Jennifer E. Gerow

Can We Have Fun @ Work? The Role of Intrinsic Motivation for Utilitarian Systems

Since the introduction of the Motivational Technology Acceptance Model in 1992, many researchers have considered both extrinsic and intrinsic motivation as antecedents of intent to use and actual use of a system. However, it has been a long-standing and largely unchallenged assumption that intrinsic motivation (i.e., fun or enjoyment) is a more dominant predictor of hedonic (fun) application use and that extrinsic motivation (i.e., usefulness) is a more dominant predictor of utilitarian (practical) application use. In this article, we probe whether system type serves as a boundary condition (i.e., moderator) for understanding an individual’s interaction with information technology. Specifically, we examine whether perceived enjoyment’s influence on perceived ease of use, perceived usefulness, intention, and use varies with system type. On the basis of a meta-analytic structural equation modeling analysis of 185 studies between 1992 and February 2011, our findings suggest intrinsic motivation is equally relevant for predicting intentions toward using and actual use of both hedonic and utilitarian systems. Therefore, our meta-analytic results call into question the rigidity of the assumption that system type is a ‘boundary condition’ for understanding individuals’ interaction with information technology. The implications of these results for research and practice are discussed.

Looking toward the future of IT-bUSINESS strategic alignment through the past: a meta-analysis

Research examining the relationship between IT-business strategic alignment (hereafter referred to as alignment) and firm performance (hereafter referred to as performance) has produced apparently conflicting findings (i.e., an alignment paradox). To examine the alignment paradox, we conducted a meta-analysis that probed the interrelationships between alignment, performance, and context constructs. We found the alignment dimensions (intellectual, operational, and cross-domain) demonstrate unique relationships with the different performance types (financial performance, productivity, and customer benefit) and with many of the other constructs in alignments nomological network. All mean corrected correlations between dimensions of alignment and dependent variables were positive and most of the credibility interval values in these analyses were also positive. Overall, the evidence gathered from the extant literature suggests there is not much of an alignment paradox. This study contributes to the literature by clarifying the relationships between alignment and performance outcomes and offering insight into sources of inconsistencies in alignment research. By doing so, this paper lays a foundation for more consistent treatment of alignment in future IT research.

Six types of IT-business strategic alignment: an investigation of the constructs and their measurement

Top management has been concerned with IT-business strategic alignment (hereafter referred to as alignment) for the past 30 years. Consequently, alignment researchers have developed many models to explain how alignment generates value for firms. However, these models use inconsistent definitions and measures of alignment, which has led to conflicting results and has potentially inhibited the progress of research on this critical topic. This paper emphasizes the importance of demarcating the six alignment types that are sometimes confused in the literature into a single, unified model. It also reports on the development of definitions and measures of these six types of alignment including alignment between IT and business strategies (i.e., intellectual alignment), between IT and business infrastructures and processes (i.e., operational alignment), and across these two domains such that strategies are linked with infrastructures and processes (i.e., four types of cross-domain alignment). Analyzing survey data collected from 140 Chief Information Officers, we found each measure possesses desirable psychometric properties. Implications for theory and practice are discussed.

When it comes to Facebook there may be more to bad memory than just multitasking

Previous research has shown that high levels of Facebook use are associated with lower grades in college students. Divided attention in the form of trying to use Facebook during class or while studying has been suggested as a possible explanation for this finding. In the current study, 44 participants were divided into high and low Facebook users and completed a memory test for 72 words. Participants were not allowed to use Facebook, or any other electronic device, during the study thereby eliminating divided attention between Facebook and the task at hand as a possible explanation for the results. High Facebook users (defined as spending more than one hour a day on Facebook) scored significantly lower on the free recall test than low Facebook users. Possible explanations for this finding are discussed.

Alignment's nomological network

Intellectual and operational alignment are unique, but the former influences the latter.The alignment-financial performance relationship is mediated by customer benefit and the operational alignment-customer benefit relationship is mediated by productivity.Social alignment influences intellectual alignment but may not influence operational alignment. While the importance of IT-business alignment is rarely questioned, a strong theoretical foundation of alignments nomological network has not been developed or tested. This has generated a debate on why tighter alignment may or may not lead to higher levels of firm performance. To further understand the alignment-performance relationship, we used meta-analytic structural equation modeling techniques to probe the inter-relationships found in 78 independent data sets drawn from the literature. We find intellectual alignment influences operational alignment, identify a more nuanced understanding of the performance constructs, and offer insight into how governance structure and social alignment influence intellectual and operational alignment.

From the Special Issue Guest Editors

We are pleased to introduce Association for Information Systems Special Interest Group on Information Systems Leadership’s (AIS SIG LEAD) special issue on “IS Leadership.” AIS SIG LEAD consists of 120-plus academicians and researchers worldwide promoting and focusing on the importance of IS leadership in the areas of leadership on the part of senior IS executives, IS professional development (IS employees/internal workforce), and IS professional services (IS consultants and contractors/external workforce). As IT has been assuming a greater strategic role in today’s businesses, the role of IS executives is more important than ever. The complexities of emerging technologies, interdependencies, intricacies of business operations and processes, and a constantly changing business environment present great challenges to IS executives in setting directions, creating commitment, adapting their IT unit, and fitting the organization’s business goals. IS leadership is an important element of IS research, education, and practice because IS leaders set directions, create commitment, and adapt the IS unit to fit a changing environment. Unlike some IT issues, IS leadership is an enduring concern of all societies and organizations because leadership issues never end and leaders are always necessary. Firms that achieve sustainable, positive IS leadership are more likely to develop superior capabilities in IS and gain a considerable competitive advantage. This special issue features five excellent articles (one conceptual and four research articles) in line with the mission of the AIS SIG LEAD that contribute to the accumulation of knowledge in IS academia and practice. Topics covered by this special issue range from attributes of effective IS leadership and strategy, impact of IS leadership on firm performance through use of IT resources and management of IT projects, and emerging issues on IT project management, cloud computing, and Health Information Exchange. “Going Public: Using the Cloud to Improve Project Delivery” addresses a contemporary and relevant topic for incumbent IS leaders. It examines the relationship between proportionally higher use of public cloud infrastructure with schedule delivery variance within IT projects of the United States government. The results show departments of the government that have proportionally higher levels of public cloud usage are better able to deliver projects on schedule than departments with proportionally lower levels of public cloud usage. “Board-Level Information Technology Governance Effects on Organizational Performance: The Roles of Strategic Alignment and Authoritarian Governance Style” examines the influences of key factors on the translation of IT governance by the board of directors to organizational performance gains. It focuses specifically on the importance of strategic alignment and board governance styles in board-level IT governance research. The results show that strategic alignment partially mediates the effect of board-level IT governance on performance. In addition, board governance style moderates the effect of board-level IT governance on performance. “Exploring Health Information Exchange (HIE) Through Collaboration Framework: Normative Guidelines for IT Leadership of Healthcare Organizations” presents a clear and practical set of steps for healthcare IS leaders to promote collaboration between stakeholders to ensure the use of HIE is effective and sustainable for healthcare organizations. Drawn from extant literature, the proposed guidelines of two stages (initiation and maintenance) based on collaboration and data governance provide healthcare IS leaders with interesting and valuable strategies from the perspective of HIEs and IS researchers with a framework for future research. “Can Political Skill Enhance Business and IT Knowledge?” is an empirical study that examines how CIOs can be influential using their political skill. The study indicates a moderating role of Chief Information Officers’ (CIO) political skill in the relationship between their business and IT knowledge, and their influence on the executive team’s commitment to IT initiatives. This adds value to existing studies of CIO leadership and IS executives with another important skill to develop and possess to be more effective in the c-suite. “Investigating the Prevalence and Performance Correlates of Vertical Versus Shared Leadership in Emergent Software Development Teams” examines a key role of leadership in IT projects. Using theories INFORMATION SYSTEMS MANAGEMENT 2017, VOL. 34, NO. 2, 103–104 https://doi.org/10.1080/10580530.2017.1288520

Can Political Skill Enhance Business and IT Knowledge

ABSTRACT We examine whether Chief Information Officers’ (CIOs’) political skill enhances their IT and business knowledge as a means of influencing executive teams’ commitment to strategic and operational IT initiatives. We empirically examine these relationships using data collected from 139 CIOs. The results suggest CIOs’ business and IT knowledge is significantly related to influencing executive team commitment to strategic and operational IT initiatives, but political skill only enhances business knowledge for influencing executive team commitment to operational IT initiatives.

A Meta-Analysis of Organizational Learning and IT Assimilation

Researchers often apply organizational learning concepts and theories to study what factors affect organizational IT assimilation. Although this body of work has substantially improved our understanding of the relationship between organizational learning and IT assimilation, to date there is no rigorous analysis of the empirical research that gives us an accurate assessment of what we truly know in this area. We meta-analyze 33 studies of organizational learning-based IT assimilation. While results show that an organizations level of related knowledge and knowledge diversity are both positively related to IT assimilation, moderator tests show that the consistency in these links varies depending upon the type of IT innovation studied and the way in which assimilation was conceptualized and measured. By narrowing the gap between what we know and what we need to know about the role of organizational learning during IT assimilation, this study contributes to our understanding of whether, when, and how organizations assimilate IT innovations.