Information Systems Journal最新文献

Managers who oversee cybersecurity policies commonly rely on managerial encouragement (e.g., rewards) and employee characteristics (e.g., attitude) to drive compliant behaviour. However, whereas some cybersecurity initiatives are perceived as reasonable by employees, others are viewed as a ‘waste of time’. This research introduces employee judgements of cybersecurity legitimacy as a new angle for understanding employee compliance with cybersecurity policies over time. Drawing on theory from the organisational legitimacy and cybersecurity literature, we conduct a three-wave survey of 529 employees and find that, for each separate wave, negative legitimacy judgements mediate the relationship between management support and compliance, as well as between cybersecurity inconvenience and compliance. Our results provide support for cybersecurity legitimacy as an important influence on employee compliance with cybersecurity initiatives. This is significant because it highlights to managers the importance of not simply expecting compliant employee behaviour to follow from the introduction of cybersecurity initiatives, but that employees need to be convinced that the initiatives are fair and reasonable. Interestingly, we did not find sufficient support for our expectation that the increased likelihood of a cybersecurity incident will moderate the legitimacy-policy compliance relationship. This result suggests that the legitimacy perceptions of employees are unyielding to differences in the risk characteristics of the cybersecurity incidents facing organisations.

With this research opinion article, we aim to contribute to the ongoing conversation concerning diversity, equity and inclusion (DEI) within the IS community. Following Windeler et al.'s (2020) research on perceptions of DEI among members of the Association for Information Systems (AIS), we focus on how conferences should be convened in the post-COVID-19 era to maximise inclusivity. What are the benefits, challenges and implications of holding online and hybrid conferences? Informed by feedback from a survey involving IS scholars in the Global South and from a wide array of AIS senior scholars and conference leaders, we identify several challenges and opportunities of online and hybrid conferences (or, more generally, conferences allowing remote access) for the IS community. We weigh these tradeoffs and implications for DEI and provide reflections to generate constructive discussion on the future of AIS conferences.

To motivate visitors to engage with websites, e-tailers widely employ monetary rewards (e.g., vouchers, discounts) in their website designs. With advances in user interface technologies, many e-tailers have started to offer gamified monetary reward designs (MRDs), which require visitors to earn the monetary reward by playing a game, rather than simply claiming the reward. However, little is known about whether and why gamified MRDs engage visitors compared to their non-gamified counterpart. Even less is known about the effectiveness of gamified MRDs when providing certain or chance-based rewards, in that visitors do or do not know what reward they will gain for successfully performing in the game. Drawing on cognitive evaluation theory, we investigate gamified MRDs with certain or chance-based rewards and contrast them to non-gamified MRDs with certain rewards in user registration systems. Our results from a multi-method approach encompassing the complementary features of a randomised field experiment (N = 651) and a randomised online experiment (N = 330) demonstrate differential effects of the three investigated MRDs on user registration. Visitors encountering either type of gamified MRD are more likely to register than those encountering a non-gamified MRD. Moreover, gamified MRDs with chance-based rewards have the highest likelihood of user registrations. We also show that MRDs have distinct indirect effects on user registration via anticipated experiences of competence and sensation. Overall, the paper offers theoretical insights and practical guidance on how and why gamified MRDs are effective for e-tailers.

Online extremism remains a persistent problem despite the best efforts of governments, tech companies and civil society. Digital technologies can induce group polarization to promote extremism and cause substantial changes to extremism (e.g., create new forms of extremism, types of threats or radicalization approaches). Current methods to counter extremism induce undesirable side-effects (e.g., ostracize minorities, inadvertently promote extremism) or do not leverage the full potential of digital technologies. Extremism experts recognize the need for researchers from other disciplines, like information systems, to contribute their technical expertise for understanding and countering online extremism. This article aims to introduce the field of information systems to the issue of online extremism. Information systems scholars address technology-related societal issues from a sociotechnical perspective. The sociotechnical perspective describes systems through a series of interactions between social (structure, people) and technical components (physical system, task). We apply the sociotechnical perspective to (1) summarize the current state-of-the-art knowledge of 222 articles in a systematic multi-disciplinary literature review and (2) propose specific research questions that address two questions (How do digital technologies augment extremism? How can we successfully counter online extremism?).

As global disruptions escalate, digital resilience (DR)—the capacity to anticipate, absorb, and adapt to external shocks by leveraging Information Systems (IS)—has become crucial for individuals and organisations confronting and managing unprecedented crises. This research advances understanding on how to develop DR, drawing on insights from an Action Design Research (ADR) study conducted during the COVID-19 pandemic. Our research explores a particular facet of DR: the capacity to manage exogenous shocks through the design  of new IS solutions. We introduce the ADAPT framework, comprising five key enablers—Agility, Designation, Alignment, Participation, and Trust—recommended to support design teams developing IS solutions during and for crises. Our ADR project, which resulted in the creation of a telemonitoring system used by over 115 frontline healthcare workers to monitor the symptoms of more than 1000 COVID-19 patients, demonstrates the instrumental role these five enablers play in supporting a crisis-propelled IS design process that is urgent, resource-limited, and multi-partite. By presenting new design process knowledge and practical recommendations that guide crisis-driven IS design, we aim to equip design teams with the understanding they need to effectively navigate similar challenges in the future. We also hope to inspire and support IS researchers to apply their expertise in the design, deployment, and use of IS solutions to contribute to crisis-driven design endeavours that tackle the pressing and urgent challenges of our time.

An increasing number of companies have implemented digital platforms to attract complementors who create innovations on the platform. Establishing such digital platforms is a challenge for incumbent companies because they lack related experience and capabilities. In particular, boundary resources that are the interface between the platform and complementors need to be well-designed to attract complementors and keep them engaged. We propose that lead complementor involvement helps incumbent companies to improve the design of the platform boundary resources. In a multi-year action research study, we established lead complementor involvement in the boundary resource design of a digital platform for automotive onboard apps at the BMW Group and evaluated how boundary resources improved. Along three episodes, we illustrate that lead complementor involvement was effective and we summarise our findings in four propositions: (1) lead complementor involvement facilitates platform emergence for incumbent companies by enhancing boundary resource design, (2) lead complementor involvement is more efficient in higher platform layers, (3) lead complementor involvement is facilitated by an increase of intensity and frequency of interactions between complementors and platform owner and (4) establishing a complementor community helps to continuously identify opportunities for lead complementor involvement. We contribute to the information systems literature on platform emergence and design by focusing on the process of designing boundary resources and by considering the heterogeneity of complementors. Furthermore, we contextualise the concept of lead user involvement in the domain of digital platforms and compare and contrast lead complementors and lead users.

Simultaneous exploration and exploitation (i.e., exploration–exploitation) can help a firm address short-term environmental requirements and ensure long-term environmental viability. Exploration–exploitation, however, challenges organisational practices because they compete for resources and time. While business analytics (BA) offers the potential to overcome these challenges, research to date offers very limited insights into how BA capabilities interact with ambidextrous capabilities to realise environmental value. We address this issue by conducting a comparative case study at a bank and at a real-estate trust through the theoretical lens of dynamic capabilities. We develop a process model to explain how BA powers ambidextrous practices to achieve sustainability outcomes over time. We uncover two mechanisms: a BA-powered context shaping mechanism by which BA powers contextual ambidexterity at the employee level using data availability, timeliness, and analytics culture; and a BA-powered resource linking mechanism by which BA powers structural ambidexterity at intra- and inter-organisational levels using holistic insights and analytics leadership. Our model highlights the contextual factors that condition the extent to which a firm moves along the continuum of exploration–exploitation. We also define a new dimension of sustainability outcomes which we label eco-awareness to explain how BA shapes employees' environmental alertness and enables the paradigm shift in an organisation's sustainability mindset.