Journal of Information Technology

The relationships between business strategy, organizational culture and the use of information technology are examined in order to see how overall organizational effectiveness and competitiveness are affected. The interference between these and the limits each imposes on the other are identified.

The relative importance of context and generalizability (or particularism and universalism) has long been debated in scientific research. Recently, Davison and Martinsons raised valid concerns about the possibility of false universalism in IS research, discussed its negative consequences, and made a call for explicitly including particularism in research design and reporting. In this commentary, we generally agree with the notion that context should matter more in IS research; yet, the importance of generalizability in research should not be downplayed. Specifically, we posit that generalizability should be given higher position in the scientific process and be the ultimate goal for researchers. Still, researchers need to fully understand the research context, which, in combination and replication, can help to cautiously make generalizable knowledge claims. Therefore, we characterize the relationship between context and generalizability as that of a “King” (as an analogy of the local role of context) versus the “Emperor” (as an analogy of the global role of generalizability).

The need to simultaneously achieve operational efficiency, while accommodating a continuous morphing of alliances and network arrangements, is a key challenge in the modern enterprise and market. Inter-firm interdependence and unpredictable market shifts heighten the need to establish an architecture and governance arrangement that permits rapid adaptation. Fully integrated firms have increasingly morphed into networks of collaborators. The demand for efficient and effective inter-firm coordination is no longer a desired condition, but essential for competitive position. Historically, the cost of this efficiency has been loss of flexibility, yet volatile markets reward efficiency and flexibility. Market trends demand an ability to improvise in the marketplace – converge execution with planning – while being simultaneously efficient. In this paper, we explore this improvisation-efficiency paradox. The architecture and governance issues are considered that seek the strengths of both effects. Efficiency need not come at a high cost in attaining the ability to be adaptive and spontaneous. We explore the key considerations of both network architecture and governance structures that characterize improvisational networks. Trade communities and trading partners establish a discipline of processes and decision rights that serve the community of collaborators.

Histories of information systems are inseparable from the histories of their governance. In the case of the Internet, governance structures informally developed during its early design were substantially different from the typical mechanisms resulting from public policy decision-making. Traditionally, global information systems, such as telecommunication systems, were governed through state-centric mechanisms that would set treaty-based framework for non-state actors to operate within. Legitimate participation in these traditional governance structures was the prerogative of states that possessed sole decision-making authority. In the case of the Internet, non-state-actor-driven governance frameworks were developed outside of those traditional mechanisms. They relied on a different conception of legitimacy and authority. This paper discusses how the state and non-state actors were forced to cooperate around the creation of institutions that could accommodate the variety of views on authority, legitimacy, and decision-making processes in Internet governance. It tracks the creation of the Internet Governance Forum as a case where notions of legitimacy and authority were redefined for policy deliberations of complex information systems. The paper concludes with whether those changes lead to the emergence of new institutions that contribute to the sustainability of the network by enabling coexistence of competing political interests and values; and what this could mean for the future of the network.

This paper presents a hybrid organizational structure chosen by a corporation as a means to combine the benefits of centralization and decentralization. The hybrid structure is the result of a restructuring effort by a coal company in Kentucky under the directive of its parent corporation to ensure maximum resource utilization within a more streamlined organizational structure. Through an observation of the restructuring process, we are able to demonstrate how and why it is important for top-level managers to understand and make the best use of the intricate synergism between information technology and organizational structure. The strategic implications of a hybrid structure and the roles of information technology in organizational changes are explored. We argue that a hybrid structure is a viable and strategically valuable structural alternative, especially for highly diversified conglomerates that grow through mergers and acquisitions of other companies.

Information and communication technologies are known to be instrumental in the enhancement of healthcare management capabilities in developing countries. Turkey – a developing country – has undergone a major healthcare transformation marked by the redesign of primary care delivery and the implementation of a nation-wide Electronic Health Records (EHR) system. In this research, presenting Turkey’s case, we investigate the consequences of EHR implementation in developing countries. We argue that to better understand the consequences, we need to link macro-level healthcare goals with micro-level system usage behaviors that actualize the macro-level goals or alternatively result in unintended negative health outcomes. We posit that this linkage is achieved through the meso-level structures, namely the EHR and the organizational context, in which it is embedded. Hence, we examine the EHR’s role in this relationship. Our findings indicate that EHR usage both enables and constrains the achievement of clinicians’ professional goals in the context of primary care delivery. Moreover, goal alignment between the government agency as the designer of the system and the clinicians influence the outcomes of the EHR-enabled transformation. When the healthcare goals are aligned, the system enables the clinicians to achieve their professional goals and their system usage behaviors converge, contributing to improvements in health outcomes. Contrarily, when the goals are misaligned, the system constrains goal achievement and the clinicians show divergent usage behaviors, including goal abandonment. In turn, goal abandonment may lead to negative consequences and even adversely affect the achievement of population-level healthcare goals in the long run.

Two of the most significant forces shaping organizations are globalization and the continued, rapid and, some would say, radical changes taking place in information technology (IT). To date, the extant literature has centred on the technology acceptance model (TAM) because it is arguably one of the most widely cited and influential models used for explaining the acceptance of IT. However, this literature has remained relatively silent with respect to the role that differences in national culture might play in IT acceptance as globalization continues. In order to begin to address this deficit, this paper offers a series of research propositions that explore the potential impact of differences in national culture on IT implementation and acceptance. Specifically, the paper explores the effects of culturally induced beliefs – including individualism–collectivism, uncertainty avoidance, long-/short-term orientation and power distance – on the implementation processes that impact on key variables in the TAM. The paper then discusses the potential importance of the revisions it has made for both researchers interested in employing the model for predicting IT acceptance in cross-cultural contexts and for managers faced with introducing new IT in a global organization.