Abstract: Conventions are an important part of articulation work. They are a means to merge the various perspectives and workstyles that are involved in handling shared objects in CSCW. We report on convention use with a groupware system used in a government ministry. Our findings suggest that defining, establishing, and following conventions is aided by the visibility of other people's activities using the system. We describe a prototype that supports users in maintaining conventions by providing awareness facilities and an overview for shared objects.

Information systems researchers have a long tradition of drawing on theories from disciplines such as economics, computer science, psychology, and general management and using them in their own research. Because of this, the information systems field has become a rich tapestry of theore-1 Jane Webster was the accepting senior editor for this paper. MISQ REVIEW tical and conceptual foundations. As new theories are brought into the field, particularly theories that have become dominant in other areas, there may be a benefit in pausing to assess their use and contribution in an IS context. The purpose of this paper is to explore and critically evaluate use of the resource-based view of the firm (RBV) by IS researchers. The paper provides a brief review of resourcebased theory and then suggests extensions to make the RBV more useful for empirical IS research. First, a typology of key IS resources is presented, and these are then described using six traditional resource attributes. Second, we emphasize the particular importance of looking at both resource complementarity and moderating factors when studying IS resource effects on firm performance. Finally, we discuss three considerations that IS researchers need to address when using the RBV empirically. Eight sets of propositions are advanced to help guide future research. Keywords: Resource-based view, organizational impacts of IS, information systems resources, competitive advantage, IS strategic planning, information resource management

A Review and Assessment of Research This paper reviews and assesses the emerging research literature on information technology and organizational learning. After discussing issues of meaning and measurement, we identify and assess two main streams of research: studies that apply organizational learning concepts to the process of implementing and using information technology in organizations; and studies concerned with the design of information technology applications to support organizational learning. From the former stream of research, we conclude that experience plays an important, yet indeterminate role in implementation success; learning is accomplished through both formal training and participation in practice; organizational knowledge barriers may be overcome by learning from other organizations; and that learning new technologies is a dynamic process characterized by relatively narrow windows of opportunity. From the latter stream, we conclude that conceptual designs for organizational memory information systems are a valuable contribution to artifact development; learning is enhanced through systems that support communication and discourse; and that information technologies have the potential to both enable and disable organizational learning. Currently, these two streams flow independently of each other, despite their close conceptual and practical links. We advise that future research on information technology and organizational learning proceeds in a more integrated fashion, recognizes the situated nature of organizational learning, focuses on distributed organizational memory, demonstrates the effectiveness of artifacts in practice, and looks for relevant research findings in related fields. 2

Although organizational innovation with information technology is often carefully considered, bandwagon phenomena indicate that much innovative behavior may nevertheless be of the “me too” variety. In this essay, we explore such differences in innovative behavior. Adopting a perspective that is both institutional and cognitive, we introduce the notion of mindful innovation with IT. A mindful firm attends to an IT innovation with reasoning 1 Jane Webster was the accepting senior editor for this paper. Swanson & Ramiller/Innovating Mindfully with IT RESEARCH ARTICLE grounded in its own organizational facts and specifics. We contrast this with mindless innovation, where a firm’s actions betray an absence of such attention and grounding. We develop these concepts by drawing on the recent appearance of the idea of mindfulness in the organizational literature, and adapting it for application to IT innovation. We then bring mindfulness and mindlessness together in a larger theoretical synthesis in which these apparent opposites are seen to interact in ways that help to shape the overall landscape of opportunity for organizational innovation with IT. We conclude by suggesting several promising new research directions.

Please do not quote from this version, which probably differs slightly from the version in print. Abstract. Research on the Internet's role in politics has struggled to transcend technological determinism-- the assumption, often inadvertent, that the technology simply imprints its own logic on social relationships. An alternative approach traces the ways, often numerous, in which an institution's participants appropriate the technology in the service of goals, strategies, and relationships that the institution has already organized. This amplification model can be applied in analyzing the Internet's role in politics. After critically surveying a list of widely held views on the matter, this paper illustrates how the amplification model might be applied to concrete problems. These include the development of social networks and ways that technology is used to bind people together into a polity. 1

This paper examines the adoption and development of intranets in large business organizations. The authors demonstrate that intranet technology introduces a host of new managerial and technical challenges and requires new approaches to IS development. Evidence from two European corporations indicates that the traditional division of labor and definition of work roles in IS development breaks down. The distinction between developers and users becomes increasingly blurred and new organizational roles and structures associated with intranets are emerging. However, ready-made organizational models for implementing and managing intranets do not exist and the two organizations in this study have followed two different approaches. One organization favors a "planned change" approach, emphasizing management control and careful planning. The other organization prefers an "improvisational" approach, emphasizing experimentation, innovation and local initiative.

Abstract. Conventions are necessary to establish in any recurrent cooperative arrangement. In electronic work, they are important so as to regulate the use of shared objects. Based on empirical results from a long-term study of a group cooperating in electronic work, I present examples showing that the group failed to develop normative convention behavior. These difficulties in forming conventions can be attributed to a long list of factors: the lack of clear precedents, different perspectives among group members, a flexible cooperation media, limited communication, the design process, and discontinuous cooperation. Further, I argue that commitments to the conventions were difficult, due to the conventions not reaching an acceptance threshold, uneven payoffs, and weak social influences. The empirical results call for a specific set of awareness information requirements to promote active learning about the group activity in order to support the articulation of conventions. The requirements focus on the role of feedback as a powerful mechanism for shaping and learning about group behavior.

In this article we theorize about the design of information infrastructures (II). We define an information infrastructure as a shared, evolving, heterogeneous installed base of IT capabilities based on open and standardized interfaces. Such information infrastructures, when appropriated by a community of users offer a shared resource for delivering and using information services in a (set of) community. Information infrastructures include complex socio-technical ensembles like the Internet or EDI networks. Increased integration of enterprise systems like ERP or CRM systems has produced similar features for intraorganizational systems. Our theorizing addresses the following challenge in designing information infrastructures: how to tackle their inherent complexity, scale and functional uncertainty? These systems are large, complex and heterogeneous. They never die and evolve over long periods of time while they adapt to needs unknown during design time. New infrastructures are designed as extensions to or improvements of existing ones in contrast to green field design. The installed base of the existing infrastructure and its scope and complexity influence how the new infrastructure can be designed. Infrastructure design needs to focus on installed base growth and infrastructure flexibility as to avoid technological traps

Knowledge is now recognized as an important basis for competitive advantage and many firms are beginning to establish initiatives to leverage and manage organizational knowledge. These include efforts to codify knowledge in repositories as well as efforts to link individuals using information technologies to overcome geographic and temporal barriers to accessing knowledge and expertise. We suggest that Knowledge Management (KM) efforts, to be successful, need to be sensitive to features of the context of generation, location, and application of knowledge. To this end, we highlight the situated organizational learning perspective that views knowledge as embedded in individuals, in connections between individuals, and in artifacts as a useful lens to examine phenomena related to the establishment of KM initiatives. In an ethnographic case study of an effort to change knowledge-work processes in a market research firm, we apply the situated knowledge perspective to highlight the factors responsible for the limited success of the initiative in the firm. This study suggests that a consideration of the situated knowledge web and the alignment of the initiatives with the features of the knowledge web are central to success in knowledge management efforts in firms.

In this paper, we present experiences from long-term groupware development, introduction, and use in an organization. We report lessons learned concerning how a complex design process operates and how its components interact. Our experiences suggest that the processes of requirement analysis, system development, and user support need to facilitate the merging of individual work patterns into congruent system usage. We confirm the changing nature of groupware use by reporting empirical results describing different learning phases.