choice." Organization Science 9(2): 160.
	Recent innovations in organizational forms have created a need to ensure that communication between dispersed knowledge workers can be supported. The movement toward a less cohesive workplace suggests a need to deploy computer-based media, but it is not clear which media should be deployed and under what circumstances. Addressing such significant issues must begin with insights into why knowledge workers choose particular media for particular tasks in the first place. Prior research theorizing about media choice has not sufficiently considered the role of the availability of the intended recipient or the interaction between recipient availability and task social presence variables which could have a significant impact on media choice. To examine the effects of these 2 factors, an exploratory study and a controlled factor study were conducted. Both studies indicated that social presence theory proves to be a good predictor of media choice, as does the recipient availability construct. Also, the interaction between recipient availability and task social presence might be a good predictor.


Straub, D. and M. Limayem (1995). "Measuring system usage: Implications for IS theory testing." Management Science 41(8): 1328,15.
	

Straub, D. and R. E. S. Ang (1994). "Normative Standards for IS Research." Data Base for Advances in Information Systems.
	

Straub, D. W. and S. Ang (1994). "Normative standards for MIS research." DataBase.
	

Straub, D. W., D. L. Hoffman, et al. (2002). "Measuring e-Commerce in Net-Enabled Organizations: An Introduction to the Special Issue." Information Systems Research 13(2): 115.
	Clear and precise metrics are essential for evaluating phenomena such as e-commerce ('Net'-enablement) and the organizational use of networks and the Internet for commercial activities. Researchers require them for theory building and testing; practitioners require them for improving organizational processes. But for IS professionals to engage in serious creation of metrics, it is critical to recognize: (1) that the phenomenon of net-enablement is an enduring change, probably led in the future by 'brick-cum-click' firms, (2) that some new and old measures need to be differentially applied, and (3) that the papers in this special issue are not the end of metrics creation, but just the beginning. [ABSTRACT FROM AUTHOR]


Straub, D. W., D. L. Hoffman, et al. (2002). "Toward New Metrics for Net-Enhanced Organizations." Information Systems Research 13(3): 227.
	Metrics are 'sine qua non' for solid research, and scientific metrics have now been advanced with new approaches in the arena of Net-enablement (NE), otherwise known as e-commerce. Questions that likely require additional attention include: (1) Where/what is the real value in substituting information for physical processes? (2) Which NE systems effectively support end-to-end fulfillment? and (3) When should a Net-enabled organization share information? With respect to extant studies in Net-enhancement, the field has been advanced in three methodological dimensions. Multiple methods have been used to validate measures. Approaches to metrics using archival/secondary data have also been initiated. Finally, strong external validity has been established through large scale data gathering. [ABSTRACT FROM AUTHOR]


Straus, S. G. and J. E. McGrath (1994). "Does the medium matter? The interaction of task type and technology on group performance and member reactions." Journal of Applied Psychology 79(1): 87.
	An investigation is presented of the hypothesis that as group tasks pose greater requirements for member interdependence, communication media that transmit more social context cues will foster group performance and satisfaction. Seventy-two 3-person groups of undergraduate students worked in either computer-mediated or face-to-face meetings on 3 tasks with increasing levels of interdependence: 1. an idea-generation task, 2. an intellective task, and 3. a judgment task. Results showed few differences between computer-mediated and face-to-face groups in the quality of the work completed but large differences in productivity favoring face-to-face groups. Analysis of productivity and of members' reactions supported the predicted interaction of tasks and media, with greater discrepancies between media conditions for tasks requiring higher levels of coordination. Results are discussed in terms of the implications of using computer-mediated communication systems for group work.


Strauss, A. L. and J. M. Corbin (1998). Basics of Qualitative Research: Techniques and procedures for developing grounded theory. London, Sage Publications.
	

Subramani, M. and E. Walden (2001). "The Impact of E-Commerce Announcements on the Market Value of Firms." Information Systems Research 12(2): 135.
	Firms are undertaking growing numbers of e-commerce initiatives and increasingly making significant investments required to participate in the growing online market. However, empirical support for the benefits to firms from e-commerce is weaker than glowing accounts in the popular press, based on anecdotal evidence, would lead us to believe. In this paper, we explore the following questions: What are the returns to shareholders in firms engaging in e-commerce? How do the returns to conventional, brick and mortar firms from e-commerce initiatives compare with returns to the new breed of net firms? How do returns from business-to-business e-commerce compare with returns from business-to-consumer e-commerce? How do the returns to e-commerce initiatives involving digital goods compare to initiatives involving tangible goods? We examine these issues using event study methodology and assess the cumulative abnormal returns to shareholders (CARs) for 251 e-commerce initiatives announced by firms between October and December 1998. The results suggest that e-commerce initiatives do indeed lead to significant positive CARs for firms' shareholders. While the CARs for conventional firms are not significantly different from those for net firms, the CARs for business-to-consumer (B2C) announcements are higher than those for business-to-business (B2B) announcements. Also, the CARs with respect to e-commerce initiatives involving tangible goods are higher than for those involving digital goods. Our data were collected in the last quarter of 1998 during a unique bull market period and the magnitudes of CARs (between 4.9 and 23.4% for different subsamples) in response to e-commerce announcements are larger than those reported for a variety of other firm actions in prior event studies. This paper presents the first empirical test of the dot coin effect validating popular anticipations of significant future benefits to firms entering into e-commerce arrangements. [ABSTRACT FROM AUTHOR]


Suchman, L. (1995). "Making Work Visible." Communications of the ACM 38(9): 56.
	The way in which people work is not always apparent. Too often, assumptions are made as to how tasks are performed rather than unearthing the underlying work practices followed to perform the task. By making the work visible, designers create a more intimate view of the workplace environment. One central interest in representing work for purposes of system designs to create technologies aimed at the coordination and control of complex, distributed activities. Recent workplace studies document the interweaving of coordination and control in computer-based information systems in various sites. To a large extent, representing work is the stuff of which organizations are made. In particular, a central concern for practitioners and analysts alike is the relation between normative accounts of how work gets done and specific working practices. Workplace ethnographies have identified new orientations for design: for example, the creation and use of shared artifacts and the structuring of communicative practices.


Suchman, L. (1995). "Representations of work." Communications of the ACM 38(9): 33.
	The article lays emphasis on the new approaches to representing work for purposes of system design. Standard system development methods prescribe representational techniques that aimed at rendering working practices into forms narrowly relevant to design concerns. Morten Kyng is best known as a founding figure in cooperative design approaches to system development. In making representation work, Kyng views representation as tools developed to depict both current and future work practices, as well as associated system design possibilities. The article also consists works of several authors who have contributed their studies in regard to representation of work. The article covers an essay on work and system design. The article also features sidebars from researchers pursuing diverse approaches to representing work, suite of tools under development aimed at creating rich, shareable representations of workplaces as socially, technologically, and spatially organized environments.


Suchman, L. (1996). "Supporting Articulation Work." Computerization and Controversy.
	

Sumita, U. and O. R. L. Sheng (1988). "Analysis of Query Processing in Distributed Database Systems with Fully Replicated Files." International Journal of Performance Evaluation 8: 223-238.
	

Susarla, A., A. Barua, et al. (2003). "Understanding the service component of application service provision: An empirical analysis of satisfaction with ASP services." MIS Quarterly 27(1): 91.
	In spite of the promise and potential of improving the way organizations develop, operate, and maintain information technology (IT) applications, application service providers (ASP) have fared poorly in terms of attracting a large client base. Evidence points to limited satisfaction among users of ASP, which calls for an assessment of determinants of satisfaction with ASP. The consumer satisfaction paradigm widely employed in marketing literature is drawn upon to analyze post-usage satisfaction with ASP services. A conceptual model of satisfaction with ASP and empirically is developed and the predictions are tested using data from 256 firms using ASP services. Expectations about ASP service have a significant influence on the performance evaluation of ASPs, and experience-based norms have only limited significance in explaining satisfaction with ASP. Support for the influence of performance and disconfirmation on the satisfaction with ASP is found. Implications for both ASPs and organizations adopting ASP services are discussed.


Susman, G. I. and R. D. Evered (1978). "An assesment of the scientific merits of action research." Administrative Science Quarterly 23(4): 582-604.
	

Sussman, S. W. and L. Sproull (1999). "Straight Talk: Delivering Bad News through Electronic Communication." Information Systems Research 10(2): 150.
	Delivering bad news can be an unpleasant task, therefore people often either postpone it or mitigate its effect through positive distortion. However, delivering (and receiving) timely and accurate negative information can be critical for performance improvement and organizational learning. This paper investigates the possibility that computer-mediated communication can increase honesty and accuracy in delivering negative information that has personal consequences for the recipient. In a laboratory experiment, 117 participants delivered positive or negative personally-consequential information to a "student" (confederate) using one of three types of media: computer-mediated communication, telephone, or face-to-face conversation. Participants distorted negative information less, i.e., were more accurate and honest, when they used computer-mediated communication than face-to-face or telephone communication. There was no difference in distortion of positive information across media conditions. Participants also reported higher levels of satisfaction and comfort in the computer-mediated communication situation. The perceived quality of the relationship mediated the impact of medium on satisfaction, but not on distortion.(Computer-Mediated Communication; Information Distortion; Dyadic; Laboratory Experiment) [ABSTRACT FROM AUTHOR]


Susssman, S. W. and W. S. Siegal (2003). "Informational Influence in Organizations: An Integrated Approach to Knowledge Adoption." Information Systems Research 14(1): 47.
	This research investigates how knowledge workers are influenced to adopt the advice that they receive in mediated contexts. The research integrates the Technology Acceptance Model (Davis 1989) with dual-process models of information influence (e.g., Petty and Cacioppo 1986, Chaiken and Eagly 1976) to build a theoretical model of information adoption. This model highlights the assessment of information usefulness as a mediator of the information adoption process. Importantly, the model draws on the dual-process models to make predictions about the antecedents of information usefulness under different processing conditions. The model is investigated qualitatively first, using interviews of a sample of 40 consultants, and then quantitatively on another sample of 63 consultants from the same international consulting organization. Data reflect participants' perceptions of actual e-mails they received from colleagues consisting of advice or recommendations. Results support the model, suggesting that the process models used to understand information adoption can be generalized to the field of knowledge management, and that usefulness serves a mediating role between influence processes and information adoption. Organizational knowledge work is becoming increasingly global. This research offers a model for understanding knowledge transfer using computer-mediated communication. [ABSTRACT FROM AUTHOR]


Sutcliffe, K. M. (2001). Organizational Environments and Organizational Information Processing. The New Handbook of Organizational Communication: Advances in Theory, Research, and Methods.
	

Sutton and Arnold (2002). Foundations and Frameworks for AIS Research. Researching Accounting as an Information Systems Discipline. Arnold and Sutton, AAA: 3-10.
	

Sutton, R. I. and B. M. Staw (1995). "What Theory is Not." Administrative Science Quarterly 40(3): 371-385.
	

Swanson, E. B. (1987). Information Systems in Organization Theory: A Review. Critical Issues in Information Systems Research.
	

Swanson, E. B. (1994). "Information Systems Innovation Among Organizations." Management Science 40(9): 1069,24.
	

Swanson, E. B. and E. Dans (2000). "System life expectancy and the maintenance effort: Exploring their equilibration." MIS Quarterly 24(2): 277.
	Aging information systems are expensive to maintain and most are eventually retired and replaced. But what determines (in the choices made by managers) whether and when a system reaches end-of life? What shapes managers' judgements about a system's remaining life expectancy and do these judgments influence the maintenance effort itself? System maintenance and prospective replacement are examined here in new terms, positing that managers equilibrate (balance) their allocation of maintenance effort with their expectations of a system's remaining life. Drawing from data on 758 systems among 54 organizations, support is found for an exploratory structural equation model in which the relationship between maintenance effort and remaining life expectancy is newly explained. A portfolio effect, reflecting a system's familial complexity, is also found to be directly and positively related to the maintenance effort. A further finding is that a system's size is directly and positively associated with its remaining life expectancy. Notwithstanding normative research suggesting the contrary, larger systems may tend to be longer-lived than smaller systems.


Swanson, E. B. and N. C. Ramiller (1993). "Information Systems Research Thematics: Submissions to a New Journal, 1987-1992." Information Systems Research 4(4): 299.
	Presents a study which examined the manuscripts submitted to the `Information Systems Research' journal regarding the field of information systems during 1987-1992. Background on the launching of the journal by the Institute of Management Sciences in 1987; Analytic process in characterizing the stream of submissions during the period; Results; Implications on the development of information systems as a field.


Swanson, E. B. and N. C. Ramiller (1997). "The organizing vision in information systems innovation." Organization Science 8(5): 458.
	A paper offers a revised institutional view of how new technology for information systems (IS) comes to be applied and diffused among organizations. It is suggested that institutional processes are engaged from the beginning. Specifically, a diverse interorganizational community creates and employs an organizing vision of an IS innovation that is central to its early, as well as later, diffusion. This vision serves key functions in interpretation, legitimation, and the organization and mobilization of economic roles and exchanges. The development and influence of an organizing vision is determined by a variety of institutional forces. Primary development of the organizing vision takes place during the innovation's earliest diffusion.


Swanson, E. B. and N. C. Ramiller (2004). "Innovating Mindfully with Information Technology." MIS Quarterly 28(4): 553,31.
	

Swap, W. and D. Leonard (2001). "Using Mentoring And Storytelling To Transfer Knowledge In The Workplace." Journal of Management Information Systems 18(1): 95,20.
	

Sycara, D. Z. a. K. (1998). "Bayesian Learning in Negotiation." International Journal of Human-Computer Systems 48: 125-141.
	

Symons, V. J. (1991). "Impacts of Information Systems: Four Perspectives." Information and Software Technology 33(3): 181.
	A review of information systems (IS) literature reveals that much of the work on ISs has been based on the perspectives of: 1. determinism, or viewing the effects of ISs on individuals, organizations, and society as a function of the technology alone, 2. mechanism, or viewing organizations and ISs as machines, and 3. systems, which are founded on the analogy of organization with organism. However, these perspectives are insufficient for understanding the effects of ISs and, consequently, for determining their value to a business. Work in the area of ISs requires an interactionist perspective, taking the effects of information technology (IT) to be a product of neither the technical nor the organizational aspects alone, but of their interaction. The interactionist approach has important implications for managing and appraising IT.


Szajna, B. (1996). "Empirical Evaluation of the Revised Technology Acceptance Model." Management Science 42(1): 85,8.
	

Szajna, B. and R. W. Scamell (1993). "The effects of information system user expectations on their." MIS Quarterly 17(4): 493.
	The consequences of information system (IS) failure become more acute as organizations continue to invest in information technology and application development. Being able to better predict IS failure before implementation of a system could facilitate changes in the IS that can lead to implementation success. The realism of user expectation has been suggested as one possible means of assessing the eventual success or failure of an IS. Cognitive dissonance theory was used to hypothesize the behavior and attitudes of end users having certain expectations of a system. The association between unrealistic expectations with both users' perceptions and their performance with the IS was investigated. A longitudinal experiment was performed in which the expectations of the subjects were manipulated to be unrealistically high, unrealistically moderate, or unrealistically low. The results suggest an association between realism of users' expectations and their perceptions but not their actual performance. Future research should be directed toward the development of an instrument to measure user expectations, as well as toward understanding the causes of unrealistic user expectations.


Szulanski, G. (1996). "Exploring Internal Stickiness: Impediments To The Transfer of Best Practice Within The Firm." Strategic Management Journal (1986-1998) 17(Winter Special Issue): 27.
	The ability to transfer best practices internally is critical to a firm's ability to build competitive advantage through the appropriation of rents from scarce internal knowledge. Just as a firm's distinctive competencies might be difficult for other firms to imitate, its best practices could be difficult to imitate internally. Yet, little systematic attention has been paid to such internal stickiness. The author analyzes internal stickiness of knowledge transfer and tests the resulting model using canonical correlation analysis of a data set consisting of 271 observations of 122 best-practice transfers in eight companies. Contrary to conventional wisdom that blames primarily motivational factors, the study findings show the major barriers to internal knowledge transfer to be knowledge-related factors such as the recipient's lack of absorptive capacity, causal ambiguity, and an arduous relationship between the source and the recipient.


Tabachnik, B. G. and L. S. Fidell (2000). Using Multivariate Statistics, Allyn & Bacon Sales Rank.
	

Tan, J. K. H. and I. Benbasat (1990). "Processing of Graphical Information: A Decomposition Taxonomy to Match Data Extraction Tasks and Graphical Representations." Information Systems Research 1(4): 394.
	Presents a study that classified data extraction tasks for two-dimensional graphics on the basis of status of the information associated with the various graphical presentation components and question levels. Two taxonomies presented in the study; Types of encoding mechanisms governing the graph comprehension process; Examples of two-dimensional graphical representational forms used in time-series data.


Tanenbaum, A. S. (1981). "Network Protocols." Computing Surveys.
	

Tayeb, M. (1991). "Inside Story: The Sufferings and Joys of Doctoral Research." Organization Studies 12(2): 301.
	

Taylor, R. N., N. Medvidovic, et al. (1996). "A component- and message-based architectural style for GUI software." IEEE Transactions on Software Engineering 22(6): 390.
	While a large fraction of application code is devoted to graphical user interface (GUI) functions, support for reuse in this domain has largely been confined to the creation of GUI toolkits. A novel architectural style directed at supporting larger grain reuse and flexible system composition is presented. Moreover, the style supports design of distributed, concurrent applications. Asynchronous notification message and asynchronous request messages are the sole basis for intercomponent communication. A key aspect of the style is that components are not built with any dependencies on what typically would be considered lower-level components, such as user interface toolkits. Indeed, all components are oblivious to the existence of any components to which notification messages are sent. While the focus has been on applications involving graphical user interfaces, the style has the potential for broader applicability. Several trial applications using the style are described.


Taylor, R. S. (1982). "Value-Added Processes in the Information Life Cycle." Journal of the American Society for Information Science 33: 341-346.
	

Taylor, R. S. (1986). The Value-Added Model. The Value-Added Processes in Information Systems.
	

Taylor, S. and P. A. Todd (1995). "Understanding Information Technology Usage: A Test of Competing Models." Information Systems Research 6(2): 144.
	Deals with a study which compared the Technology Acceptance Model and two variations of the Theory of Planned Behavior to assess which model best helps to understand the usage of information technology (IT). Discussion on each theoretical models of IT usage; Information on the computing resource center; Limitations and use of the study for further research.


Taylor, W. A. (2004). "Computer-mediated knowledge sharing and individual user differences: an exploratory study." European Journal of Information Systems 13(1): 52.
	Prior research has shown that individual differences in users' cognitive style and gender can have a significant effect on their usage and perceived usefulness of management information systems. We argue that these differences may also extend to computer-mediated knowledge management systems (KMS), although previous research has not tested this empirically. Where employees are expected to use KMS for acquiring and sharing knowledge, we posit that some will gain more benefit than others, due to their innate personal characteristics, specifically gender and cognitive style. Based on a sample of 212 software developers in one large IS organization, we re-open these dormant debates about the effects of cognitive style and gender on technology usage. The paper contains four main findings. First, we present support for the proposition that cognitive style has an impact on KMS usage, although not for all components of the system. Second, that gender significantly affects KMS usage, with males being more likely to use such systems than females. Third, we find a small interaction effect between cognitive style and gender, but only for the use of data mining. Finally, the data suggest that there is a strong association between KMS usage levels and perceived usefulness. We conclude that if organizations do not recognize the inherent diversity of the workforce, and accommodate gender and cognitive style differences into their knowledge management strategies, they may be likely to propagate an intrinsic disadvantage, to the detriment of females and intuitive thinkers. [PUBLICATION ABSTRACT]


Te'eni, D. (2001). "Review: A Cognitive-Affective Model of Organizational Communication for Designing IT." MIS Quarterly 25(2): 251.
	This model provides a balance between relationship and action, between cognition and affect, and between message and medium. Such a balance has been lacking in previous work, and the authors we believe it reflects a more realistic picture of communication behavior in organizations. A set of propositions generated from the model sets an agenda for studying the communication process as well as its inputs and outputs. Furthermore, this knowledge of the mechanisms that guide behavior is used to demonstrate the potential for developing design principles for future communication support systems. [ABSTRACT FROM AUTHOR]


Teece, D. J. (1992). "Competition, Cooperation, and Innovation: Organizational Arrangements for Regimes of Rapid Technological Progress." Journal of Economic Behavior & Organization 18(1): 1.
	Discussions of the link between firm size and innovation are outmoded because the boundaries of the firm have become fuzzy in recent decades. Strategic alliances - constellations of bilateral agreements among firms - are increasingly necessary to support innovative activities. Such alliances can facilitate complex coordination beyond what the price system can accomplish, while avoiding the dysfunctional properties sometimes associated with hierarchy. Antitrust law and competition policy need to recognize that these new organizational forms are often the functional antithesis of cartels, though they may have certain structural similarities. A more complete understanding of bilateral contracts and agreements ought to reveal when and how cooperation can support rather than impede innovation and competition.


Teece, D. J., G. Pisano, et al. (1997). "Dynamic Capabilities And Strategic Management." Strategic Management Journal (1986-1998) 18(7): 509.
	The dynamic capabilities framework analyzes the sources and methods of wealth creation and capture by private enterprise firms operating in environments of rapid technological change. The competitive advantage of firms is seen as resting on distinctive processes (ways of coordinating and combining), shaped by the firm's (specific) asset positions (such as the firm's portfolio of difficult-to-trade knowledge assets and complementary assets), and the evolution path(s) it has adopted or inherited. The importance of path dependencies is amplified where conditions of increasing returns exist. Whether and how a firm's competitive advantage is eroded depends on the stability of market demand, and the ease of replicability (expanding internally) and imitatability (replication by competitors). If correct, the framework suggests that private wealth creation in regimes of rapid technological change depends in large measure on honing internal technological, organizational, and managerial processes inside the firm. In short, identifying new opportunities and organizing effectively and efficiently to embrace there are generally more fundamental to private wealth creation than is strategizing, if by strategizing one means engaging in business conduct that keeps competitors off balance, raises rival's costs, and excludes new entrants.


Templeton, G. F., B. R. Lewis, et al. (2002). "Development of a message for the organizational learning construct." Journal of Management Information Systems 19(2): 175.
	The concept of organizational learning (OL) is receiving an increasing amount of attention in the research and practice of management information systems (MIS) due to its potential for affecting organizational outcomes, including control and intelligence, competitive advantage, and the exploitation of knowledge and technology. As such, further development of the salient issues related to OL is warranted, especially measurement of the construct. Based on a domain definition grounded in the literature, this research represents the initial work in developing an empirically reliable and valid measure of organizational learning. The rigorous method utilized in the derivation of this measure, which integrates two methodological frameworks for instrument development, is the main strength of this work. The result is an eight-factor, 28-item instrument for assessing OL, derived from a sample of 119 knowledge-based firms. The empirically derived factors are awareness, communication, performance assessment, intellectual cultivation, environmental adaptability, social learning, intellectual capital management, and organizational grafting. MIS function managers can use these factors to gauge organizational or subunit success in the creation and diffusion of new applications of information technology.


Teo, T. S. H. and W. R. King (1997). "Integration between business planning and information systems planning: An evolutionary-Contingency Perspective." Journal of Management Information Systems 14(1): 185,30.
	

Teorey, M. a. (1988). "Cost Benefit analysis for incorporating human factors in the software lifecycle." Communications of the ACM 31(4): 428 - 439.
	

Tesser, A. (2000). Theories and hypotheses. Guide to Publishing in Psychology Journals. R. Sternberg. Cambridge, UK, Cambridge University Press: 58-80.
	

Thaler, R. (1999). "Mental Accounting Matters." Journal of Economics & Management Strategy 12(3): 183-206.
	

Thaler, R. H. (1986). "The Psychology and Economics Conference Handbook: Comments on Simon, on Einhorn and Hogarth, and on Tversky and Kahneman." Journal of Business 59(4): 279-284.
	

Thatcher, J. B. a. P., P. L (2002). "An Empirical Examination of Individual Traits As Antecedents To Computer Anxiety And Computer Self-Efficacy." MIS Quarterly 26(4): 381,16.
	

Thatcher, M. E. and J. R. Oliver (2001). "The impact of technology investments on a firm's production efficiency, product quality and productivity." Journal of Management Information Systems 18(2): 17,29.
	

Theoharakis, N. A. M. a. V. (2001). "Global Perception of IS Journals." Communications of the ACM 44(9): 29 - 33.
	

Thomas-Hunt, M. C. and e. a. T. Y. Ogden (2003). "Who's really sharing? Effects of social and expert status on knowledge exchange within groups." Management Science 49(4): 464,14.
	

Thomas, J. B., S. W. Sussman, et al. (2001). "Understanding "strategic learning": Linking organizational learning, knowledge management, and sensemaking." Organization Science 12(3): 331.
	Strategic learning aims to generate learning in support of future strategic initiatives that will, in turn, foster knowledge asymmetries that can lead to differences in organizational performance. From a case study of a unique organization whose purpose is to facilitate strategic knowledge distillation, it was found that this process is characterized by targeted information gathering that relies on diverse experts for interpretation as well as validation. As a result of the case study, a model of the strategic learning is developed and a series of propositions regarding its context and processes are presented based on this model.


Thomas, R. J. (1994). What Machines Can't Do: Politics and Technology in the Industrial Enterprise. Berkeley, University of California Press.
	

Thompson, J. D. (1967). Organizations in Action: Social Science Bases of Administrative Theory. New York, McGraw-Hill.
	

Thompson, R. L. and C. A. Higgins (1991). "Personal computing: Toward a conceptual model of utilization." MIS Quarterly 15(1): 125.
	Organizations continue to invest heavily in personal computers for their knowledge workers. When use is optional, however, having access to the technology by no means ensures it will be used or used effectively. To help us gain a belier understanding of factors that influence the use of personal computers, researchers have recently adapted the theory of reasoned action proposed by Fishbein and Azjen (1975). This study uses a competing theory of behavior proposed by Triandis (1980). Responses were collected from 212 knowledge workers in nine divisions of a multi-national firm, and the measures and research hypotheses were analyzed using partial least squares (PLS). The results show that social norms and three components of expected consequences (complexity of use, fit between the job and PC capabilities, and long-term consequences) have a strong influence on utilization. These findings confirm the importance of the expected consequences of using PC technology, suggesting that training programs and organizational policies could be instituted to enhance or modify these expectations. [ABSTRACT FROM AUTHOR]


Thong, J. and C. S. Yap (2000). "Business Process Reengineering in the Public Sector: The Case of the Housing Development Board in Singapore." Journal of Management Information Systems 17(1): 245,26.
	

Thong, J. Y. L., Chee-Sing Yap, et al. (1996). "Top Management Support, External Expertise and Information Systems Implementation in Small Businesses." Information Systems Research 7(2): 248.
	Presents a study which described the relative importance of top management support and external information system (IS) expertise on IS effectiveness in small businesses. Details on the research model and propositions; Methodology; Data analysis and results; Limitations of the study; Directions for future research.


Thuring, M. and J. a. H. Hannemann, J.M. (1995). "Hypermedia and Cognition: Designing for Comprehension." Communications of the ACM 38(8): 57 - 66.
	

Tillquist, J., J. L. King, et al. (2002). "A representational scheme for analyzing information technology and organizational dependency." MIS Quarterly 26(2): 91.
	This paper presents a new representation methodology, dependency network diagrams (DND) which enables the essential elements governing organizational relations to be captured, communicated, and evaluated under changing conditions. By depicting important features of organizational relations, information systems can be designed explicitly for control and coordination of organizational activities. The rules and construction algorithm for DNDs are presented and applied to a case study of a Canadian automobile insurance company. Analysis of the case reveals how IT was used to create strategic change within the Canadian vehicle repair market.


Todd, P. (1992). "The Use of Information in Decision Making: An Experimental Investigation of the Impact of Computer-Based Decision Aids." MIS Quarterly 16(3): 373,21.
	

Todd, P. and I. Benbasat (1987). "Process Tracing Methods in Decision Support Systems Research: Exploring the Black Box." MIS Quarterly 11(4): 492.
	An overview is provided of the applicability to DSS research of process tracing methodologies in general, and verbal protocol analysis in particular. Rationale is developed for why process tracing methods are an important addition to the inventory of methodologies available to researchers, stressing the need to explore the "black box" of decision processes. A variety of process tracing methods are presented, along with their relative strengths and weaknesses. Verbal protocol analysis is discussed as a particularly promising method for use in DSS research. The nature of verbal protocols is outlined and methods for analysis are reviewed. The criticisms of this method and the controversy surrounding its use are discussed, and an assessment of the validity of these criticisms is provided. Finally, areas of DSS research in which protocols may prove valuable are identified and relevant studies are examined. [ABSTRACT FROM AUTHOR]


Todd, P. and I. Benbasat (1991). "An Experimental Investigation of the Impact of Computer Based Decision Aids on Decision Making Strategies." Information Systems Research 2(2): 87.
	Proposes the use of a cognitive effort model of decision making to explain decision maker behavior when assisted by a decision support system (DSS). Features which can be incorporated within a DSS that will alter the effort required to implement a particular strategy; Examination of the influence of computer based decision aids on decision making strategies; Result of the investigation.


Todd, P. and I. Benbasat (1999). "Evaluating the Impact of DSS, Cognitive Effort, and Incentives on Strategy Selection." Information Systems Research 10(4): 357.
	Decision support system (DSS) researchers have long debated whether or not the provision of a DSS would lead to greater decision-making effectiveness, efficiency, or both. The work described in this paper examines how DSS designers can guide users towards employing more normative decision strategies. Working from notions of restrictiveness and decisional guidance (Silver 1990) supplemented by the cost-benefit framework of cognition, we explain how DSS capabilities influence decision behavior and performance through the manipulation of effort. The results of this work should assist DSS developers to devise directed or nondirected approaches to effect desired behaviors.(Decision Support Systems; Cognitive Effort; Financial Incentives; Decision Strategy) [ABSTRACT FROM AUTHOR]


Tompkins, P. K. and M. Wanca-Thibault (2001). Organizational Communication: Prelude and Prospects. The New Handbook of Organizational Communication: Advances in Theory, Research, and Methods.
	

Torkzadeh, G. and G. Dhillon (2002). "Measuring Factors that Influence the Success of Internet Commerce." Information Systems Research 13(2): 187.
	Efforts to develop measures of Internet commerce success have been hampered by (1) the rapid development and use of Internet technologies and (2) the lack of conceptual bases necessary to develop success measures. In a recent study, Keeney (1999) proposed two sets of variables labeled as means objectives and fundamental objectives that influence Internet shopping. Means objectives, he argues, help businesses achieve what is important for their customers--fundamental objectives. Based on Keeney's work, this paper describes the development of two instruments that together measure the factors that influence Internet commerce success. One instrument measures the means objectives that influence online purchase (e.g., Internet vendor trust) and the other measures the fundamental objectives that customers perceive to be important for Internet commerce (e.g., Internet product value). In phase one of the instrument development process, we generated 125 items for means and fundamental objectives. Using a sample of 199 responses by individuals with Internet shopping experience, these constructs were examined for reliability and validity. The Phase 1 results suggested a 4-factor, 21-item instrument to measure means objectives and a 4-factor, 17-item instrument to measure fundamental objectives. In Phase 2 of the instrument development process, we gathered a sample of 421 responses to further explore the 2 instruments. With minor modifications, the Phase 2 data support the 2 models. The Phase 2 results suggest a 5-factor, 21-item instrument that measures means objectives in terms of Internet product choice, online payment, Internet vendor trust, shopping travel, and Internet shipping errors. Results also suggest a 4-factor, 16-item instrument that measures fundamental objectives in terms of Internet shopping convenience, Internet ecology, Internet customer relation, and Internet product value. Evidence of reliability and discriminant, construct, and content validity is presented [ABSTRACT FROM AUTHOR]


Tornatzky, L. and M. Fleischer (1990). The process of technological Innovation. Lexington, MA, Lexington Books.
	

Townley, B. (2002). "Managing with modernity." Organization 9(4): 549.
	This article critiques an increasingly abstract management that is being advocated in organizations. It locates the foundations of an abstract management in what Foucault and others have identified as the epistemic foundations of modernity. Using the example of a strategic performance management system it shows how these systems have such epistemic assumptions as their foundations. The article concludes by considering the role of practical reason in guiding management practice.


Trauth, E. M. and L. M. Jessup (2000). "Understanding computer-mediated discussions: Positivist and interpretive analyses of group support system use." MIS Quarterly 24(1): 43.
	

Travica, B. (2002). "Diffusion of Electronic Commerce in Developing Countries: The Case of Costa Rica." Journal of Global Information Technology Management 5(1): 4-24.
	

Treleaven, P. C., and Lima, Isabel Gouveia. (1982). "Japan's Fifth Generation Computer Systems." Computer.
	

Trevino, L. K., J. Webster, et al. (2000). "Making connections: Complementary influences on communication media choices, attitudes, and use." Organization Science 11(2): 163.
	Theorizing about communication media attitudes and behaviors has drawn upon multiple theories. But these theories have often been pitted against each other rather than considered as complementary in more comprehensive studies. This comprehensive survey hypothesized and tested multiple influences in a study of media attitudes and behaviors. Results suggested that a number of factors differentiated among media choices. The results generally supported a comprehensive theoretical approach to understanding media attitudes and behaviors.


Trieschmann, J. S. and A. R. a. N. Dennis, G. and Niemi, A. W. (2000). "Serving Multiple Constituencies in the Business School: MBA-Program vs. Research Performance." Academy of Management Journal 43(6): 1130-1142.
	

Trochim, W. (1999). The research methods knowledge base, Atomic Dog Publishing.
	

Tsoukas, H. (1989). "The Validity of Idiographic Research Explanations." Academy of Management Review 14(4): 551-562.
	

Tsoukas, H. (1996). "The firm as a distributed knowledge system: A constructionist approach." Strategic Management Journal 17: 11.
	The organizational problem firms face is the utilization of knowledge which is not, and cannot be, known by a single agent. Even more importantly, no single agent can fully specify in advance what kind of practical knowledge is going to be relevant, when and where. Firms, therefore, are distributed knowledge systems in a strong sense: They are decentered systems, lacking an overseeing "mind." The knowledge they need to draw upon is inherently indeterminate and continually emerging; it is not self-contained. Individuals' stock of knowledge consists of: 1. role-related normative expectations, 2. dispositions, which have been formed in the course of past socializations, and 3. local knowledge of particular circumstances of time and place. A firm has greater-or-lesser control over normative expectations, but very limited control over the other two. At any point in time, a firm's knowledge is the indeterminate outcome of individuals attempting to manage the inevitable tensions between normative expectations, dispositions, and local contexts.


Tsoukas, H. and E. Vladimirou (2001). "What Is Organizational Knowledge." Journal of Management Studies 38(7): 973,21.
	

Tufte, E. R. (1997). Visual and Statistical Thinking: Displays of Evidence for Making Decisions, Graphics Press LLC.
	

Tuomi, I. (1999-2000). "Data Is More Than Knowledge: Implications of The Reversed Knowledge Hierarchy For Knowledge Management And Organizational Memory." Journal of Management Information Systems 16(3): 103,15.
	

Turing, A. M. (1950). "Computing Machinery and Intelligence." Mind 49: 433-460.
	

Turney, P. (2000). Types of cost in inductive concept learning. Workshop on Cost-Sensitive Learning at the Seventeenth International Conference on Machine Learning.
	

Turoff, M. (1997). "Virtuality." Communications of the ACM 40(9): 38 - 43.
	

Turoff, M. and S. R. Hiltz (1993). "Distributed group support systems." MIS Quarterly 17(4): 399,19.
	

Tushman, M. L. a. D. A. N. (1978). "Information processing as an integrating concept in organizational design." Academy of Management Review 3(3): 613-625.
	

Tversky, A. and D. Kahneman (1974). "Judgement Under Uncertainty: Heuristics and Biases." Science 185: 1124-1131.
	

Tversky, A. and D. Kahneman (1981). "The Framing of Decisions and the Psychology of Choice." Science 211(4481): 453-8.
	

Ullmer, B. and H. Ishii (2000). "Emerging frameworks for tangible user interfaces." IBM Systems Journal 39(3/4): 915.
	We present steps toward a conceptual framework for tangible user interfaces. We introduce the MCRpd interaction model for tangible interfaces, which relates the role of physical and digital representations, physical control, and underlying digital models. This model serves as a foundation for identifying and discussing several key characteristics of tangible user interfaces. We identify a number of systems exhibiting these characteristics, and situate these within 12 application domains. Finally, we discuss tangible interfaces in the context of related research themes, both within and outside of the human-computer interaction domain.


Ulrich, W. (2001). "A Philosophical Staircase for Information Systems Definition, Design and Development." Journal of Information Technology Theory and Application 3(3): 55-84.
	

Urbaczewski, A. and L. M. Jessup (2002). "Electronic Commerce Research: A Taxonomy of Synthesis." Journal of Organizational Computing and Electronic Commerce 12(4): 263-306.
	

Urban, G. L., F. Sultan, et al. (2000). "Placing Trust at the Center of Your Internet Strategy." MIT Sloan Management Review 42(1): 39.
	Consumers make Internet buying decisions on the basis of trust. How much trust your Web site needs to deliver depends on the nature of your products, competitive pressure from new infomediaries and your ability to innovate. The keys to building Web-site trust are: 1. Maximize cues that build trust on your Web site. 2. Use virtual-advisor technology to gain customer confidence and belief. 3. Provide unbiased and complete information. 4. Include competitive products. 5. Keep your promises.


Vaishnavi, V. K. and G. C. Buchanan (1997). "A data/knowledge paradigm for the modeling and design of operations support systems." IEEE Transactions on Knowledge & Data Engineering 9(2): 275.
	Develops the Smart Object paradigm to help in the modeling, design and development of Operation Support Systems (OSS), an interactive support system for the management of complex operations environments. Attributes of a conceptual model for OSS; Incorporation of concepts from existing paradigms to Smart Object paradigm; Example of Smart Object Language (SOL).


Valacich, J. S. and A. R. Dennis (2001). "Conducting Experimental Research in Information Systems." Communications of AIS 7.
	

Van Beveren, J. (2002). "A Model of  Knowledge Acquisition That Refocuses Knowledge Management." Journal of Knowledge Management 6(1): 18-22.
	

Van de Ven, A. H. (1989). "Nothing is Quite So Practical as a Good Theory." Academy of Management Review 14(4): 486-490.
	

Van der Aalst, W. M. P. and A. Kumar (2003). "XML-Based Schema Definition for Support of Interorganizational Workflow." Information Systems Research 14(1): 23.
	The full potential of the Web as a medium for electronic commerce can be realized only when multiple partners in a supply chain can route information among themselves in a seamless way. Commerce on the Internet is still far from being 'friction free,' because business partners cannot exchange information about their business processes in an automated manner. In this paper, we propose the design for an eXchangeable Routing Language (XRL) using eXtensible Markup Language (XML) syntax. XML is a means for trading partners to exchange business data electronically. The novel contribution of our work is to show how XML can also be used to describe workflow process schemas to support flexible routing of documents in the Internet environment. The design of XRL is grounded in Petri nets, which is a well-known formalism. By using this formalism, it is possible to analyze correctness and performance of workflows described in XRL. Architectures to facilitate interoperation through loose and tight integration are also discussed. Examples illustrate how this approach can be used for implementing interorganizational electronic commerce applications. As a proof of concept, we have also developed XRL/flower, a prototype implementation of a workflow management system based on XRL. [ABSTRACT FROM AUTHOR]


Van Gigch, J. P., and Le Moigne, Jean Louis. (1989). "A Paradigmatic Approach to the Discipline of Information Systems." Behavioral Science.
	

Van Maanen, J. (1979). "Fact of Fiction in Organizational Ethnography." Administrative Science Quarterly.
	

Van Maanen, J. (1995). "Style as theory." Organization Science 6(1): 133.
	A small but significant portion of writing in the still expanding domain of organizational research and theory is devoted to debunking the essential and scientifically grounded ideas and programs of peers. Debunking the would-be towers of power in the organizational research field bears a loose similarity to the work performed by voluntary firefighters. The fire of interest is a call to draw in the topical and theoretical borders, and the intellectual incendiary is none other than Jeffrey Pfeffer whose 1992 Distinguished Scholar Address to the Organization Theory Division of the Academy of Management started a modest little blaze that was followed by John Van Maanen's 1993 Distinguished Scholar Address to the same group which was designed to put it out. A recreation of that speech is presented.


Van Oost, E. (2003). Materialized Gender: How Shavers Configure the Users’ Femininity and Masculinity. How Users Matter: The Co-Construction of Users and Technology.
	

Van Slyke, C. and a. F. B. C.L. Comunale (2002). "Gender Differences in Perception of Web-Based Shopping." Communications of the ACM 45(8): 82 - 86.
	

Vandenbosch, B. and S. L. Huff (1997). "Searching and scanning: How executives obtain information from executive information systems." MIS Quarterly 21(1): 81.
	Discusses antecedents of the two different models of executive information systems (EIS) use and examines their implications for perceived performance changes. Challenges to fundamental managerial assumptions and preconceptions; Organizational effectiveness; Verification of assumptions.


Varian, H. (1987). How to Build an Economic Model in Your Spare Time. Rational Choice.
	

Varshney, U. (2003). "Location Management For Mobile Commerce Applications In Wireless Internet Environment." ACM Transactions on Internet Technology (TOIT) 3(3): 236 - 255.
	

Vasarhelyi (2002). Concepts in Continuous Assurance. Researching Accounting as an Information Systems Discipline. Arnold and Sutton, AAA: 257-271.
	

Vasarhelyi, M. A. and F. B. Halper (1991). "The Continuous Audit of Online Systems." Auditing 10(1): 110.
	Describes the Continuous Process Auditing System (CPAS) developed at AT&T Bell Laboratories for the internal auditing organization. Importance of CPAS methodology and its contrasts with the traditional audit approach; Use of system probes that monitor the auditee system and intervene when necessary.


Venkatesh, V. "Determinants of Perceived Ease of Use: Integrating Control, Intrinsic Motivation, and Emotion into the Technology Acceptance Model." Information Systems Research 11(4): 342.
	Much previous research has established that perceived ease of use is an important factor influencing user acceptance and. usage behavior of information technologies. However, very little research has been conducted to understand how that perception forms and changes over time. The current work presents and tests an anchoring and adjustment-based theoretical model of the determinants of system-specific perceived ease of use. The model proposes control (internal and external-conceptualized as computer sell-efficacy and facilitating conditions, respectively), intrinsic motivation. (conceptualized as computer playfulness), and emotion (conceptualized as computer anxiety) as anchors that determine early perceptions about the ease of use of a new system. With increasing experience, it is expected that system-specific perceived ease of use, while still anchored to the general beliefs regarding computers and computer use, will adjust to reflect objective usability, perceptions of external control specific to the new system environment, and system-specific perceived enjoyment. The proposed model was tested in three different organizations among 246 employees using three measurements taken over a three-month period. The proposed model was strongly supported at all points of measurement, and. explained up to 60% of the variance in system-specific perceived ease of use, which is twice as much as our current understanding. important theoretical and practical implications of these findings are discussed. [ABSTRACT FROM AUTHOR]


Venkatesh, V. (2000). "Determinants of Perceived Ease of Use: Integrating Control, Intrinsic Motivation, and Emotion into the Technology Acceptance Model." Information Systems Research 11(4): 342.
	Much previous research has established that perceived ease of use is an important factor influencing user acceptance and. usage behavior of information technologies. However, very little research has been conducted to understand how that perception forms and changes over time. The current work presents and tests an anchoring and adjustment-based theoretical model of the determinants of system-specific perceived ease of use. The model proposes control (internal and external-conceptualized as computer sell-efficacy and facilitating conditions, respectively), intrinsic motivation. (conceptualized as computer playfulness), and emotion (conceptualized as computer anxiety) as anchors that determine early perceptions about the ease of use of a new system. With increasing experience, it is expected that system-specific perceived ease of use, while still anchored to the general beliefs regarding computers and computer use, will adjust to reflect objective usability, perceptions of external control specific to the new system environment, and system-specific perceived enjoyment. The proposed model was tested in three different organizations among 246 employees using three measurements taken over a three-month period. The proposed model was strongly supported at all points of measurement, and. explained up to 60% of the variance in system-specific perceived ease of use, which is twice as much as our current understanding. important theoretical and practical implications of these findings are discussed. [ABSTRACT FROM AUTHOR]


Venkatesh, V. (2000). "A Theoretical Extension of the Technology Acceptance Model." Management Science 46(2): 186,19.
	

Venkatesh, V. (2001). "Longitudinal investigation of personal computers in homes: adoption determinants and emerging challenges." MIS Quarterly 25(1): 71,24.
	

Venkatesh, V. and M. G. Morris (2000). "Why don't men ever stop to ask for dirrections? Gender, social influence, and their role in technology acceptance and usage behavior." MIS Quarterly 24(1): 115.
	Using the Technology Acceptance Model (TAM), this research investigated gender differences in the overlooked context of individual adoption and sustained usage of technology in the workplace. User reactions and technology usage behavior were studied over a five-month period among 342 workers being introduced to a new software system. At all three points of measurement, compared to women, men's technology usage decisions were more strongly influenced by their perceptions of usefulness. In contrast women were more strongly influenced by perceptions of ease of use and subjective norm, although the effect of subjective norm diminished over time. These findings were robust even after statistically controlling for key confounding variables identified in prior organizational behavior research (ie., income, occupation, and education levels), and another possible confound from technology research, prior experience with computers in general. Thus, in addition to identifying key boundary conditions in the role of the original TAM constructs (perceived usefulness and perceived ease of use), this research provides the basis for the integration of subjective norm into the model.


Venkatesh, V., M. G. Morris, et al. (2003). "User Acceptance Of Information Technology: Toward A Unified View." MIS Quarterly 27(3): 425.
	Information technology (IT) acceptance research has yielded many competing models, each with different sets of acceptance determinants. In this paper, we (1) review user acceptance literature and discuss eight prominent models, (2) empirically compare the eight models and their extensions, (3) formulate a unified model that integrates elements across the eight models, and (4) empirically validate the unified model. The eight models reviewed are the theory of reasoned action, the technology acceptance model, the motivational model, the theory of planned behavior, a model combining the technology acceptance model and the theory of planned behavior, the model of PC utilization, the innovation diffusion theory, and the social cognitive theory. Using data from four organizations over a six-month period with three points of measurement, the eight models explained between 17 percent and 53 percent of the variance in user intentions to use information technology. Next, a unified model, called the Unified Theory of Acceptance and Use of Technology (UTAUT), was formulated, with four core determinants of intention and usage, and up to four moderators of key relationships. UTAUT was then tested using the original data and found to outperform the eight individual models (adjusted R[sup 2] of 69 percent). UTAUT was then confirmed with data from two new organizations with similar results (adjusted R[sup 2] of 70 percent). UTAUT thus provides a useful tool for managers needing to assess the likelihood of success for new technology introductions and helps them understand the drivers of acceptance in order to proactively design interventions (including training, marketing, etc.) targeted at populations of users that may be less inclined to adopt and use new systems. The paper also makes several recommendations for future research including developing a deeper understanding of the dynamic influences studied here, refining measurement of the core constructs used in UTAUT, and. [ABSTRACT FROM AUTHOR]


Venkatesh, V., M. G. Morris, et al. (2003). "User acceptance of information technology: Toward a unified view1." MIS Quarterly 27(3): 425.
	In this paper, user acceptance literature is reviewed and eight prominent models are discussed, the eight models and their extensions are empirically compared, a unified model is formulated that integrates elements across the eight models, and the unified model is empirically validated. Using data from four organizations over a six-month period with three points of measurement, the eight models explained between 17% and 53% of the variance in user intentions to use information technology. Next, a unified model, called the Unified Theory of Acceptance and Use of Technology (UTAUT), was formulated, with four core determinants of intention and usage, and up to four moderators of key relationships. UTAUT provides a useful tool for managers needing to assess the likelihood of success for new technology introductions and helps them understand the drivers of acceptance in order to proactively design interventions targeted at populations of users that may be less inclined to adopt and use new systems.


Venkatesh, V. and V. Ramesh (2003). "Understanding Usability In Mobile Commerce." Communications of the ACM.
	

Venkatesh, V. and C. Speier (2002). "User Acceptance Enablers in Individual Decision Making About Technology: Toward an Integrated Model." Decision Sciences 33(2): 297-316.
	

Venkatraman, N. (1994). "IT-Enabled Business Transformation: From Automation to Business Scope Redefinition." Sloan Management Review 35(2): 73.
	The role of information technology (IT) in shaping tomorrow's business operations is a distinctive one. It has become a fundamental enabler in creating and maintaining a flexible business network. A framework that breaks IT-enabled business transformation into 5 levels is described and guidelines are offered for deriving maximal benefits. The framework is based on 2 dimensions: the range of IT's potential benefits and the degree of organizational transformation. The central thesis is that the benefits from IT deployment are marginal if only superimposed on existing organizational conditions. The framework's 5 levels are: 1. localized exploitation, 2. internal integration, 3. business process redesign, 4. business network redesign, and 5. business scope redefinition. Organizations should first determine the level at which benefits are in line with the costs or efforts of the needed changes and then proceed to higher levels as the demands of competition and the need to deliver greater value to the customer increases.


Venkatraman, N. (1994). IT Induced business reconfiguration. The Corporation of the 1990s. M. S. Scott-Morton. Oxford, UK, Oxford University Press.
	

Venkatraman, N. (2000). "Five Steps to a Dot-Com Strategy: How To Find Your footing on the Web." Sloan Management Review 41(3): 15.
	Vision, governance, resources, infrastructure and alignment are the stepping stones to a successful Web strategy. Ways to develop effective dot-com strategies can be found by answering 5 questions: 1. What is you strategic vision for the dot-com operations? 2. How will you govern the dot-com business? 3. How do you allocate resources for the dot-com business? 4. What is the operating infrastructure of your dot-com business? 5. Is your management team aligned for the dot-com agenda?


Venkatraman, N. and J. C. Henderson (1998). "Real Strategies for Virtual Organizing." Sloan Management Review 40(1): 33.
	Current models of organizational strategy and structure fail to meet the challenges of the information age. Based on a field study, an architecture for virtual organizing is developed that focuses on the importance of knowledge and intellect in creating value. Information technology lies at the heart of this business model for the next century. This approach incorporates 3 interdependent vectors: 1. customer interaction, 2. asset configuration, and 3. knowledge leverage. Each of the 3 vectors has 3 stages, and each vector raises a distinct series of questions for managers. The overall challenge for companies is to harmonize the 3 vectors and to undertake external benchmarking when experimenting with different approaches to design.


Venkatraman, N. and A. Zaheer (1990). "Electronic Integration and Strategic Advantage: A Quasi-Experimental Study in the Insurance Industry." Information Systems Research 1(4): 377.
	Details the results of a quasi-experimental study on the impact of information technology on a focal insurance carrier and its independent agents in the property and casualty (P&C) market. Effects of the developments in information technology on PC market; Description of the insurance companies strategy in the P&C market; Dominant approaches in assessing expected benefits for the focal carrier.


Verdaasdonk, P. (2003). "An object-oriented model for ex ante accounting information." Journal of Information Systems 17(1): 43.
	Present accounting data models such as the Research-Event-Agent (REA) model merely focus on the modeling of static accounting phenomena. In this paper, it is argued that these models are not able to provide relevant ex ante accounting data for operations management decisions. These decisions require dynamic descriptions of the consequences of alternative future courses of actions and the resulting events. Therefore, a new object-oriented model is presented that enables the use of ex ante accounting data for this purpose. In comparison to the REA model, the object-oriented model presented in this paper includes new static aspects as "recipes", "potential contracts" and "reservations", together with behavioral aspects expressed as theoretical scripts for the retrieval of relevant accounting data. [PUBLICATION ABSTRACT]


Vessey, I. and D. Galletta (1991). "Cognitive Fit: An Empirical Study of Information Acquisition." Information Systems Research 2(1): 63.
	Presents a study which described a model on the relationship between graphs and tables and task type on information acquisition tasks. Discussion on the paradigm of cognitive fit used in the study; Meaning of cognitive fit paradigm; Basis cognitive fit paradigm; Factors that influence the formulation of mental representation.


Vessey, I., V. Ramesh, et al. (2002). "Research in information systems: An empirical study of diversity in the discipline and its journals." Journal of Management Information Systems 19(2): 129.
	Throughout its history, the information systems (IS) discipline has engaged in extensive self-examination, particularly with regard to its apparent diversity. Our overall objective in this study is to better understand the diversity in IS research, and the extent to which diversity is universal across journals that publish IS research. We developed a classification system that comprises five key characteristics of diversity (reference discipline, level of analysis, topic, research approach, and research method) based on a review of prior literature. We then examined articles over a five-year period, from 1995 to 1999, in five journals acknowledged as the top journals of the field, at least in North America. Analyses reveal considerable diversity in each of the key characteristics. Perhaps not surprisingly, the research approach used is more focused with most studies being conducted using hypothetico-deductive approaches, whereas reference discipline is perhaps the most diverse of the characteristics examined. An interesting finding is that IS itself emerged as a key reference discipline in the late 1990s. The Journal of Management Information Systems and Information Systems Research publish articles displaying the greatest diversity, and MIS Quarterly and Decision Sciences publish articles that focus on subsets of the field. Our research provides a foundation for addressing the direction that diversity in the IS discipline takes over time. In the shorter term, researchers can use our classification system as a guide to writing abstracts and selecting key words, and the findings of our journal analyses to determine the best outlet for their type of research.


Vicinanza, S. S., T. Mukhopadhyay, et al. (1991). "Software-Effort Estimation: An Exploratory Study of Expert Performance." Information Systems Research 2(4): 243.
	Examines whether experienced software managers could generate accurate estimates of effort required for proposed software projects. Strategies managers use in their estimations; Failure of algorithmic models to perform well; Reasons for research challenge posed by the examination of human expertise in software-effort estimation.


Vitharana, P. (2003). "Design, Retrieval, and Assembly in Component-based Software Development." Communications of the ACM 46(11): 97 - 102.
	

Vitharana, P. (2003). "Risks And Challenges of Component-Based Software Development." Communications of the ACM 46(8): 67 - 72.
	

Vitharana, P., H. Jain, et al. (2004). "Strategy-based Design of Reusable Business Components." IEEE Transactions on Systems, Man and Cybernetics 34(4): 460-474.
	

Vlahos, G. E., T. W. Ferratt, et al. (2004). "The use of computer-based information systems by German managers to support decision making." Information & Management 41(6): 763.
	We surveyed German managers to investigate their use of information technology (IT), including their perception of the value provided by computer-based information systems (CBIS) and their satisfaction with CBIS in supporting decisions. Participants were predominantly male, the majority were older than 45, most had taken two or more college computer courses, and over 90% were middle and top-level managers. They represented a variety of functional areas. Results show that these managers were relatively heavy IT users, with over 10 h of use per week. Overall, there was a significant correlation between the amount of use of IT and perceived value of the CBIS, as well as between satisfaction with and perceived value of the CBIS. Hypothesis tests for task-technology fit (TTF) showed that the greatest TTF was related to resource allocation, evaluating alternatives, identifying problems, and making short-term decisions. For middle and top managers, information reporting systems (IRS), which provide regularly scheduled reports, had greater TTF than more flexible inquiry and analysis systems, such as decision support systems (DSS). [PUBLICATION ABSTRACT]


Voas, J. (1998). "Maintaining component-based systems." IEEE Software 15(4): 22.
	Voas argues that to reap the benefits of component-based development, we must rethink our software maintenance strategies. A wide-ranging overview of the maintenance challenges raised by component-based development is presented.


Volokh, E. (2000). "Personalization and Privacy." Communications of the ACM 43(8): 84 - 88.
	

Von Krogh, G. (1998). "Care In Knowledge Creation." California Management Review 40(3): 133-154.
	

Wade, M. and J. Hulland (2004). "Review: The Resource-Based View And Information Systems Research: Review, Extension, And Suggestions For Future Research[1]." MIS Quarterly 28(1): 107.
	Information systems researchers have a long tradition of drawing on theories from disciplines such as economics, computer science, psychology, and general management and using them in their own research. Because of this, the information systems field has become a rich tapestry of theoretical and conceptual foundations. As new theories are brought into the field, particularly theories that have become dominant in other areas, there may be a benefit in pausing to assess their use and contribution in an IS context. The purpose of this paper is to explore and critically evaluate use of the resource-based view of the firm (RBV) by IS researchers. The paper provides a brief review of resource-based theory and then suggests extensions to make the RBV more useful for empirical IS research. First, a typology of key IS resources is presented, and these are then described using six traditional resource attributes. Second, we emphasize the particular importance of looking at both resource complementarity and moderating factors when studying IS resource effects on firm performance. Finally, we discuss three considerations that IS researchers need to address when using the RBV empirically. Eight sets of propositions are advanced to help guide future research. [ABSTRACT FROM AUTHOR]


Wagner, R. K. (2000). Rewriting the Psychology Paper. Guide to Publishing in the Psychology Journals.
	

Wallace, M. Z. a. D. (1998). "Experimental Models for Validating Technology." IEEE Computer 31(5): 23-31.
	

Walls, J. G. and G. R. Widmeyer (1992). "Building an IS design theory for vigilant EIS." MIS Quarterly.
	

Walsh, J. P. (1995). "Managerial and organizational cognition: Notes from a trip down memory lane." Organization Science 6(3): 280.
	Top-down information processing theory suggests that individuals create knowledge structures to help them process information and make decisions. While the benefits of employing such knowledge structures are widely noted, there is a growing concern that they can limit decision makers' abilities to understand their information environments and thus, compromise their decision making. This issue has captured the imagination of managerial and organizational cognition researchers. To date, their inquiry has been eclectic in focus and method. To order and advance this work, extant research is reviewed on the developmental origins and decision consequences of both the content and structure of knowledge structures at multiple levels of analysis. A host of research challenges are identified to help develop a better understanding of knowledge structure representation, development, and use in organizations.


Walsh, J. P., And Ungson, G. R. (1991). "Organizational Memory." Academy of Management Review 16(1): 57-92.
	

Walsh, K. R. (2003). "Analyzing The Application ASP Concept: Technologies, Economies, And Strategies." Communications of the ACM 46(8): 103 - 107.
	

Walsham, G. (1994). "Virtual organization: An alternative view." Information Society 10(4): 289.
	A 1994 article by A. Mowshowitz, entitled "Virtual organization: A vision of management in the information age," is critiqued. A key aspect of Mowshowitz' vision is that management should maintain a clear separation between abstract requirements and the concrete means for their satisfaction. Furthermore, he equates managing with decision-making, a view that, it is claimed, is deficient not only in its assumption of objectivity, but also in its reductionist approach. In addition, it is asserted that dehumanization is associated with the transition to a virtual organization. However, alternative views to this dehumanization exist, visions that encourage managers to bring the full range of moral and spiritual issues into the workplace. According to such visions, the function of the business organization should be seen not only in terms of narrow economic goals, but more broadly as serving humanity in its fullest sense.


Walsham, G. (1995). "The Emergence of Interpretivism in IS Research." Information Systems Research 6(4): 376.
	Presents a study which investigated the aspects of the history and current state of interpretivism in information systems (IS) research. Details on the concept of interpretivism in IS approaches; Discussion on the concepts of the social construction of scientific communities; Background on the emergence of interpretivism in the field of IS.


Walsham, G. (1995). "Interpretive case studies in IS research: Nature and method." European Journal of Information Systems 4(2): 74.
	There has been an increase in recent years in the number of in-depth case studies which focus on human actions and interpretations surrounding the development and use of computer-based information systems. The philosophical and theoretical issues concerning the nature of such interpretive case studies is addressed, as well as methodological issues on the conduct and reporting of this type of research. An attempt is made to provide a useful reference point for researchers who wish to work in the interpretive tradition, and more generally to encourage careful work on the conceptualization and execution of case studies in the information systems field.


Walsham, G. (1997). Actor-Network Theory and IS Research: Current Status and Future Prospects. Information systems and qualitative research. A. S. Lee, J. Liebenau and J. I. DeGross. London, Chapman and Hall: 466-480.
	

Walsham, G. and S. Sahay (1999). "GIS for District-Level Administration in India: Problems and Opportunities." MIS Quarterly 23(1): 39,28.
	

Walstrom, K. A. and B. C. a. W. Hardgrave, R. L. (1995). "Forums for Management Information Systems Scholars." Communications of the ACM 40(11): 119 - 124.
	

Walstrom, K. A. and L. N. K. Leonard (2000). "Citation classics from the information systems literature." Information & Management 38(2): 59.
	An analysis of 118,364 references from 3,752 articles published in top IS journals during the 10 years from 1986 to 1995 is presented. Ninety-one citation classics were identified by combining the results of this analysis with previous findings. Within this group of 91 publications, 13 super classic publications were identified. These classics and super classics can be categorized along any of several dimensions to gain a better understanding of the IS field. These findings can be used, among other things, for developing reading lists and identifying the characteristics that make a publication classic.


Walther, J. B. (1995). "Relational aspects of computer-mediated communication: Experimental observations over time." Organization Science 6(2): 186.
	Previous research on the interpersonal effects of computer-mediated communication (CMC) reveals inconsistencies. In some cases, CMC has been found to be impersonal, task-oriented, and hostile. Other reports show warm personal relations, and still others show gradual adjustments in interpersonal relations over time. An attempt is made to address some of these inconsistencies through an examination of the effects of computer conferencing on the interpersonal messages with which people define their relationships, known as relational communication. Observers rated the relational communication from transcripts of CMC conversations or from videotapes of face-to-face 3-person groups who had worked in several sessions. Analyses showed that CMC groups achieved more positive levels on several dimensions of interpersonal communication than did face-to-face groups. On other dimensions, no differences between conditions were found. In no case did CMC groups express less intimacy or more task-orientation than face-to-face groups. Implications are drawn suggesting that under certain conditions, CMC may promote positive relational effects in ways that previous theories have not considered, and in some ways superior to more traditional media.


Wand, Y., D. E. Monarchi, et al. (1995). "Theoretical foundations for conceptual modelling in information systems development." Decision Support Systems 15(4): 285.
	Conceptual modeling in information systems development is the creation of an enterprise model for the purpose of designing the information system. It is an important aspect of systems analysis. The value of a conceptual modeling language (CML) lies in its ability to capture the relevant knowledge about a domain. To determine which constructs should be included in a CML, it would be beneficial to use some theoretical guidelines. However, this is usually not done. The purpose of the present analysis is to promote the idea that theories related to human knowledge can be used as foundations for conceptual modeling in systems development. The use of ontology, concept theory, and speech act theory are suggested. These approaches were chosen because: 1. They deal with important and different aspects relevant to conceptual modeling. 2. They have already been used in the context of systems analysis.


Wand, Y. and R. Weber (2002). "Research Commentary: Information Systems and Conceptual Modeling--A Research Agenda." Information Systems Research 13(4): 363.
	Within the information systems field, the task of conceptual modeling involves building a representation of selected phenomena in some domain. High-quality conceptual- modeling work is important because it facilitates early detection and correction of system development errors. It also plays an increasingly important role in activities like business process reengineering and documentation of best-practice data and process models in enterprise resource planning systems.Yet little research has been undertaken on many aspects of conceptual modeling. In this paper, we propose a framework to motivate research that addresses the following fundamental question: How can we model the world to better facilitate our developing, implementing, using, and maintaining more valuable information systems? The framework comprises four elements: conceptual-modeling grammars, conceptual-modeling methods, conceptual-modeling scripts, and conceptual-modeling contexts.We provide examples of the types of research that have already been undertaken on each element and illustrate research opportunities that exist. [ABSTRACT FROM AUTHOR]


Wang, R. (1998). "A Product Perspective on Total Data Quality Management." Communications of the ACM 41(2): 58 - 65.
	

Warmington, A. (1980). "Action research: Its methods and ints implications." Journal of Applied Systems Analysis 7: 23-39.
	

Warren, M. G. (2000). Reading Reviews, Suffering Rejection, and Advocating for your Paper. Guide to Publishing in the Psychology Journals.
	

Wastell, D. G. (1999). "Learning dysfunctions in information systems development: Overcoming the social defenses with transitional objects." MIS Quarterly 23(4): 581,20.
	

Watson, H. J. and K. P. Taylor (1999). "Leaders assess the current state of the IS academic discipline." Communications of AIS.
	

Watson, R. T., G. DeSanctis, et al. (1988). "Using a GDSS to Facilitate Group Consensus: Some Intended and Unintended Consequences." MIS Quarterly 12(3): 463.
	The effects of a group decision support system (GDSS) on resolving conflicts of personal preference was examined by using a task requiring resolution of competing personal preferences. There were 82 groups in all who were randomly assigned to one of 3 experiment conditions: 1. a computer-based support system, 2. a manual, paper and pencil support system, or 3. no support system. Forty-four 3-person groups and 38 four-person groups were used, which were made up of graduate and undergraduate students from introductory management information systems classes at a large urban university. The average participant was 24 years of age with a little more than 2 1/2 years of work experience. Using the GDSS was expected to facilitate democratic participation in group discussion, help members agree with one another, and provide a high level of satisfaction in the group decision process. GDSS did appear to offer some advantage over no support at all but did not appear to offer much advantage over the pencil and paper approach to supporting group decision.


Watson, R. T. and G. G. Kelly, Galliers, R.D., and Brancheau, J.B. (1997). "Key Issues in Information Systems Management: An International Perspective." Journal of Management Information Systems 13(4): 91,25.
	

Watson, R. T. and L. F. Pitt, and Kavan, C.B. (1998). "Measuring Information Systems Service Quality: Lessons from Two Longitudinal Case Studies." MIS Quarterly 22(1): 61,19.
	

Webb, E. J. and K. E. Weick (1979). "Unobtrusive measures in organizational theory: A reminder." Administrative Science Quarterly 24(4): 650-660.
	

Webb, G. (2005). "On the Application of ROC Analysis to Predict Classification Performance Under Varying Class Distributions." Machine Learning 58(1): 25-32.
	

Weber (2002). Ontological Issues in Accounting Information Systems. Researching Accounting as an Information Systems Discipline. Arnold and Sutton, AAA: 13-33.
	

Weber, R. (1987). "Toward A Theory of Artifacts: A Paradigmatic Base For Information Systems Research." Journal of Information Systems 1(2): 3.
	According to several criteria, the information systems discipline seems to be making little progress in the sense of building a cumulative tradition and taking on the appearance of a science. Several factors appear to have inhibited its progress: a preoccupation with research frameworks rather than theory; a continued focus on new technology; and the lure of applied design and construction efforts rather than a quest for pure ideas. If progress is to be achieved, information system researchers must seek a paradigm-a powerful, general theory that drives specific research endeavors. The phenomenon that the paradigm must explain is the behavior of discrete artifacts that have longevity. [ABSTRACT FROM AUTHOR]


Weber, R. (1997). Ontological Foundations of Information Systems. Queensland, Australia, Coopers & Lybrand.
	

Weber, R. (2003). "Editor's comments: The problem of the problem." MIS Quarterly 27(1): III.
	

Weber, R. (2003). "Still Desperately Seeking the IT Artifact." MIS Quarterly 27(2): piii.
	Introduces a series of articles on management information systems and technology.


Weber, R. (2004). "The Rhetoric of Positivism Versus Interpretivism: A Personal View1." MIS Quarterly 28(1): III.
	

Weber, S. (1996). "The Political Economy of Open Source Software." ACM Computer Communication Review.
	

Webster, J. and J. J. Martocchio (1993). "Turning work into play: Implications for microcomputer software training." Journal of Management 19(1): 127,20.
	

Webster, J. and L. K. Trevino (1995). "Rational and social theories as complementary explanations of communications media choices: Two policy-capturing studies." Academy of Management Journal 38(6): 1544-1573.
	

Webster, J. and R. Watson (2002). "Analyzing the past to prepare for the Future:  Writing a Literature Review." MIS Quarterly 26(2): 13-23.
	

Wei, C., P. Hu, et al. (2001). "A Knowledge-based System for Patient Image Pre-fetching in Heterogeneous Database Environments: Modeling, Design and Evaluation." IEEE Transactions on Information Technology on Biomedicine 5(1): 33-45.
	

Wei, C., S. M. J., et al. (Forthcoming). A Survey of Recommendation Systems in Electronic Commerce, ME Sharpe Publisher.
	

Weick, K. (1979). The Social Psychology of Organizing. Reading, MA, Addison-Wesley.
	

Weick, K. E. (1984). Theoretical Assumptions and Research Methodology Selection. The Information Systems Research Challenge. F. W. MCFarlan. Boston, HBS Press: 47-85.
	

Weick, K. E. (1989). "Theory Construction as Disciplined Imagination." Academy of Management Review 14(4): 516-532.
	

Weick, K. E. (1990). Technology as equivoque: Sensemaking in new technologies. Technology and organizations. P. S. Goodman and L. Sproull. San Francisco, Jossey-Bass.
	

Weick, K. E. (1995). "What Theory is Not, Theorizing Is." Administrative Science Quarterly 40(3): 385-391.
	

Weick, K. E. (1996). "Drop your Tools: An Allegory for Organizational Studies." Administrative Science Quarterly 41(2): 301-314.
	

Weick, K. E. and R. E. Quinn (1999). "Organizational Change and Development." Annual Reviews of Psychology 50(1): 361-387.
	

Weill, P. and M. Broadbent (2000). Managing IT Infrastructure: A Strategic Choice. Framing the Domains of IT Management: Projecting the Future Through the Past.
	

Weill, P. and M. H. Olson (1989). "An Assessment of the Contingency Theory of Management Information Systems." Journal of Management Information Systems 6(1): 59,27.
	

Weinberg, G. M. (1998). The Psychology of Computer Programming: Silver Anniversary Edition, Weinberg Dorset House Publishing Company.
	

Weinberg, G. M. and D. Weinberg (1988). General Principles of Systems Design. New York, Dorset House.
	

Weisband, S. P. and S. K. Schneider (1995). "Computer-Mediated Communication and Social Information: Status Salience and Status Differences." Computer-Mediated Communication and Social Information: Status Salience and Status Differences.
	

Weiser, M. (2000). The Computer for the 21st Century. Human-Computer Interaction: Toward the Year 2000, 2nd edition. R. M. Baecker, J. Grudin, W. A. S. Buxtin and S. Greenberg.
	

Weiss, E. A., ed. (1982). "Self-Assessment Procedure IX." Communications of the ACM 25(3): 181 - 195.
	

Weldon, J.-L. (1984). "The Elusive Data Administration Function." Journal of Information Systems Management.
	

Wessel, M. R. (1965). "Legal Protection of Computer Programs." Harvard Business Review 43(2): 97.
	The article focuses on legal protection of computer programs. The data-processing industry consists of independent service companies, service divisions or subsidiaries of computer manufacturers and, increasingly, users seeking to sell valuable idle equipment time. No one checklist will meet needs of many kinds of data-processing service companies and users that have a stake in maximum protection of computer programs. However, it is worthwhile to point out various ways in which a little thought and effort can produce valuable results for any company faced with this kind of problem. Some proposals may have application to only a few enterprises. None will apply to all, for practices which are economic in an organization with a score of valuable programs may be unsound or even ridiculous in a company with only a few and security precautions practical for an independent service company may be impossible to apply in an integrated corporation's service division where computer purchasers or lessees must be permitted to use software freely at all. All he has is the right to prevent others from taking the trade secret from him in an unfair or improper way.


West, G. M., S. S. M., et al. (2001). "Knowledge Management And Decision Support For Electrical Power Utilities." Knowledge and Process Management 8(4): 207-216.
	

Wetherbe, D. R. V. a. J. C. (1984). "MIS Research: A Profile of Leading Journals and Universities." Data Base.
	

Wetherbe, J. C. (1991). "Executive information requirements: Getting it right." MIS Quarterly 15(1): 51.
	Most managers spend half their time trying to get the information they need, whether it be informally through meetings, phone conversations, or reading, or formally through organizational computer-based information. During this process they have to sift through a great deal of useless information, a situation commonly referred to as "information overload." With the proliferating capabilities and plummeting cost of computers, it seems relief should be in sight for weary executives. Unfortunately, most information systems--formal or informal--do not meet executive needs. Indeed, most new systems require extensive revision (after they are supposedly completed) to even partially fulfill needs. This is a terrible loss. Most systems are expensive enough to develop. They are even more expensive to revise. As the pace of business accelerates, decisions that could wait for weeks must now be made in days, hours, or even minutes. Failure to get executives the information they need in a timely manner can result in lost opportunities or in a problem not being solved in time. Increasingly, executives have little reaction time to make decisions on pricing, product introduction, resource allocation, media inquiries, response to competition, and mergers. They need access to information without waiting several weeks or months for a computer project. Why can't executives and system designers work together to more correctly anticipate and determine information requirements? In this article, four reasons in formation requirements are not met are discussed, and four straightforward solutions executives can use to solve this problem are offered. [ABSTRACT FROM AUTHOR]


Wheeler, B. C. (2002). "NEBIC: A Dynamic Capabilities Theory for Assessing Net-Enablement." Information Systems Research 13(2): 125.
	We propose the Net-Enabled Business Innovation Cycle (NEBIC) as an applied dynamic capabilities theory for measuring, predicting, and understanding a firm's ability to create customer value through the business use of digital networks. The theory incorporates both a variance and process view of net-enabled business innovation. It identifies four sequenced constructs: Choosing new IT, Matching Economic Opportunities with technology, Executing Business Innovation for Growth, and Assessing Customer Value, along with the processes and events that interrelate them as a cycle. The sequence of these theorized relationships for net-enablement (NE)[sup1] asserts that choosing IT precedes rather than aligns with corporate strategy. The theory offers a logically consistent and falsifiable basis for grounding research programs on metrics of net-enabled business innovation. [ABSTRACT FROM AUTHOR]


Wheeler, B. C. and J. S. Valacich (1996). "Facilitation, GSS, and Training as Sources of Process Restrictiveness and Guidance for Structured Group Decision Making: An Empirical Assessment." Information Systems Research 7(4): 409.
	Discusses a study that tested the propositions and hypotheses for a specific instantiation of Adaptive Structuration Theory. Relationship between group decision making, heuristics and technology support; Factors influencing the theory; Research design; Statistics and hypotheses results.


Whetten, D. A. (1989). "What constitutes a Theoritical Contribution?" Academy of Management Review 14(4): 490-496.
	

Whinston, A. B. and X. Geng (2004). "Operationalizing The Essential Role of The Information Technology Artifact In Information Systems Research: Gray Area, Pitfalls, And The Importance of Strategic Ambiguity." MIS Quarterly 28(2): 149.
	Abstract In this paper we argue that a large gray area of information systems research exists, whose rele- vance to the information technology artifact is sub- ject to significant debate even among IS scholars who support the essential role of the IT artifact. As we explain, not explicitly addressing this gray area can have negative, although often inadver- tent, effects on the innovative nature of IS re- search; we explore this danger through three pitfalls. We then propose a stance of strategic ambiguity to deal with the gray area. Strategic ambiguity calls for deliberately withholding judg- ment on the relevance of research in the gray area and acceptance of gray-area research provided it meets the excellence required by professional journals. We believe that strategic ambiguity benefits innovative IS research without harming the essential role of the IT artifact. [ABSTRACT FROM AUTHOR]


Whitman, M. E. (2003). "Enemy At The Gate: Threats To Information Security." Communications of the ACM 46(8): 91 - 95.
	

Whitman, M. E. and A. R. Hendrickson (1999). "Research Commentary. Academic Rewards for Teaching, Research, and Service: Data and Discourse." Information Systems Research 10(2): 99.
	In most institutions faculty members are expected to teach, research, and perform community service. The emphasis placed on each activity is expected to vary considerably between institutions and departments. To examine this expectation, a nationwide survey was made of both American Assembly of Collegiate Schools of Business (AACSB) institutions and non-AACSB institutions. participants rated 80 publications for their value in reviews of research performance, and responded to a series of questions pertaining to the importance of publication types on the merit compensation, promotion, and tenure processes. These results were made available to the IS community, and approximately 150 comments were obtained. The survey results and the comments suggest that there might be some convergence in expectations of academic performance across institutions, as research-oriented institutions require better performance on teaching, teaching-oriented institutions require better performance in research, and all institutions impose greater service demands on IS faculty.(IS Research Issues; IS Journals; Computer Science Education; Promotion and Tenure) [ABSTRACT FROM AUTHOR]


Wiederhold, G. (1994). Interoperation, Mediation, and Ontologies. Proceedings of International Symposium on Fifth Generation Computer Systems (FGCS94), Workshop on Heterogeneous Cooperative Knowledge Bases, Tokyo, Japan.
	

Wiesenfeld, B. M., S. Raghuram, et al. (1999). "Communication patterns as determinants of organizational identification in a virtual organization." Organization Science 10(6): 777.
	Recent advances in information technologies provide employees the freedom to work from any place and at any time. Such temporal and spatial dispersion, however, weakens the ties that bind organizations and their members. It is suggested that organizational identification may be the critical glue linking virtual workers and their organizations. The role that information technologies play in the creation and maintenance of a common identity among decoupled organization members is explored.


Wild, H., C. Darrouzet, et al. (1995). "Rhythms of Collaboration." Communications of the ACM 38(9): 45.
	A team working closely together on a common project also develops a rhythm, a cycle of different phases each characterized by a specific mode of work and interaction. One such rhythm has been documented by Palo Alto, California-based Institute for Research on Learning in a study on product development teams in an engineering company. The article shows a color chart depicting the graphical rendition of the description of the team's project rhythm and its different phases, assembled from accounts of team members. The four phases are colorcoded as blue, green, red and orange, and each is characterized by state of the product and mode of collaboration and interaction among team members. The project rhythm is embedded in the day-night cycle, larger organizational rhythm, into long-term strategies and business cycles. Sudden shifts in the organization impact on the project rhythm may cause small shifts in the team. Social rhythms like biological rhythms are ignored at a cost. management should be aware of the rhythm of their teams, not just for team's sake but also for the company's sake.


Willcocks, L. P. and R. Plant (2001). "Pathways to E-Business Leadership: Getting From Bricks to Clicks." MIT Sloan Management Review 42(3): 50.
	As established business-to-consumer companies set out to take advantage of the Internet, many have found the task far more difficult and potentially destabilizing than they had anticipated. To investigate how organizations can effectively deal with this challenge, a study examined 58 major B2C corporations from 3 continents and a wide range of industries. Leaders shared generic characteristics that distinguished them from other companies. However, they also followed distinctive routes. Although they may have started with strategy based upon the idea of technology leadership, they migrated through interim stages to a market strategy. Only then were they capable of yielding sustainable, consistent e-business profits.


Williams, L. and R. R. Kessler (2000). "Strengthening the Case for Pair Programming." IEEE Software 17(4): 19.
	Focuses on how pair programming helps in the software development process. Information on a study conducted by professor John Nosek of the Temple University about the issue; How pair programming improves job satisfaction and overall confidence; Reason many people rejected the idea of pair programming. INSETS: What is eXtreme Programming? My First Programming Experience.


Williamson, O. E. (1981). "The Economics of Organization:  The Transaction Cost Approach." American Journal of Sociology.
	

Wilson, D. and T. Martinez (1997). "Improved Heterogeneous Distance Functions." Journal of Artificial Intelligence Research 6: 1-34.
	

Winner, L. (2001). Where Technological Determinism Went, in Cutcliffe, S.H. & C. Mitcham. Visions of STS: Counterpoints in Science, Technology and Society Studies.
	

Winograd, T. (2000). "Design brief: Stanford University." Interactions 7(2): n/a.
	

Winston, W. L. (1994). Operations Research: Applications and Algorithms, 3rd ed., Duxbury Press.
	

Winter, M. C., D. H. Brown, et al. (1995). "A role for soft systems methodology in information systems development." European Journal of Information Systems 4(3): 130.
	Recent years have seen a growing interest in the use of soft systems methodology (SSM) in work related to computer-based information systems (IS). Against this background, an attempt is made to identify and define, more fully than hitherto, a role for SSM in information systems development which stems from its fundamental principles. Since SSM sees computer-based information systems as systems which serve purposeful human action, the notion of "information system" in SSM is one that necessarily involves 2 systems - a serving system and a served system of purposeful action. This notion of "information system" leads to certain principles for IS development. These are expressed in the form of a model, referred to as the information system/information system development model. This model is used to examine several conventional approaches to information systems development, including the widely used UK government method, SSADM, in order to identify where, in IS work, soft systems ideas might best make a contribution.


Winter, S. J. and S. L. Taylor (1996). "The Role of IT in the Transformation of Work: A Comparison of Post-industrial, Industrial, and Proto-industrial Organization." Information Systems Research 7(1): 5.
	Focuses on a study that investigated the role of information technology in industrial reorganizations. Historical patterns of organizing the workplace; Challenges for technological determinism; Changes associated with the post-industrial organizational form; Comparisons between the industrial and post-industrial organization of work; Implications for future research.


Wirfs-Brock, R. J. and R. E. Johnson (1990). "Surveying Current Research In Object-Oriented Design." Communications of the ACM 33(9): 104.
	Describes the key ideas behind object oriented software design. Description of the design process; Research activities that prescribe the design process; Object-oriented frameworks and the reuse of large-scale designs.


Wolski, R., J. S. Plank, et al. (2001). "Analyzing market-based resource allocation strategies for the computational Grid." International Journal of High Performance Computing Applications 15(3): 258-281.
	

Woods (1975). What's in a Link: Foundations for Semantic Links. Representation and Understanding: Studies in Cognitive Science. Bobrow and Collins. New York, NY, Academic Press: 35-84.
	

Woolgar, S. and K. Grint (1991). "Computers and the Transformation of Social Analysis." Science, Technology and Human Values 16(3): 368-378.
	

Wynekoop, J. L. and N. L. Russo (1993). System Development Methodologies: Unanswered Questions and the Research-Practice Gap. Proceedings of the ICIS.
	

Wynekoop, J. L. and N. L. Russo (1997). "Studying System Development Methodologies: An Examination of Research Methods." Information Systems Journal 7(1): 47-65.
	

Wyner, G. M. and T. Malone (1996). Cowboys or commanders: Does information technology lead to decentralization. International Conference of Information Systems.
	

Xu, X. (1997). Development Costs and Open Source Software. Passion and Craft: Economists at Work.
	

Yadav, S. B. and R. Bravoco (1988). "Comparison of Analysis Techniques for Information Requirement Determination." Communications of the ACM 31(9): 1090 - 1097.
	

Yates, J. and W. J. Orlikowski (1992). "Genres of Organizational Communication: A Structurational Approach to Studying Communication and Media." Academy of Management Review 17(2): 299.
	Structuration is an ongoing interaction between individuals and institutions that involves the production, reproduction, and transformation of social institutions. Genres of organizational communication are proposed as a concept useful for studying communication as embedded in social process rather than as the result of isolated rational actions. Genres, such as the memo, the proposal, and the meeting, are typified communicative actions characterized by similar substance and form and taken in response to recurrent situations. These genres evolve over time in reciprocal human actions. They are distinct from communication media, although media may play a role in genre form and the introduction of new media may occasion genre evolution. Because communication is central to organizations, genres of organizational communication can be expected to influence a wide range of organizational phenomena.


Yates, J., W. J. Orlikowski, et al. (1999). "Explicit and implicit structuring of genres in electronic communication: Reinforcement and change of social interaction." Organization Science 10(1): 83.
	In a study of how an R&D group in a Japanese firm adopted and used a new electronic medium, two contrasting patterns of use were identified: 1. the use of community-wide communication types, or genres, deliberately shaped by the action of a small, sanctioned group of mediators, and 2. the use of local genres tacitly shaped by members within their own research teams. It is suggested that these patterns reflect the more general processes of explicit and implicit structuring, resulting in both the reinforcement and change of social interaction with communities. Explicit structuring included the planned replication, planned modification, and opportunistic modification of existing genres, while implicit structuring included the migration and variation of existing genres. It is believed that these two processes provide suggestive models for understanding the initial and ongoing use of new electronic media within a community.


Yi, M. Y. and F. D. Davis (2003). "Developing and Validating an Observational Learning Model of Computer Software Training and Skill Acquisition." Information Systems Research 14(2): 146.
	Computer skills are key to organizational performance, and past research indicates that behavior modeling is a highly effective form of computer skill training. The present research develops and tests a new theoretical model of the underlying observational learning processes by which modeling-based training interventions influence computer task performance. Observational learning processes are represented as a second-order construct with four dimensions (attention, retention, production, and motivation). New measures for these dimensions were developed and shown to have strong psychometric properties. The proposed model controls for two pretraining individual differences (motivation to learn and self-efficacy) and specifies the relationships among three training outcomes (declarative knowledge, post-training self-efficacy, and task performance). The model was tested using PLS on data from an experiment (N=95) on computer spreadsheet training. As hypothesized, observational learning processes significantly influenced training outcomes. A representative modeling-based training intervention (retention enhancement) significantly improved task performance through its specific effects on the retention processes dimension of observational learning. The new model provides a more complete theoretical account of the mechanisms by which modeling-based interventions affect training outcomes, which should enable future research to systematically evaluate the effectiveness of a wide range of modeling-based training interventions. Further, the new instruments can be used by practitioners to refine ongoing training programs. [ABSTRACT FROM AUTHOR]


Yin, R. (1981). "The Case Study Crisis: Some Answers." Administrative Science Quarterly 26(1): 58-66.
	

Yin, R. K. (2002). Case study research, 3rd ed. Newbury Park, Sage Publications.
	

Yli-Renko, H., E. Autio, et al. (2001). "Social capital, knowledge acquisitions, and knowledge exploitation in young technology-based firms." Strategic Management Journal 22(6/7): 587.
	Exploring a sample of 180 entrepreneurial high-technology ventures based in the UK, this paper examines the effects of social capital in key customer relationships on knowledge acquisition and knowledge exploitation. The results indicate that the social interaction and network ties dimensions of social capital are indeed associated with greater knowledge acquisition, but that the relationship quality dimension is negatively associated with knowledge acquisition. Knowledge acquisition is, in turn, positively associated with knowledge exploitation for competitive advantage through new product development, technological distinctiveness, and sales cost efficiency.


Yoo, Y. and M. Alavi (2001). "Media And Group Cohesion: Relative Influences On Social Pretense, Task Participation, And Group Consensus." MIS Quarterly 25(3): 371.
	Organizations deploy advanced communication media such as audio and videoconferencing to enhance and extend group communication interactions. However, established groups (i.e., groups with a history of working together) can view and use the same technology differently from groups without any past experiences of working together. This study examines the relative influences of media condition and group cohesion on social presence, task participation, and group consensus. Results from a controlled laboratory experiment with 45 triads of college students working on a decision-making task showed that media condition (audio conferencing vs. desktop videoconferencing) has significantly smaller influences on social presence and task participation than group cohesion in established groups. The study found that influence of group cohesion over social presence is additive, rather than substitutive, to that of media condition. The study also established that task participation played a more important role than social presence in determining the degree of consensus among group members in computer-mediated communication environments. [ABSTRACT FROM AUTHOR]


Zachman, J. A. (1987). "A Framework for Information Systems Architecture." IBM Systems Journal 26(3): 276.
	Because of the increasing size and complexity of the implementations of information systems, some logical construct (or architecture) must be used for defining and controlling the interfaces and the integration of all of the components of the system. Information systems architecture is defined by creating a descriptive framework from disciplines quite independent of information systems. Then, by analogy, the information systems architecture is specified based on upon the neutral, objective framework. By studying fields of endeavor external to the information systems community, particularly those professions involved in producing complex engineering products, it is possible to hypothesize by analogy a set of architectural representations for information systems. The resulting framework could prove quite valuable in such areas as: 1. improving professional communications within the information systems community, and 2. placing a wide variety of tools or methodologies in relation to one another.


Zachman, J. A. (1999). "A framework for information systems architecture." IBM Systems Journal 38(2): 454.
	Reprints the article `A framework for information systems architecture,' which appeared in the 1987 issue of `IBM Systems Journal,' Volume 26, Number 3.


Zack, M. H. (1999). "Developing a knowledge strategy." California Management Review 41(3): 125-146.
	

Zack, M. H. (1999). "Managing Codified Knowledge." Sloan Management Review 40(4): 45.
	Firms can derive significant benefits from consciously, proactively, and aggressively managing their explicit and explicable knowledge, which many consider the most important factor of production in the knowledge economy. Doing this in a coherent manner requires aligning a firm's organizational and technical resources and capabilities with its knowledge strategy. However, appropriately explicating tacit knowledge so it can be meaningfully shared and reapplied is one of the least understood aspects of knowledge management. This suggests a more fundamental challenge, namely, determining which knowledge an organization should make explicit and which it should leave tacit - a balance that can affect competitive performance. Two case studies of managing explicit knowledge are presented. One is an example of an integrative architecture for the electronic publishing of knowledge gleaned by industry research analysts. The 2nd illustrates the effective use of an interactive architecture for discussion forums to support servicing customers.


Zack, M. H. (2003). "Rethinking the knowledge-based organization." MIT Sloan Management Review 44(4): 67.
	The focus on products or services as a means of categorizing companies or defining the knowledge-based organization leads to a distorted image. Products and services are only what are visible or tangible to success - they are the tip of the iceberg. But like the iceberg, most of what enables a company to produce anything lies below the surface, hidden within the so-called invisible assets of the organizations - its knowledge about what it does, how it does and why. In the course of working with more than 30 companies over the past 8 years, it has been found that a knowledge-based organization is made up of 4 characteristics that can be summarized as: 1. process, 2. place, 3. purposes, and 4. perspective. Process refers to the activities within an organization, some of which are directly involved with making a product or service service and other are ancillary but no less important. Place refers to the boundaries of the organization, which for the purpose of sharing and creating knowledge often go beyond traditional legal boundaries. Purpose refers to the mission and strategy of the organization - how it intends to serve its customers profitably. Perspective refers to the worldview and culture that influences and constraints the decisions and actions of an organization.


Zadrozny, B. and C. Elkan Learning and making decisions when costs and probabilities are both unknown. Proceedings of the Seventh International Conference on Knowledge Discovery and Data Mining.
	

Zaheer, A. and N. Venkatraman (1994). "Determinants of Electronic Integration in the Insurance Industry: An Emperical Test." Management Science 40(5): 549,18.
	

Zeng, D., O. Sheng, et al. (2000). The Design and Experimentation of Agent-based Procurement Systems. Proceedings of the Third International Conference on Telecommunications and Electronic Commerce, Dallas, TX.
	

Zhang, H. and B. Padmanabhan (2004). On the Discovery of Significant Statistical Quantitative Rules. ACM SIGKDD Conference on Knowledge Discovery and Data Mining.
	

Zhang, H. and B. Padmanabhan (2004). Using Randomization to Determine a False Discovery Rate for Rule Discovery. Proceedings Workshop on Information Technologies and Systems.
	

Zietsma, C. and M. Winn (2002). "The War of the Woods: Facilitators and Impediments of Organizational Learning Processes." British Journal of Management 13(3): S61-S62.
	

Zigurs, I. and B. K. Buckland (1998). "A Theory of Task/Technology Fit and Group Support Systems Effectiveness." MIS Quarterly 22(3): 313,22.
	

Zigurs, I. and K. A. Kozar (1994). "An exploratory study of roles in computer-supported groups." MIS Quarterly 18(3): 277,21.
	

Ziman, J. M. (1968). What Is Science? Science is Public Knowledge. J. M. Ziman. Cambridge, UK, Cambridge University Press.
	

Zmud, R. W. (1979). "Individual Differences and MIS Success: A Review of the Literature." Management Science 25(10): 966,14.
	

Zmud, R. W. (1982). "Diffusion of Modern software practices: Influence of centralization and formalization." Management Science 28(12): 1421,11.
	

Zmud, R. W. (1984). "An examination of Push-Pull theory applied to Process Innovation in knowledge work." Management Science 30(6): 727,12.
	

Zmud, R. W. (1998). "A Personal Perspective on the State of Journal Refereeing." MIS Quarterly 22(3): xlv-xlviii.
	

Zmud, R. W. (2000). Framing the domains of IT management: Project the future through the past. Cincinnati, OH, Pinnaflex Education Resources, Inc.
	

Zmud, R. W. and M. H. Olson (1989). Field Experimentation in MIS Research. Harvard Business School Research Colloquium.
	

Zollo, M. and S. G. Winter (2002). "Deliberate learning and the evolution of dynamic capabilities." Organization Science 13(3): 339.
	This paper investigates the mechanisms through which organizations develop dynamic capabilities, defined as routinized activities directed to the development and adaptation of operating routines. The argument is made that dynamic capabilities are shaped by the coevolution of these learning mechanisms. The relative effectiveness of these capability-building mechanisms is analyzed as contingent upon selected features of the task to be learned, such as its frequency, homogeneity, and degree of causal ambiguity. Somewhat counter intuitive implications of the analysis include the relatively superior effectiveness of highly deliberate learning processes such as knowledge codification at lower levels of frequency and homogeneity of the organizational task, in contrast with common managerial practice.


Zuboff, S. (1988). In the Age of the Smart Machine. New York, Basic Books division.