Abstract The emerging electronic economy is bringing with it new forms of IT-enabled intermediation, virtual supply chains, rapidly changing electronic commerce technologies, increasing knowledge intensity, and unprecedented sensitivity for time-to-market by customers. Customers are demanding more value, customized to their exact needs, at less cost, and as quickly as possible. The enterprises that will survive in such a demanding environment will need to innovate and invent new ways of creating value, and will require different enterprise architectures and different IT infrastructures. This article focuses on providing a framework for guiding an enterprise as it transforms itself to function more effectively in the electronic economy. Using the distribution industry in general and Marshall Industries in particular as a context, the article draws insights for transforming an extended enterprise's architecture and its IT infrastructure to enable new ways of creating value in ...

With the passage of the Sarbanes-Oxley Act in the United States in 2002, and an ever-increasing corporate focus on ensuring prudent returns on technology investments, the notion of IT governance became a major issue for both business practitioners and academics. Although the term “IT governance ” is a relatively new addition to the syntax of academic research, significant previous work is reported on IT decisions rights and IT loci of control, notions that are synonymous with the current understanding of IT governance. This paper presents a literature review for existing research in IT governance. A framework, named the Conceptual Framework For IT Governance Research is proposed to provide a logical structure for existing research results. Using this framework, we classify the previous literature on governance into two separate streams that follow parallel paths of advancement. A popular contemporary notion of IT governance is then presented, together with the argument that this new notion, by implicitly extending both streams of research, represents an initial amalgamation of the two paths of literature. We conclude that even with the consideration of contemporary structures, academicians and practitioners alike continue to explore the concept of IT governance in an attempt to find appropriate mechanisms to govern corporate IT decisions.

The emerging electronic economy is bringing with it new forms of IT-enabled intermediation, 1Robert Zmud was the accepting senior editor for this paper. Also, an earlier version of this paper won first prize in the 1997 SIM Paper Competition. virtual supply chains, rapidly changing electronic commerce technologies, increasing knowledge intensity, and unprecedented sensitivity for time-to-market by customers. Customers are demanding more value, customized to their exact needs, at less cost, and as quickly as possible. The enterprises that will survive in such a demanding environment will need to innovate and invent new ways of creating value, and will require different enterprise architectures and different IT infrastructures. This article focuses on providing a framework for guiding an enterprise as it transforms itself to function more effectively in the electronic economy. Using the distribution industry in general and Marshall Industries in particular as a context, the article draws insights for transforming an extended enterprise’s architecture and its IT infrastructure to enable new ways. of creating value in the electronic economy. The article provides a staged junction box model for guiding the transformation and also articulates the elements of the new value logic for enterprises in the electronic economy.

The notion that effective relationships between groups improve coordination, cooperation and consequently performance has considerable appeal in a broad range of contexts. In particular, partnerships are viewed as critical organizational mechanisms enabling information systems groups and their clients within organizations to utilize existing information technology investments already in place and to tap the potential offered by information technologies. This paper proposes a theoretical model drawing from socio-cognitive theory, highlighting a convergence in perspectives on key issues between the groups as the mechanism underlying partnerships. Data from a survey of 671 managers on both sides of IS-User relationships in multiple firms provides support for the model and the hypothesized relationship between convergence in perspectives and the performance of IS groups. In particular, the results suggest that a convergent assessment of the perspectives of IS groups by Users significantly enhances the performance of IS groups. This paper is among the first efforts in the IS literature to use dyadic data provided by both IS and User groups to understand IS-User relationships. Keywords: IS-User Partnerships, Social Cognition Theory, Perspective Taking, IS Performance

Resistance to IT-enabled change Plus ça change: defensive translations and resistance to ITenabled change in local government

Abstract—This article is an extension and a practical application

Information technology (IT) management capabilities have been noted in prior research as having a significant impact on firm performance. However, it is not clear how these capabilities impact firm performance. This research focuses in particular on one salient IT management capability, viz., IT infrastructure capability, and develops a conceptual model linking IT infrastructure capability with firm performance. The model identifies three dynamic capabilities that mediate the links between IT infrastructure capability and firm performance: customer and market focus, process management, and performance management capability. Data from 134 firm and business units is utilized to empirically evaluate the hypotheses derived from this model. The results provide compelling evidence for the mediating effects of these dynamic capabilities. Further, our empirical tests suggest that the mediated effects model is has more validity than a model that posits direct impacts of IT infrastructure capabilities on firm performance. These results have significant implications for future research and practice on how IT management capabilities contribute to the development of business capabilities and enhancement of

research and the organizations participating in the research effort that chose to remain anonymous for their assistance in collecting the data. The first author also wishes to thank Gordon Davis, N. Venkatraman, Stephanie Watts and Weidong Xia for their helpful comments and Mark Bergen for his encouraging persistence that helped bring closure to the final draft! Linking IS-User Partnerships … 2Linking IS-User Partnerships to IS Performance: A Socio-Cognitive Perspective The notion that effective relationships between groups improve coordination, cooperation and consequently performance has considerable appeal in a broad range of contexts. In particular, partnerships are suggested as critical organizational mechanisms enabling information systems groups and their clients within organizations to utilize existing information technology investments already in place and to tap the potential offered by information technologies. This paper proposes a theoretical model drawing from socio-cognitive theory, highlighting a convergence in perspectives on key issues between the groups as the central mechanism underlying partnerships. Data from a survey of managers on both sides of 95 IS-User relationships in multiple firms provides support for the model and the hypothesized relationship between convergence in perspectives and the

This paper briefly reviews the IS valuation, planning and control literature and suggests several areas where the models and methods of accounting research may be of reference value to IS researchers. These areas encompass (i) method issues in assessing the value of IS investments, (ii) modeling the sources of value from IS, (iii) development of an integrative framework for implementing IS investments and (iv) development of measurement systems for better capturing the paths of IS effects across time.

This study uses the institutional theory as a lens for explaining choice of IT governance modes in organizations. Reasons are given to show how an IT governance mode can in itself be considered a legitimized institution. A conceptual framework is then developed, and several hypotheses are presented. The framework considers the IT governance modes from a non-rational perspective. It posits that coercive, normative, and mimetic pressures have an influence on the choice of IT governance modes.