Journal of Strategic Information Systems最新文献

In today’s hypercompetitive environment, it is critical for manufacturing firms to be agile in responding to ephemeral opportunities in the marketplace. This agility often requires the collaboration with supply chain partners. However, how a manufacturing firm collaborates with its suppliers to achieve agility remains an understudied issue. This study holds that manufacturing firms and their suppliers need to develop manufacturer-supplier flexibility accompanied with well-built integrated information systems and associated analytical systems (such as business intelligence) to enable manufacturer agility. To deepen our understanding of the roles of manufacturer-supplier flexibility and IOS technologies in facilitating manufacturer agility, we build and test a model based on the real options theory and bounded rationality. Based on 141 matched-pair samples of Taiwanese manufacturing firms, our findings demonstrate the importance of manufacturer-supplier flexibility in achieving higher manufacturer agility, wherein IOS integration enables better flexibility. We also show IOS-enabled analytical ability can strengthen the effect of such flexibility on manufacturer agility. Implications of the results for practices and academics are provided.

Mobile technologies have dramatically increased the number of work-related interruptions, especially after regular work hours. At the same time, many employees have limited freedom to decide how and when they accomplish their work, a condition that renders the explosion of interruptions especially problematic. This study proposes that perceived interruption overload negatively impacts work-related technology-usage via workers’ experiences of work-life conflict, a key source of stress, and that this indirect effect is stronger for lower levels of worker control (moderated mediation). Data were collected from 601 knowledge workers and analyzed through Conditional process analysis, which integrates moderation and mediation analyses. The results supported our model. This study takes an important step toward elucidating the role of mobile technology in work-life conflict and technostress, and it illustrates the roles of perceived interruption overload as well as conflict and technostress in IT use.

This study proposes and tests a model of information technology outsourcing (ITO) capabilities as antecedents of ITO success. Building on the dynamic capabilities perspective (DCP), the model posits that ITO sensing, ITO seizing, and ITO orchestrating capabilities will influence ITO success by way of both successful reconfiguration of IT solutions and successful delivery of IT services. Building on extant ITO research, the model also hypothesizes that contract management capabilities and relationship management capabilities will influence ITO success via the successful delivery of IT services. Data from a cross-sectional survey of 152 large U.S.-based organizations in various industries were analyzed with PLS. The results support the hypothesis that successful reconfiguration mediates the effect of dynamic capabilities on ITO success. They partially support the hypothesis of successful delivery as mediator of the effect of dynamic capabilities on ITO success. The hypothesis of successful delivery as a mediator of the effect of relationship management capabilities and contract management capabilities on ITO success is supported only for relationship management capabilities. The study offers a theoretical anchoring for the conceptualization of ITO capabilities, which complements the rich and context-specific case-based literature of ITO capabilities and extends current research by adding to existing explanations of how ITO success is achieved.

Researchers and practitioners have long believed that information technology (IT) is a key tool for fostering innovation. However, there is a certain inconsistency in the literature, which makes it challenging for researchers to figure out exactly how and why IT plays such a pivotal, strategic organizational role. The motivation for this research is the multiple contradictory results reported by studies investigating the influence of information technology (IT) on organizational innovation. This study utilizes a fit-based perspective in an attempt to disentangle these contradictions. Using Venkatraman’s (1989) seminal paper on fit, we conceive of two critical fit-based concepts: harmonious IT affordance in an organization (HITA) and a subsequent fit between HITA and organizational courage. HITA reflects a covariance fit (coalignment) between the three major IT affordances in an organization—collaborative affordance, organizational memory affordance, and process management affordance. Organizational courage reflects the boldness (risk-taking ability) of the organization. Finally, HITA and organizational courage represent a matching fit (reflected as actualized HITA) that influences two kinds of innovation: exploratory and exploitative. Two studies, conducted in the US and Chinese contexts, provide support for this theory. The main contribution of the paper is in showing that IT can lead to innovation if (a) organizational IT affordances harmoniously coalign (as HITA); (b) and, organizational courage acts as a powerful contingency that actualizes HITA, and this actualized HITA influences innovation.

This paper investigates service functionality in the domain of B2B platform assimilation from the buyer’s perspective. Using a customer service life cycle framework, we identified five dimensions of service functionality, namely, information search, negotiation, acquisition, ownership, and retirement. We theorize that the importance of these dimensions is contingent upon current level of B2B platform assimilation. Furthermore, building on an enabler-inhibitor perspective, we theorize that the benefits and top management support are the enablers, whereas assimilation costs, managerial complexity, and demand uncertainty are the inhibitors of a firm’s future decision to assimilate a B2B platform. Using a two-staged field survey, we tested our theory on a sample of 191 professionals. The results indicate that the importance of service functionality dimensions varies depending on the current level of service assimilation, namely, the importance of information search functionalities decreases while the importance of ownership and retirement functionalities increases as the firms move from the awareness stage to the general deployment stage. Furthermore, our results indicate that benefits and top management support enable future platform assimilation irrespective of the assimilation stage a firm is in currently. Assimilation costs were found to have negative impact on future platform assimilation among the companies who had a low level of current assimilation. However, the effect became non-significant for the companies with a higher level of current assimilation. Our paper contributes to the theory development by (i) showing that the importance of different IT mediated services is contingent upon current level of assimilation; and (ii) showing which factors retain their importance throughout the assimilation stages. We describe management implications for B2B platform owners and buyer organizations.

To survive in a dynamic and hyper-competitive business environment, firms are compelled to simultaneously introduce incremental and radical innovations. While it is recognised that business intelligence and analytics (BI&A) can support innovation and provide organisational value, the literature provides a limited understanding of its impact on balancing different innovation activities and ensuring performance gains. In this study, we examine the relationship between BI&A use, innovation ambidexterity, and firm performance by relying on the process theory of IS value creation as well as the dynamic capabilities perspective. We test our model using data collected from medium- and large-sized firms in Slovenia, applying partial least squares modelling. The results support the notion that BI&A use is positively associated with successful balancing between explorative and exploitative innovation activities, which in turn enhances firm performance. Our results also indicate that innovation ambidexterity is enhanced in two ways: indirectly through interaction with the firm’s absorptive capacity, and directly by increasing the possibilities of faster experimentation with offerings of products or services and improved predictability of the value of new products or services.

In a digital world, information technology (IT) units routinely update their capabilities to cope with changing business requirements and frequent technology releases. Extending the dynamic capabilities literature, this article presents the concept of dynamic IT capability, a multidimensional first-order dynamic capability that enables IT units to assist firms in appropriating business value from IT resources by influencing a set of IT-related ordinary capabilities. Scholars currently lack a dynamic capabilities framework that explains, from an IT unit’s perspective, how IT resources can be acquired, deployed, integrated, and reconfigured to fulfill business objectives. To bridge this research gap, we develop a high-level framework that highlights three constituent components of dynamic IT capability: dynamic digital platform capability, dynamic IT management capability, and dynamic IT knowledge management capability. Through an extensive literature review, we identify and summarize the set of ordinary capabilities that each dynamic IT capability component creates and reconfigures. We then offer guidance on future instrument development. To encourage further exploration of this critical construct, we close by highlighting future avenues for dynamic IT capability research.

This paper investigates the performance of the Information Systems (IS) discipline as reflected in the scholarly impact of the three IS journals that are included in the Financial Times’ top 50 journals (FT50), the four IS journals in the top tiers of the Chartered Association of Business Schools’ Academic Journal Guide (CABS AJG), and the eight journals that comprise the Association for Information Systems (AIS) Senior Scholars' Basket of Journals (AIS Basket). Journal lists, when framed as a form of ‘strategic signaling’, are used to by institutions to communicate values and priorities to scholars. Through strategic signaling, journal lists are performative and have the potential to shape and constrain research activity. Given the strategic and performative role of journal lists, it is important that the journals that constitute those lists have substantial impact. To measure the scholarly impact of journals we propose a new measure, the HMJ index, which comprises an equally-weighted combination of journal H-index, median citations per article, and Journal Impact Factor (JIF). Using the HMJ index, the results show that all eight AIS Basket journals are performing at a level that is commensurate with the other journals that make up the FT50. The results further show substantial differences between the FT50 journals, such as the number of articles published per annum. Implications for IS scholars, IS groups, and the IS discipline are identified, together with recommendations for action.