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.

This paper presents an extension to the technology acceptance model (TAM) and empirically examines it in an enterprise resource planning (ERP) implementation environment. The study evaluated the impact of one belief construct (shared beliefs in the benefits of a technology) and two widely recognized technology implementation success factors (training and communication) on the perceived usefulness and perceived ease of use during technology implementation. Shared beliefs refer to the beliefs that organizational participants share with their peers and superiors on the benefits of the ERP system. Using data gathered from the implementation of an ERP system, we showed that both training and project communication influence the shared beliefs that users form about the benefits of the technology and that the shared beliefs influence the perceived usefulness and ease of use of the technology. Thus, we provided empirical and theoretical support for the use of managerial interventions, such as training and communication, to influence the acceptance of technology, since perceived usefulness and ease of use contribute to behavioral intention to use the technology. # 2003 Elsevier B.V. All rights reserved.

Abstract. Enterprise Systems potentially lead to significant efficiency gains but require a well-conducted configuration process. A promising idea to manage and simplify the configuration process is based on the premise of using reference models for this task. Our paper continues along this idea and delivers a two-fold contribution: first, we present a generic process for the task of model-driven Enterprise Systems configuration including the steps of (a) Specification of configurable reference models, (b) Configuration of configurable reference models, (c) Transformation of configured reference models to regular build time models, (d) Deployment of the generated build time models, (e) Controlling of implementation models to provide input to the configuration, and (f) Consolidation of implementation models to provide input to reference model specification. We discuss inputs and outputs as well as the involvement of different roles and validation mechanisms. Second, we present an instantiation case of this generic process for Enterprise Systems configuration based

Current business process redesign practices, in the defense sector as well as in business in general, are based on several assumptions inherited from Taylor’s scientific management method, including the key assumption that activity-flow representations should provide the basis for business process redesign. While this assumption was probably correct for most organizations in the early 1900s, it is clearly inconsistent with the fact that, currently, “information ” is what most flows in business processes, even in manufacturing organizations. The current focus of current business process redesign approaches should be on information flows rather than activity flows. (An action research study of a business process redesign project involving the U.S. Department of Defense (DoD) and Computer Sciences Corporation supports this hypothesis.) Business processes are sets of interrelated activities that are performed to achieve a business goal. Business process redesign dates back to the

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This paper reports on exploratory, descriptive and comparative analyses of client-centred major issues, from the perspectives of individuals who have been directly and substantively involved with SAP Financials in five closely related government agencies. A three-round, nonanonymous, Delphi-type, open-survey was adopted using personalised email with attached survey instruments. To support the interpretation of study findings, a series of interviews and domain experts ’ workshops were conducted during and after the Delphi survey rounds. Implications for practice and research are discussed. The study also makes interesting methodological observations, suggesting pitfalls and possible improvements when employing a Delphi-type survey approach in similar or more traditional IS key issues studies.

In this paper, we build on previous work inferring lessons learnt from five years of experience in using generic offthe-shelf requirements engineering (RE) processes in Enterprise Resource Planning (ERP) projects [7]. We identify and discuss six ways that the application of a generic RE process model can succeed or fail. The distinction between success and failure is not always immediately evident. Experience 1.

The paper presents a case study of the configuration and use of a standard e-procurement packaged software. It focuses on reviewing the new business processes that the system introduces. It, then, applies the Actor Network Theory’s (ANT) notions of associations and power in order to illustrate that the new business processes introduce a new power circuit effect. In so doing, it aims to provide insight into the performing social and technical network that the newly introduced system constructs. The paper then suggests that the system configuration should not only focus on the technical functionality of the system but it should also consider how the system’s new business processes would affect the social, organisational, and political architecture of the organisation and its established performing power networks. 1.

A survey of major issues with Enterprise Systems was administered within the State Government of Queensland, Australia and a subset of these issues mapped against Szulanski’s model of inter-firm best practice transfer stickiness (Szulanski, G. 1996. Exploring internal stickiness: Impediments to the transfer of best practice within the firm. Strategic Management Journal, 17(Special Issue), 27-43). The paper discusses impediments to knowledge transfer within this context, presents findings from the a posteriori application of Szulanski’s model to the survey responses, and suggests future research directions.

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