This paper reviews and extends recent scholarly and popular literature to provide a broad overview of how information technology (IT) impacts organizational characteristics and outcomes. First, based on a review of the literature, we describe two of the principal performance enhancing benefits of IT: information efficiencies and information synergies, and identify five main organizational outcomes of the application of IT that embody these benefits. We then discuss the role that IT plays in moderating the relationship between organizational characteristics including structure, size, learning, culture, and interorganizational relationships and the most strategic outcomes, organizational efficiency and innovation. Throughout we discuss the limitations and possible negative consequences of the use of

This paper reports the results of an empirical study that examines how a manager's experience with a specific strategic information technology in their industry influences cognitive managerial tasks associated with new information technologies. Specifically, we sought to assess the effects of both positive and negative managerial experiences on: the framing of new information technologies as threats or opportunities for the firm, the perceived uncertainty associated with responding to new information technologies, and the seeking of information about new information technologies. We undertook this study in the tax preparation industry and examined how managerial perceptions of new information technologies were shaped by managers' previous experiences with electronic filing technology for tax returns. 3 4 LEARNING FROM EXPERIENCE: MANAGERIAL INTERPRETATIONS OF PAST AND FUTURE INFORMATION TECHNOLOGIES 1.0 Introduction Information and information technologies have long been considere...

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

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