We examined 155 information systems research articles published from 1983 to 1988 and found that although this research is not rooted in a single overarching theoretical perspective, it does exhibit a single set of philosophical assumptions regarding the nature of the phenomena studied by information systems researchers, and what constitutes valid knowledge about those phenomena. We believe that a single research perspective for studying information systems phenomena is unnecessarily restrictive, and argue that there exist other philosophical assumptions that can inform studies of the relationships between information technology, people, and organizations. In this paper, we present two additional research philosophies for consideration-the interpretive and the critical-and for each we provide empirical examples to illustrate how they are used. We conclude by suggesting that much can be gained if a plurality of research perspectives is effectively employed to investigate information systems phenomena. Philosophical assumptions—Research approaches—Positivist research—Interpretivist research—Critical research

This paper presents the findings of an empirical study into two organizations' experiences with the adoption and use of CASE tools over time. Using a grounded theory research approach, the study characterizes the organizations' experiences in terms of processes of incremental or radical organizational change. These findings are used to develop a theoretical framework for conceptualizing the organizational issues around the adoption and use of these tools--issues that have been largely missing from contemporary discussions of CASE tools. The paper thus has important implications for research and practice. Specifically, the framework and findings suggest that in order to account for the experiences and outcomes associated with CASE tools, research- ers should consider the social context of systems development, the intentions and actions of key players, and the implementation process followed by the organization. Similarly, the paper suggests that practitioners will be better able to manage their organizations' experiences with CASE tools if they understand that such implementations involve a process of organizational change over time and not merely the installation of a new technology.

Despite the importance to researchers, managers, and policy makers of how information technology (IT) contributes to organizational performance, there is uncertainty and debate about what we know and don’t know. A review of the literature reveals that studies examining the association between information technology and organizational performance are divergent in how they conceptualize key constructs and their interrelationships. We develop a model of IT business value based on the resource-based view of the firm that integrates the various strands of research into a single framework. We apply the integrative model to synthesize what is known about IT business value and guide future research by developing propositions and suggesting a research agenda. A principal finding is that IT is valuable, but the extent and dimensions are dependent upon internal and external factors, including complementary organizational resources of the firm and its trading partners, as well as the competitive and macro environment. Our analysis provides a blueprint to guide future research and facilitate knowledge accumulation and creation concerning the organizational performance impacts of information technology.

This paper reports on a comparative case study of 13 industrial firms that had implemented an enterprise resource planning (ERP) system. Firms were compared based on their dialectical learning process. All firms had to overcome knowledge barriers of two types: those associated with the configuration of the ERP package, and those associated with the assimilation of new work processes. We examined the mechanisms through which firms attempted to overcome each type of knowledge barrier. We also observed different ERP implementation approaches: piecemeal and concerted. In the former approach, firms concentrated on the technology first and on process changes second. In the latter approach, both the technology and the process changes were tackled together. The learning challenges associated with each of these approaches were found to be different. Keywords: Enterprise Resource Planning, Process Theory, IT implementation, Dialectics of Change, Organizational Learning. ii 3 1. INTRODUCTION ...

Mixed empirical results about the value oflT investments are an invitation to seek better theory. Recently, a number of researchers have proposed theoretical models that trace the path IT investment inputs take on the way to creating business value. Despite substantive differences, the theoretical models share some common elements-- n particular, all of them contain a cause-effect argument of the "necessary, but not sufficient " form that characterizes process theories. In this paper, we attempt our own process theory synthesis of these models, resolving some of their apparent contradictions, to serve as a platform for future research. One important implication of our process model is to highlight IT use and kalowhow as intermediate outcomes requiring much further research. 1.

This paper examines the usefulness of the diffusion of innovation research in developing theoretical accounts of the adoption of complex and networked IT solutions. We contrast six conjectures underlying DOI research with field data obtained from the study of the diffusion of EDI. Our analysis shows that DOI based analyses miss some important facets in the diffusion of complex technologies. We suggest that complex IT solutions should be understood as socially constructed and learning intensive artifacts, which can be adopted for varying reasons within volatile diffusion arenas. Therefore DOI researchers should carefully recognize the complex, networked, and learning intensive features of technology; understand the role of institutional regimes, focus on process features (including histories) and key players in the diffusion arena, develop multi-layered theories that factor out mappings between different layers and locales, use multiple perspectives including political models, institutional models and theories of team behavior, and apply varying time scales while crafting accounts of what happened and why. In general the paper calls for a need to develop DOI theories at the site by using multiple levels of analysis.

In the past, most collaboration support systems have focused on either automating fixed work processes or simply supporting communication in ad-hoc processes. This results in systems that are usually inflexible and difficult to change or that provide no specific support to help users decide what to do next. This paper describes a new kind of tool that bridges the gap between these two approaches by flexibly supporting processes at many points along the spectrum: from highly specified to highly unspecified. The development of this approach was strongly based on social science theory about collaborative work. Keywords Process Specificity, Process Support System, MixedInitiative Systems, Dynamic/Improvisational Change.

Abstract-Increasingly we wish to ask and research questions about the adoption of interorganizational systems and electronic commerce at the industry level but are hampered by the lack of a theory of concerted purposeful action at this large level of analysis. In this paper we give the outlines of such a theory and indicate the uses to which it can be put. Particular attention is paid to how the routine day-to-day activities of the firms and support organizations that make up an industry group can be coordinated in such a way that we can speak of an industry as engaged in purposeful activity. We contend that only through a deep understanding of the possibilities and nature of routine coordinated activity at this level can issues concerning promotion, implementation and adoption of interorganizational systems by whole industries be properly framed. I.

Acknowledgements: The development of NeBIC theory has benefited greatly from the detailed guidance of the editor, associate editor, and reviewers. I also wish to thank research associate Michael Williams and Arvin Sayam for their valuable assistance and healthy debate in maturing the ideas presented here. NeBIC: A Dynamic Capabilities Theory for Assessing Net-enablement We propose the Net-enabled Business Innovation Cycle as an applied dynamic capabilities theory for measuring, predicting, and understanding a firm’s ability to create customer value through the business use of digital networks. The theory incorporates both a variance and process view of netenabled business innovation. It identifies four sequenced constructs: Choosing new IT, Matching with Economic Opportunities, Executing Business Innovation for Growth, and Assessing Customer Value, along with the processes and events that inter-relate them as a cycle. The sequence of these theorized relationships for net-enablement asserts that choosing IT precedes rather than aligns with corporate strategy. The theory offers a logically consistent and falsifiable basis for grounding research programs on metrics of net-enabled business innovation. NeBIC Page 1 1

ICTs) are reshaping many industries, often by reshaping how information is shared. Informationintensive industries, by their nature, show the greatest impacts due to ICTs that enable information sharing and the bypassing of traditional information intermediaries. However, while the effects and uses of ICT are often associated with organizations (and industries), their use occurs at the individual level. In other words, it is changes to individual work related to the use of ICTs that reshape both organization and industry structures, and vice versa. To explore the relationships between individual uses of ICT and changes to organization and industry structures, we examined the residential real estate industry. Real estate is a revelatory industry for the study of ICT uses because it is information-intensive and realtors are information intermediaries between buyers and sellers. As agents, buyers and sellers increase their uses of ICT, they also change how they approach their daily work. We use structuration theory to provide an analytic perspective within this setting.