David Paper

Demystifying Grounded Theory for Business Research

The grounded theory method (GT) remains elusive and misunderstood by many—even those who advocate its use. In practice, many research studies cite the use of GT but merely apply certain a la carte aspects or jargon of the method while not actually incorporating the fundamental principles of the methodology. Consequently, the purpose of this article is fourfold: (a) to demystify the key tenets of GT, (b) to discuss the problematic impacts of adopting an a la carte approach to GT, (c) to draw attention to GT as a rigorous method for business research, and (d) to advocate for the increased use of GT by more researchers where appropriate. Throughout the article, the authors use the example of a recently completed GT study by the lead author to highlight the multiple dimensions of GT and how they all work together.

The state of business process reengineering: a search for success factors

In this article, we explore the organizational process change dynamic through a theoretical lens of business process reengineering (BPR) models. We review relevant literature related to such models to devise a synthesized model of BPR. The synthesized model facilitates the identification of success factors for BPR. Results from in-depth case-study research add explanatory power to our model. It is hoped that our model and subsequent success factors will offer insights to help organizations effectively manage change and transformation.

User Acceptance of Voice Recognition Technology: An Empirical Extension of the Technology Acceptance Model

Voice recognition technology-enabled devices possess extraordinary growth potential, yet some research indicates that organizations and consumers are resisting their adoption. This study investigates the implementation of a voice recognition device in the United States Navy. Grounded in the social psychology and information systems literature, the researchers adapted instruments and developed a tool to explain technology adoption in this environment. Using factor analysis and structural equation modeling, analysis of data from the 270 participants explained almost 90% of the variance in the model. This research adapts the technology acceptance model by adding elements of the theory of planned behavior, providing researchers and practitioners with a valuable instrument to predict technology adoption.

The effect of task uncertainty, decentralization and AIS characteristics on the performance of AIS: an empirical case in Taiwan

This study investigated the fit between contingency variables (e.g. task uncertainty and decentralization) in accounting information systems (AIS); a good fit is assumed to improve user satisfaction. We divided task uncertainty into two dimensions: variability and analyzability. We chose information scope, timeliness, and aggregation as the AIS characteristics to be studied within each dimension. User satisfaction was adopted as a surrogate to measure the performance of AIS. The responses of 126 managers were drawn from a cross-industry sample in Taiwan. Multiple regression models were employed to test the hypotheses. The results of the empirical test led us to two results: (1) broad-scope information (external environment or future-oriented information) promotes user satisfaction in high task variability situations, and (2) in a highly decentralized organization, broad-scope, timely, and aggregated information will also facilitate user satisfaction.

A BPR case study at Honeywell

We embarked on a case study to explore one organization’s experiences with radical change for the purpose of uncovering how they achieved success. The organization we examined was Honeywell Inc. in Phoenix, Arizona, USA. From the interview data, we were able to devise a set of ten lessons to help others transform successfully. Two important lessons stand out above the rest. First, execution of a carefully developed change plan separates the high performers from less successful BPR projects. Second, recognition that dealing with change is difficult and complicated is not enough. Top management should make change management a top priority and communicate the change vision across the organization.

BPR: Creating the Conditions for Success

Abstract The business process improvement (BPI) literature is replete with advice on how to improve business processes, but what is lacking is a holistic approach that encompasses the most important facets for long-term success—methods to facilitate people, an organizational structure conducive to empowerment, and a systematic method for solving problems. The study offers an in-depth examination of the BPI methodology used by Caterpillar. The case details what Caterpillar has done to make BPI work and offers tips to help other organizations overcome obstacles to BPI success. A theoretical model is developed that offers a conceptual view of holistic BPI.

An E-Commerce Process Model: Perspectives from E-Commerce Entrepreneurs

The failure of dot-coms is a staggering 75% in the first two years. Many of these failures were small and medium-sized enterprises (SMEs). One of the most commonly cited reasons for failure has been lack of a workable strategic business model to guide e-commerce (electronic commerce) efforts. We began this study because we wanted to explore if successful e-commerce SMEs use a guiding strategic process model, and if they do, ask them to articulate the model components. We chose a qualitative research method to obtain a rich description of the e-commerce process. The interview pool consisted of 15 interviews with established SME e-commerce entrepreneurs. From deep analysis of the data, a set of e-commerce process components and interrelationships between those components emerged from the data. We then synthesized (from the rich description) a model of the e-commerce process.

A Theoretical Framework Linking Creativity, Empowerment, and Organizational Memory

Empowerment, creativity, and organizational memory are constructs that have been researched in MIS. While each construct has received individual attention, we have found relatively little research linking them. One of the major edicts of empowerment is delegation of decision making authority to lower-level employees. Increased authority allows employees more freedom to be creative. However, if creative thought is generated but not captured, innovative ideas may be lost. Organizational memory can capture creative ideas as they are generated so that empowered teams can draw upon positive creative experiences. We developed a theoretical model to illuminate the relationships between organizational memory, worker empowerment, and creativity. The model portrays the linkages between empowerment and creativity, creativity and organizational memory, and organizational memory and empowerment. The model was developed based on the literature in each respective area and an interview-based study concerning “empowered” systems development project teams and organizational memory. Analysis of the interview data revealed that empowered workers generate creative solutions to problems. However, creative solutions can only be used for future projects if they are somehow recorded into organizational memory. Organizations that empowered their workforce and embraced creativity reported increased customer satisfaction, waste reduction, and some quality gains. In contrast, those that did not empower reported little or no change. Organizations that recorded creative solutions to problems believe that retrieval of this information could be potentially useful for future projects. Potential challenges faced by organizations classified into each cell are also presented. This classification scheme should prove useful as a guide to organizations examining the potential benefits and pitfalls of worker empowerment and organizational memory.

A Case of an IT-Enabled Organizational Change Intervention: The Missing Pieces

This case study documents an organizational change intervention concerning the implementation of a novel information technology at a university-owned research foundation (URF). It evidences the disparate expectations and reactions by key actors toward the change event, marking a mismatch between a new paradigm required by the new technology and existing information technology practices. Drawing upon change management and management information systems (MIS) literature, we discuss the perceived change management issues hindering the change process at URF. Our discussion is tempered by a theoretical lens that attempts to integrate the literature bases drawn upon in this research. In particular, resistance from in-house IT specialists was observed as the strongest force obstructing the novel IT implementation. This study offers a forum to stimulate both researchers and practitioners to rethink the necessary elements required to enact change, especially with respect to novel IT implementations.

Management of information technology and quality performance in health care facilities

Abstract The objective of this research was to investigate the moderating effect of information technology (1T) infrastructure on the relationship between health care information management and quality performance within health care departments. The variables that were measured included both management and customer perceptions of quality, management of health care information (MOHCI), and IT infrastructure. This research focused on the determinants of departmental quality. The study conceptualized and developed measures for quality, MOHCI, and IT infrastructure variables. A significant relationship was observed between the management of health care information and quality performance. IT infrastructure exhibited a direct, rather than a moderating, effect on quality performance. The research also found/ that significant differences exist between customer and manager perceptions of quality.