INTERVIEWEE PROFILE: An interview with Coral R. Snodgrass, PhD., President Buffalo-Niagara Region Council for International Visitors
访谈对象简介:对Coral R. Snodgrass博士的访谈。布法罗-尼亚加拉地区国际游客委员会主席
{"title":"The Expert's Opinion","authors":"E. Szewczak","doi":"10.4018/IRMJ.1998100104","DOIUrl":"https://doi.org/10.4018/IRMJ.1998100104","url":null,"abstract":"INTERVIEWEE PROFILE: An interview with Coral R. Snodgrass, PhD., President Buffalo-Niagara Region Council for International Visitors","PeriodicalId":44735,"journal":{"name":"Information Resources Management Journal","volume":"11 1","pages":"35-36"},"PeriodicalIF":1.4,"publicationDate":"1998-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70478061","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This paper discusses the increasing threat of legal liability for developers should software malfunction and cause financial loss or harm to the user. Recent events in the software industry have signaled a changing environment for development organizations. A discussion of the mounting market expectations for software to function properly is presented to underscore the increasing potential for users to seek legal recourse. Various theories in the U.S. legal system may form the basis for legal action on the part of the user, based upon the characteristics of the individual case. The focus of this discussion is on software which is developed for sale, as opposed to in-house development, since most legal actions would arise between a vendor and purchaser. Although we conclude that the legal liability of the software developer is currently unclear and varies by jurisdiction, the threat is nonetheless present and may indeed be on the rise.
{"title":"The increasing threat of legal liability for software developers","authors":"J. Sipior, Burke T. Ward, William P. Wagner","doi":"10.4018/IRMJ.1998100103","DOIUrl":"https://doi.org/10.4018/IRMJ.1998100103","url":null,"abstract":"This paper discusses the increasing threat of legal liability for developers should software malfunction and cause financial loss or harm to the user. Recent events in the software industry have signaled a changing environment for development organizations. A discussion of the mounting market expectations for software to function properly is presented to underscore the increasing potential for users to seek legal recourse. Various theories in the U.S. legal system may form the basis for legal action on the part of the user, based upon the characteristics of the individual case. The focus of this discussion is on software which is developed for sale, as opposed to in-house development, since most legal actions would arise between a vendor and purchaser. Although we conclude that the legal liability of the software developer is currently unclear and varies by jurisdiction, the threat is nonetheless present and may indeed be on the rise.","PeriodicalId":44735,"journal":{"name":"Information Resources Management Journal","volume":"11 1","pages":"25-34"},"PeriodicalIF":1.4,"publicationDate":"1998-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70478009","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Certain researchers argue that systems analysts are too technical, a situation that may contribute to system failures. The results of this study, however, contradict this argument. By applying a framework of Dos Santos and Hawk 1988, analysts were found to have three primary orientations: technical, socio-political, and user. No one orientation dominated. Using the framework applied in this study, managers can consider the analysts' orientations in assigning development activities. Researchers can identify diverse orientations in future studies where attitudes may be significant predictors of system performance or development success.
{"title":"Systems Analysts' Attitudes Toward Information Systems Development","authors":"James J. Jiang, G. Klein, J. Balloun","doi":"10.4018/IRMJ.1998100101","DOIUrl":"https://doi.org/10.4018/IRMJ.1998100101","url":null,"abstract":"Certain researchers argue that systems analysts are too technical, a situation that may contribute to system failures. The results of this study, however, contradict this argument. By applying a framework of Dos Santos and Hawk 1988, analysts were found to have three primary orientations: technical, socio-political, and user. No one orientation dominated. Using the framework applied in this study, managers can consider the analysts' orientations in assigning development activities. Researchers can identify diverse orientations in future studies where attitudes may be significant predictors of system performance or development success.","PeriodicalId":44735,"journal":{"name":"Information Resources Management Journal","volume":"11 1","pages":"5-10"},"PeriodicalIF":1.4,"publicationDate":"1998-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70477756","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Utilization and user satisfaction in end-user computing: a task contingent model","authors":"Changki Kim, Kunsoo Suh, Jinjoo Lee","doi":"10.4018/IRMJ.1998100102","DOIUrl":"https://doi.org/10.4018/IRMJ.1998100102","url":null,"abstract":"","PeriodicalId":44735,"journal":{"name":"Information Resources Management Journal","volume":"11 1","pages":"11-24"},"PeriodicalIF":1.4,"publicationDate":"1998-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.4018/IRMJ.1998100102","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70477892","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
NKK Corporation was established as Japan’s first privately owned steelmaker, more than eight decades ago. This initiative was the beginning of a continuing record of diversification and innovation. Today, NKK has over 20,000 employees and gross sales exceeding US$126 billion. NKK provides a wide variety of products and services, some for domestic consumption and others for export. Its major divisions are: steel, engineering, urban development, and LSI. The Global Business Partnership Action Program at NKK reflects involvement in several world regions. For example, in the United States, NKK has acquired a 70% interest in the National Steel Corporation.
{"title":"The Expert's Opinion","authors":"A. Ramaprasad","doi":"10.4018/IRMJ.1998070104","DOIUrl":"https://doi.org/10.4018/IRMJ.1998070104","url":null,"abstract":"NKK Corporation was established as Japan’s first privately owned steelmaker, more than eight decades ago. This initiative was the beginning of a continuing record of diversification and innovation. Today, NKK has over 20,000 employees and gross sales exceeding US$126 billion. NKK provides a wide variety of products and services, some for domestic consumption and others for export. Its major divisions are: steel, engineering, urban development, and LSI. The Global Business Partnership Action Program at NKK reflects involvement in several world regions. For example, in the United States, NKK has acquired a 70% interest in the National Steel Corporation.","PeriodicalId":44735,"journal":{"name":"Information Resources Management Journal","volume":"11 1","pages":"39-40"},"PeriodicalIF":1.4,"publicationDate":"1998-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70477378","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Despite many potential benefits for both the employer and the employee resulting from telework arrangements, this innovation has not been adopted and diffused as expected. This study uses innovation theory as a foundation to study the growth of telework by empirically testing the strength of the relationship between facilitator variables and the adoption and diffusion of telework. Strong relationships were found for both general innovation facilitator variables, such as top management support and a champion, and innovation-specific facilitator variables as suggested by the telework literature. These results suggest that to obtain a more complete model of the relevant factors in the adoption and diffusion of innovations, characteristics of the specific innovation must be considered. Also, these findings have implications for the future growth of telework and can guide those wishing to champion telework in their organization
{"title":"Facilitating Innovation Adoption and Diffusion: The Case of Telework","authors":"C. Ruppel, Geoffry S. Howard","doi":"10.4018/IRMJ.1998070101","DOIUrl":"https://doi.org/10.4018/IRMJ.1998070101","url":null,"abstract":"Despite many potential benefits for both the employer and the employee resulting from telework arrangements, this innovation has not been adopted and diffused as expected. This study uses innovation theory as a foundation to study the growth of telework by empirically testing the strength of the relationship between facilitator variables and the adoption and diffusion of telework. Strong relationships were found for both general innovation facilitator variables, such as top management support and a champion, and innovation-specific facilitator variables as suggested by the telework literature. These results suggest that to obtain a more complete model of the relevant factors in the adoption and diffusion of innovations, characteristics of the specific innovation must be considered. Also, these findings have implications for the future growth of telework and can guide those wishing to champion telework in their organization","PeriodicalId":44735,"journal":{"name":"Information Resources Management Journal","volume":"11 1","pages":"5-15"},"PeriodicalIF":1.4,"publicationDate":"1998-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70477629","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Electronic Data Interchange EDI is a widely used form of electronic commerce. Numerous strategic and tactical advantages have been attributed to the use of EDI. We develop and empirically test a theoretical model to explain the extent of EDI implementation in organizations. Factors considered include organization structural characteristics size, centralization, and functional differentiation and organization learning factors technical expertise, level of EDI knowledge, and training availability. We use three dependent variables to assess the extent of EDI implementation volume, diversity, and sophistication. We analyze 235 responses from a national survey of 1200 EDI users. Our analysis suggests the data provide some support for the model. The results indicate that organization size explains much of the extent of EDI implementation in organizations, suggesting that the extent of EDI implementation is partly a matter of resource availability and transaction volume. The level of technical and EDI knowledge also influences the extent of EDI implementation. Functional differentiation affects EDI diversity and EDI sophistication. Training availability influences EDI sophistication in organizations.
{"title":"The influence of organization structure and organizational learning factors on the extent of EDI implementation in U.S. firms","authors":"Matthew McGowan, G. Madey","doi":"10.4018/IRMJ.1998070102","DOIUrl":"https://doi.org/10.4018/IRMJ.1998070102","url":null,"abstract":"Electronic Data Interchange EDI is a widely used form of electronic commerce. Numerous strategic and tactical advantages have been attributed to the use of EDI. We develop and empirically test a theoretical model to explain the extent of EDI implementation in organizations. Factors considered include organization structural characteristics size, centralization, and functional differentiation and organization learning factors technical expertise, level of EDI knowledge, and training availability. We use three dependent variables to assess the extent of EDI implementation volume, diversity, and sophistication. We analyze 235 responses from a national survey of 1200 EDI users. Our analysis suggests the data provide some support for the model. The results indicate that organization size explains much of the extent of EDI implementation in organizations, suggesting that the extent of EDI implementation is partly a matter of resource availability and transaction volume. The level of technical and EDI knowledge also influences the extent of EDI implementation. Functional differentiation affects EDI diversity and EDI sophistication. Training availability influences EDI sophistication in organizations.","PeriodicalId":44735,"journal":{"name":"Information Resources Management Journal","volume":"11 1","pages":"17-27"},"PeriodicalIF":1.4,"publicationDate":"1998-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70477169","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
While some firms are developing computer-based Executive Information Systems EIS to support key executives and managers, a large number of organizations are presently not using EIS. Our focus here is on structural factors associated with the adoption of EIS capabilities that support managerial communication, coordination, control, and planning. A national survey was conducted to collect data for the empirical study. Our analysis uses data from 210 organizations representing adopters and non-adopters of key EIS capabilities. Adopters of each of the four EIS capabilities have higher levels of environmental dynamism, heterogeneity, and hostility than their non-adopting counterparts. EIS adopters with higher levels of environmental pressures appear to be implementing distributed architectures to deliver EIS applications. Furthermore, adopters of EIS capabilities for purposes of coordination, control, and planning have larger IS departments than non-adopters. It also appears that larger organizations are implementing EIS capabilities for planning purposes to a greater degree than smaller organizations. They also have a greater proportionate representation from the for-profit sector. Implications of these findings are discussed along with directions for future research
{"title":"The structural context of executive information systems adoption","authors":"D. Bajwa, Arun Rai, A. Ramaprasad","doi":"10.4018/IRMJ.1998070103","DOIUrl":"https://doi.org/10.4018/IRMJ.1998070103","url":null,"abstract":"While some firms are developing computer-based Executive Information Systems EIS to support key executives and managers, a large number of organizations are presently not using EIS. Our focus here is on structural factors associated with the adoption of EIS capabilities that support managerial communication, coordination, control, and planning. A national survey was conducted to collect data for the empirical study. Our analysis uses data from 210 organizations representing adopters and non-adopters of key EIS capabilities. Adopters of each of the four EIS capabilities have higher levels of environmental dynamism, heterogeneity, and hostility than their non-adopting counterparts. EIS adopters with higher levels of environmental pressures appear to be implementing distributed architectures to deliver EIS applications. Furthermore, adopters of EIS capabilities for purposes of coordination, control, and planning have larger IS departments than non-adopters. It also appears that larger organizations are implementing EIS capabilities for planning purposes to a greater degree than smaller organizations. They also have a greater proportionate representation from the for-profit sector. Implications of these findings are discussed along with directions for future research","PeriodicalId":44735,"journal":{"name":"Information Resources Management Journal","volume":"11 1","pages":"28-38"},"PeriodicalIF":1.4,"publicationDate":"1998-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70477178","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Knowledge engineers are essential to the development of expert systems. However, the roles knowledge engineers are expected to play during knowledge acquisition is not well defined. In addition, much of the literature dealing with knowledge engineers' skills and roles is normative in nature, further adding to the lack of clear definition. The research reported in this paper attempts to empirically develop a clear definition of the roles of a knowledge engineer and to compare and contrast it with that of a systems analyst in the Information Systems environment. A survey was conducted that examines several dimensions of roles knowledge engineers are expected to play during knowledge acquisition and compares these results with similar research that has dealt with systems analysts. Appropriate conclusions, directions for research, and implications for organizations conclude the paper.
{"title":"Roles of Knowledge Engineers and Their Relationship to Systems Analysts","authors":"K. Mykytyn, Peter Mykytyn, M. Raja","doi":"10.4018/IRMJ.1998040102","DOIUrl":"https://doi.org/10.4018/IRMJ.1998040102","url":null,"abstract":"Knowledge engineers are essential to the development of expert systems. However, the roles knowledge engineers are expected to play during knowledge acquisition is not well defined. In addition, much of the literature dealing with knowledge engineers' skills and roles is normative in nature, further adding to the lack of clear definition. The research reported in this paper attempts to empirically develop a clear definition of the roles of a knowledge engineer and to compare and contrast it with that of a systems analyst in the Information Systems environment. A survey was conducted that examines several dimensions of roles knowledge engineers are expected to play during knowledge acquisition and compares these results with similar research that has dealt with systems analysts. Appropriate conclusions, directions for research, and implications for organizations conclude the paper.","PeriodicalId":44735,"journal":{"name":"Information Resources Management Journal","volume":"11 1","pages":"14-26"},"PeriodicalIF":1.4,"publicationDate":"1998-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70477577","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Information technology IT is rapidly becoming an essential requirement for the conduct of international business. In many cases, IT is a driving force as evinced by its role in business expansion and competitive advantage in worldwide markets. Anecdotal accounts of innovative uses of IT in international business continue to appear in popular press as well as in many practitioner journals. Lately, the academic research community has taken note of IT in international business and has begun inquiry into global IT management. Yet at this early stage of inquiry, neither the issues nor their relative importance are clearly known. 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 professionals, six topical areas in GITM have been identified. The topical areas as well as specific research issues are further evaluated for their relative importance. The 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.
{"title":"Research Issues in Global Information Technology Management","authors":"Prashant C. Palvia","doi":"10.4018/IRMJ.1998040103","DOIUrl":"https://doi.org/10.4018/IRMJ.1998040103","url":null,"abstract":"Information technology IT is rapidly becoming an essential requirement for the conduct of international business. In many cases, IT is a driving force as evinced by its role in business expansion and competitive advantage in worldwide markets. Anecdotal accounts of innovative uses of IT in international business continue to appear in popular press as well as in many practitioner journals. Lately, the academic research community has taken note of IT in international business and has begun inquiry into global IT management. Yet at this early stage of inquiry, neither the issues nor their relative importance are clearly known. 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 professionals, six topical areas in GITM have been identified. The topical areas as well as specific research issues are further evaluated for their relative importance. The 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.","PeriodicalId":44735,"journal":{"name":"Information Resources Management Journal","volume":"11 1","pages":"27-36"},"PeriodicalIF":1.4,"publicationDate":"1998-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70477588","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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