ACKNOWLEDGEMENTS: We thank the senior editor on the manuscript, V. Sambamurthy, and the anonymous associate editor and reviewers for their many insightful suggestions on earlier

The emerging work on understanding open source software has strongly argued for the importance of understanding what leads to effectiveness in OSS development, has frequently pointed to ideology and communication as probable factors in effectiveness, and has presented conflicting opinions about the role of trust in effectiveness. For all the discussion of these issues, there has been no comprehensive elaboration of what constitutes OSS ideology, and very little empirical data has been brought to bear on examining antecedents of OSS team effectiveness. This paper develops a framework of the OSS ideology (including specific norms, beliefs, and values) and a theoretical model to show how components of the ideology, combined with trust and communication, impact effectiveness in OSS teams. The research model proposes distinct roles for affective trust, cognitive trust, social communication, and task communication as determinants of OSS team effectiveness. Qualitative and quantitative data are analyzed to evaluate the model. The results suggest that in order for OSS projects to grow into the kind of large successes that prior work has studied, the teams that work on them should foster the norms and values of the larger community and maintain consistent task communication to develop cognitive trust among members. Keywords: Open Source Software, Trust, Ideology, Communication, Virtual Teams ISRL categories: DA01, DA06, DD02 EFFECTIVENESS IN OPEN SOURCE SOFTWARE DEVELOPMENT TEAMS While the practices associated with Open Source Software (OSS) development have been in use for decades, recent years have seen a surge of interest in OSS across developers, businesses, governments, and academic researchers. Since its inception, more than 67,000 projects have been registered on Sourcefo...

Model-Based Software Configuration: Patterns and Languages The common presupposition of enterprise systems (ES) is that they lead to significant efficiency gains. However, this is only the case for well-implemented ES that are well-aligned with the organisation. The list of ES implementation failures is significant which is partly attributable to the insufficiently addressed fundamental problem of adapting an ES efficiently. As long as it is not intuitively possible to configure an ES, this problem will prevail because organisations have a non-generic character. A solution to this problem consists in re-thinking current practices of ES provision. This paper proposes a new approach based on configurable process models which reflect ES functionalities. We provide in this paper a taxonomy of situations that can occur from a business perspective during process model configuration. This taxonomy is represented via so-called semantic configuration patterns. In the next step we discuss so-called syntactic configuration patterns. This second type of configuration patterns implements the semantic configuration patterns for specific modelling techniques. We chose two popular process modelling languages in order to illustrate our approach.

The respondents ’ ‘Perspective on measurement ’ is an important design consideration in contemporary Information System (IS) evaluations. An Enterprise System (ES), unlike a traditional Information System, entails many stakeholders ranging from top executives to data entry operators. These stakeholders typically have multiple and often conflicting objectives and priorities and rarely agree on a set of common aims. The importance of analyzing ES-success at multiple levels within organizations has been discussed among academics for several decades with no clear consensus with the employment cohorts. There is no universal agreement on what employment cohorts should be canvassed. This paper seeks to identify the salient stakeholders of ES and illustrate the importance of assessing ES-success from multiple perspectives. The two-phased study analyses data of 310 respondents and examines 81 IS-success studies. The study identifies three key employment cohorts in the context of ES and highlights the importance of measuring ES-success from a multi-stakeholder view point. 1

For nearly 30 years, since its introduction onto corporate management scene in the early 1970s, strategic planning has been on a roller coaster ride. Nearly a decade later strategic information systems planning was put on the same track but that does not mean we have to stay on the same track or that we have to take it at the same speed. If we know what is ahead we can speed up and if we know which obstacles are further on the road we can take a different road to take us where we want to go. We can both learn from history because we have taken the road before and we can learn from the future from the corporate strategy road map but we cannot look into the future. Therefore we cannot suffice to build a static, programmed analytic information plan but have to reckon with changes of the planning environment and internal changes of the organization. There is a need for a dynamic theory of information systems strategy.

Most standards research focus on standardization of Information and Communication Technology (ICT) standards across an industry. Prior research has not focused on standards management issues within organizations. It is important for research on ICT standards to consider the issue of how organizations should effectively manage their internal standards. Internal ICT standards are manifested as information systems (IS) architecture standards and frameworks. We differentiate between infrastructure architecture standards and integration architecture standards. We argue that it is important to differentiate between these two types of architecture standards, because of the differences in the focus, scope, and benefits of infrastructure and integration architecture. We make use of the information processing theory to make hypotheses about how the structure and organization of the architecture team and inter-unit coordination and control mechanisms are expected to differ for effective management of integration and infrastructure architecture. For infrastructure architecture standards, the goals and benefits are obvious to the IT department, but not necessarily so for the individual business units. While using the standards will provide long-term benefits to the organization as a whole, each business unit may not observe a direct benefit from using the standards in the short term. We hypothesize that to effectively manage infrastructure architecture standards, projects should be IT driven, architecture teams should be managed centrally, and the necessary inter-unit coordination and control processes should be in place to govern the interactions of architects and IT operations personnel. On the other hand...

In this study, we developed a conceptual model for electronic business (e-business or EB) adoption incorporating six adoption facilitators and inhibitors, based on the technology-organization-environment framework. Survey data from 3,100 businesses and 7,500 consumers in eight European countries were used to test the model. We conducted confirmatory factor analysis to assess the reliability and validity of constructs.

Strategic information planning is an important topic in practice as well as in research. Work so far has focused mainly on the planning process itself rather than on the actual information strategy as its output. The paper points out different approaches to substantiating the concept of information strategy with perhaps the most advanced approach being the system of plans approach. However, existing approaches are not satisfactory regarding their structure, completeness and rationales. We propose a more comprehensive model of information strategy that is argued to overcome the deficiencies of the existing approaches. Our model introduces the concepts of information infrastructure and information function. It helps to clarify ongoing discussions devoted to information strategy as a functional departmental strategy, to strategic alignment as well as to the role of the CIO and allows the integration of separate views on information strategy from different disciplines.

He has over 10 years of industrial experience in the areas of Engineering and Quality Management. His current research focuses on information infrastructures and competitive advantage. ABSTRACT: Researchers and practitioners alike have taken note of the potential value of an organization’s IT infrastructure. IT infrastructure expenditures account for over 58 percent of an organization’s IT budget and the percentage is growing at 11 percent a year. Some even have called IT infrastructure the new competitive weapon and see it as being crucial in developing a sustained competitive advantage. Unique characteristics of an IT infrastructure determine the value of that infrastructure to an organization. One characteristic, IT infrastructure flexibility, has captured the attention of researchers and practitioners. In fact, in most recent surveys featuring issues of most importance to IT executives, the development of a flexible and responsive IT infrastructure and related topics are always at or near the top of the responses. Although the importance of IT infrastructure flexibility has been established, the development of a valid, reliable instrument to measure this construct has not been reported in the

Abstrakti. Toimintaympäristön muutokset terveydenhuollossa ovat aiheuttaneet paineita organisaatioiden sisäiselle muutokselle ja johtamiselle. Tietojärjestelmien on nähty olevan merkittävä osuus pyrkimyksessä hallita tätä muutosta. Nopea siirtyminen sähköiseen tiedonhallintaan ei kuitenkin ole sujunut ongelmitta. Vaikka järjestelmät aluksi näyttävät kohtalaisen helpolta hallita ovat ne myöhemmin tarpeiden kasvaessa alkaneet laajeta hallitsemattomaksi ja rönsyileväksi kokonaisuudeksi. Samaan aikaan on järjestelmien ja hankkeiden suunnittelu jäänyt taka-alalle. Jotta järjestelmistä pystyttäisiin kasvattamaan järkevä ydintoimintaan kiinteästi liittyvä kokonaisuus, pitää organisaatiolla olla sekä selkeä toimintastrategia että siihen kiinteästi kuuluva tietohallintostrategia. Tässä paperissa kerrotaan ensin mitä tarkoitetaan tietojärjestelmien strategisella suunnittelulla ja mitä asioita aikaisempi tutkimus on painottanut suunnittelussa. Sen jälkeen pohjautuen empiiriseen tutkimukseen käydään läpi muutamia suunnittelussa oleellisia asioita. 1. Tutkimusongelma Tietojärjestelmien strategisella suunnittelulla tarkoitetaan prosessia, jossa organisaatio tunnistaa ja valitsee sellaiset tietojärjestelmähankkeet, jotka tukevat sen liiketoimintasuunnitelmien toteutusta ja liiketoiminnan päämäärien saavuttamista [8]. Suunnittelun tulee myös varmistaa organisaation sitoutuminen ja riittävät resurssit näiden