{"title":"Reminiscences and Reflections on my Retirement: Ten Takeaways that Worked for Me","authors":"Avison David","doi":"10.17705/1cais.04417","DOIUrl":"https://doi.org/10.17705/1cais.04417","url":null,"abstract":"","PeriodicalId":47724,"journal":{"name":"Communications of the Association for Information Systems","volume":null,"pages":null},"PeriodicalIF":2.0,"publicationDate":"2019-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79332768","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}
Sara Boysen, B. Hewitt, David Gibbs, Alexander J. McLeod
{"title":"Off-The-Shelf Artificial Intelligence Technologies for Sentiment and Emotion Analysis: A Tutorial on Using IBM Natural Language Processing","authors":"Sara Boysen, B. Hewitt, David Gibbs, Alexander J. McLeod","doi":"10.17705/1cais.04505","DOIUrl":"https://doi.org/10.17705/1cais.04505","url":null,"abstract":"","PeriodicalId":47724,"journal":{"name":"Communications of the Association for Information Systems","volume":null,"pages":null},"PeriodicalIF":2.0,"publicationDate":"2019-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74183343","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}
Jose Ortiz, A. Young, M. D. Myers, Rudolph T. Bedeley, Donal Carbaugh, Hameed Chughtai, Elizabeth J. Davidson, Jordana J. George, J. Gogan, S. Steven, Ean Grimshaw, D. Leidner, Margaret Pulver, Ariel D. Wigdor
{"title":"Impact of MBA Programs’ Business Analytics Breadth on Salary and Job Placement: The Role of University Ranking","authors":"Jose Ortiz, A. Young, M. D. Myers, Rudolph T. Bedeley, Donal Carbaugh, Hameed Chughtai, Elizabeth J. Davidson, Jordana J. George, J. Gogan, S. Steven, Ean Grimshaw, D. Leidner, Margaret Pulver, Ariel D. Wigdor","doi":"10.17705/1cais.04503","DOIUrl":"https://doi.org/10.17705/1cais.04503","url":null,"abstract":"","PeriodicalId":47724,"journal":{"name":"Communications of the Association for Information Systems","volume":null,"pages":null},"PeriodicalIF":2.0,"publicationDate":"2019-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87773368","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}
Antonis C. Stylianou, C. Subramaniam, Yuanyuan Niu
{"title":"HICSS Panel Report on Cognitive Foreshadowing: Next Steps in Applying Neuroscience and Cognitive Science to Information Systems Research","authors":"Antonis C. Stylianou, C. Subramaniam, Yuanyuan Niu","doi":"10.17705/1cais.04504","DOIUrl":"https://doi.org/10.17705/1cais.04504","url":null,"abstract":"","PeriodicalId":47724,"journal":{"name":"Communications of the Association for Information Systems","volume":null,"pages":null},"PeriodicalIF":2.0,"publicationDate":"2019-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79214076","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}
D. Alan Ladd, Avimanyu Datta, Saonee Sarker, Yanjun Yu
We analyze mobile computing trends in research and practice between the years 2000–2009 with an inductive categorization of 806 articles in nineteen leading academic, crossover, and practitioner outlets. We integrate this categorization with previous research in mobile commerce and e-business in order to provide the most comprehensive categorization to date. Using this categorization, we next investigate trends in the discussion and research on mobile computing. From these trends, we develop a comprehensive framework that addresses both where mobile computing research has been over the past ten years, but also areas of opportunity for future research. Results indicate research is required in the areas of: (a) IT value stream proposition (both within and outside the firm), (b) human-computer interaction (designing usable mobile computing systems), (c) legal/ethical issues surrounding mobile computing-enabled activities, and (d) organizational/societal impact and change precipitated by mobile computing technologies.
{"title":"Trends in Mobile Computing within the IS Discipline: A Ten-Year Retrospective","authors":"D. Alan Ladd, Avimanyu Datta, Saonee Sarker, Yanjun Yu","doi":"10.17705/1cais.02717","DOIUrl":"https://doi.org/10.17705/1cais.02717","url":null,"abstract":"We analyze mobile computing trends in research and practice between the years 2000–2009 with an inductive categorization of 806 articles in nineteen leading academic, crossover, and practitioner outlets. We integrate this categorization with previous research in mobile commerce and e-business in order to provide the most comprehensive categorization to date. Using this categorization, we next investigate trends in the discussion and research on mobile computing. From these trends, we develop a comprehensive framework that addresses both where mobile computing research has been over the past ten years, but also areas of opportunity for future research. Results indicate research is required in the areas of: (a) IT value stream proposition (both within and outside the firm), (b) human-computer interaction (designing usable mobile computing systems), (c) legal/ethical issues surrounding mobile computing-enabled activities, and (d) organizational/societal impact and change precipitated by mobile computing technologies.","PeriodicalId":47724,"journal":{"name":"Communications of the Association for Information Systems","volume":null,"pages":null},"PeriodicalIF":2.0,"publicationDate":"2010-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77445925","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}
Threats to information security are proliferating rapidly, placing demanding requirements on protecting tangible and intangible business and individual assets. Biometrics can improve security by replacing or complementing traditional security technologies. This tutorial discusses the strengths and weaknesses of biometrics and traditional security approaches, current and future applications of biometrics, performance evaluation measures of biometric systems, and privacy issues surrounding the new technology.
{"title":"Future Security Approaches and Biometrics","authors":"Serguei Boukhonine, V. Krotov, Barry Rupert","doi":"10.17705/1cais.01648","DOIUrl":"https://doi.org/10.17705/1cais.01648","url":null,"abstract":"Threats to information security are proliferating rapidly, placing demanding requirements on protecting tangible and intangible business and individual assets. Biometrics can improve security by replacing or complementing traditional security technologies. This tutorial discusses the strengths and weaknesses of biometrics and traditional security approaches, current and future applications of biometrics, performance evaluation measures of biometric systems, and privacy issues surrounding the new technology.","PeriodicalId":47724,"journal":{"name":"Communications of the Association for Information Systems","volume":null,"pages":null},"PeriodicalIF":2.0,"publicationDate":"2005-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78882318","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}
J. Fjermestad, K. Passerini, K. Patten, Michael R. Bartolacci, David Ullman
Mobile communication technologies are changing every aspect of the daily life, bringing new opportunities in many areas. Several converging mobile systems can potentially change organizations significantly by shifting the traditional boundaries of work-life and the workplace. Mobile telephony, combining satellite and terrestrial cellular systems, already transformed the way people work by allowing ‘anytime/anywhere’ telephone calling and text messaging. Broadband mobile telephony opens additional avenues to provide information conveniently as quickly and easily as possible, when needed and where needed. The evolution of wireless technologies (from Wireless Personal Area Networks to ubiquitous Third Generation/Universal Mobile Telecommunication System – UMTS) increased the number of services available to business organizations and mobile workers. Machine-to-machine, vertical applications, and mobile office applications are increasingly being deployed. Service providers and mobile operators are also changing the way they operate as a result of the increasing availability of mobile broadband communication services. IT departments need to change their systems, upgrade, and adapt their infrastructure and policies to support these mobile services. These changes are both positive and negative. With this progression, some fundamental questions related to privacy, security, and a new concept of work place and work space are raised. The implications for developing economies, such as China, and their potential for leapfrogging are future attention areas.
{"title":"Moving Towards Mobile Third Generation Telecommunications Standards: The Good and Bad of the 'Anytime/Anywhere' Solutions","authors":"J. Fjermestad, K. Passerini, K. Patten, Michael R. Bartolacci, David Ullman","doi":"10.17705/1cais.01703","DOIUrl":"https://doi.org/10.17705/1cais.01703","url":null,"abstract":"Mobile communication technologies are changing every aspect of the daily life, bringing new opportunities in many areas. Several converging mobile systems can potentially change organizations significantly by shifting the traditional boundaries of work-life and the workplace. Mobile telephony, combining satellite and terrestrial cellular systems, already transformed the way people work by allowing ‘anytime/anywhere’ telephone calling and text messaging. Broadband mobile telephony opens additional avenues to provide information conveniently as quickly and easily as possible, when needed and where needed. The evolution of wireless technologies (from Wireless Personal Area Networks to ubiquitous Third Generation/Universal Mobile Telecommunication System – UMTS) increased the number of services available to business organizations and mobile workers. Machine-to-machine, vertical applications, and mobile office applications are increasingly being deployed. Service providers and mobile operators are also changing the way they operate as a result of the increasing availability of mobile broadband communication services. IT departments need to change their systems, upgrade, and adapt their infrastructure and policies to support these mobile services. These changes are both positive and negative. With this progression, some fundamental questions related to privacy, security, and a new concept of work place and work space are raised. The implications for developing economies, such as China, and their potential for leapfrogging are future attention areas.","PeriodicalId":47724,"journal":{"name":"Communications of the Association for Information Systems","volume":null,"pages":null},"PeriodicalIF":2.0,"publicationDate":"2005-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79583444","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}
NIBCO, Inc., a mid-sized manufacturer of valves and pipe fittings headquartered in the U.S. with $460 million annual revenues, implemented SAP R/3 across its 10 plants and 4 new distribution centers with a Big Bang approach in December 1997. NIBCO management agreed with the Boston Consulting Group recommendation to "cut loose" from its existing legacy systems and replace them with common, integrated systems for finance, materials management, production, and sales/distribution, such as offered in the ERP packages of major vendors by the second half of the 1990s. However, the company leaders chose not to heed the advice of their consultants, or the current trade press, about taking a slower, phased-in approach. Instead, they developed plans for a Big Bang implementation of all modules (except HR) with a $17 million budget and a project completion date 15 months later that allowed for only a 30-day grace period. The project is led by a triad of NIBCO managers with primary accountabilities for business process, IT, and change management. The case describes the legacy IT environment, the ERP purchase and implementation partner choices, the selection and composition of what came to be called the TIGER team, the workspace design for the project team (TIGER den), the key issues addressed by each project sub-team, the incentive scheme, and the complexity added by a distribution center consolidation initiative that runs behind schedule. The case story ends shortly after the Go Live date, with the project leaders replaying their warnings to the executive team about initial dips in productivity and profits. Editor’s Note: This case was the winner of Best Teaching Case award at the International Conference on Information Systems, 2000 that was held December 11-13 in Brisbane Australia. This article will also be published in: Martin, E.W., C.V. Brown, D.W. DeHayes, J.A. Hoffer, and W.C. Perkins. Managing Information Technology, 4th edition, Prentice Hall, 2001.
{"title":"Nibco's \"Big Bang\"","authors":"Carol V. Brown, I. Vessey","doi":"10.17705/1cais.00501","DOIUrl":"https://doi.org/10.17705/1cais.00501","url":null,"abstract":"NIBCO, Inc., a mid-sized manufacturer of valves and pipe fittings headquartered in the U.S. with $460 million annual revenues, implemented SAP R/3 across its 10 plants and 4 new distribution centers with a Big Bang approach in December 1997. NIBCO management agreed with the Boston Consulting Group recommendation to \"cut loose\" from its existing legacy systems and replace them with common, integrated systems for finance, materials management, production, and sales/distribution, such as offered in the ERP packages of major vendors by the second half of the 1990s. However, the company leaders chose not to heed the advice of their consultants, or the current trade press, about taking a slower, phased-in approach. Instead, they developed plans for a Big Bang implementation of all modules (except HR) with a $17 million budget and a project completion date 15 months later that allowed for only a 30-day grace period. The project is led by a triad of NIBCO managers with primary accountabilities for business process, IT, and change management. The case describes the legacy IT environment, the ERP purchase and implementation partner choices, the selection and composition of what came to be called the TIGER team, the workspace design for the project team (TIGER den), the key issues addressed by each project sub-team, the incentive scheme, and the complexity added by a distribution center consolidation initiative that runs behind schedule. The case story ends shortly after the Go Live date, with the project leaders replaying their warnings to the executive team about initial dips in productivity and profits. Editor’s Note: This case was the winner of Best Teaching Case award at the International Conference on Information Systems, 2000 that was held December 11-13 in Brisbane Australia. This article will also be published in: Martin, E.W., C.V. Brown, D.W. DeHayes, J.A. Hoffer, and W.C. Perkins. Managing Information Technology, 4th edition, Prentice Hall, 2001.","PeriodicalId":47724,"journal":{"name":"Communications of the Association for Information Systems","volume":null,"pages":null},"PeriodicalIF":2.0,"publicationDate":"2000-12-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79870936","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}
It is June of 2003, and Donna Slyster, SVP of Operations at CHEP, and her RFID team are anxiously preparing their presentation for the Global Executive Team. After four years of research and development and a total investment of more then $20 million, CHEP has mastered RFID and showcased its potential benefits. However, despite a mandate by key market players to adopt the technology across supply chains, uncertainty about the technology and its benefits is making customers hesitant to deploy CHEP’s RFID-enabled solutions. If Slyster cannot present a viable business model and paying customers soon, CHEP’s RFID initiative will be history…
{"title":"CHEP: The Net of Things","authors":"Sascha Vitzthum, B. Konsynski","doi":"10.17705/1cais.02226","DOIUrl":"https://doi.org/10.17705/1cais.02226","url":null,"abstract":"It is June of 2003, and Donna Slyster, SVP of Operations at CHEP, and her RFID team are anxiously preparing their presentation for the Global Executive Team. After four years of research and development and a total investment of more then $20 million, CHEP has mastered RFID and showcased its potential benefits. However, despite a mandate by key market players to adopt the technology across supply chains, uncertainty about the technology and its benefits is making customers hesitant to deploy CHEP’s RFID-enabled solutions. If Slyster cannot present a viable business model and paying customers soon, CHEP’s RFID initiative will be history…","PeriodicalId":47724,"journal":{"name":"Communications of the Association for Information Systems","volume":null,"pages":null},"PeriodicalIF":2.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82065813","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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