SMART Seminar: Information Systems Research Issues and Theoretical Foundations
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The seminar presented by Rajeev Sharma focuses on various aspects of Information Systems (IS) research, including implementation strategies, decision-making processes, and the role of technology in organizational performance. Key research agendas include the effectiveness of IS applications, the impact of IS on e-democracy, and factors influencing project success. The document further discusses multidisciplinary approaches within IS research and highlights collaborations and specific research centers at the University of Wollongong.
SMART Seminar: Information Systems Research Issues and Theoretical Foundations
- 1. IS Research: Research Issues and Theoretical Foundations Seminar presented by Rajeev Sharma School of Information Systems and Technology University of Wollongong at SMART Infrastructure Facility University of Wollongong July 9, 2012
- 2. Agenda Overview of IS research Some key research agendas in IS research IS implementation IS and strategy IS and e-democracy IS and decision-making IS development Overview of SISAT Research Centres SMART-SISAT collaboration 2
- 3. Sample papers: MIS Quarterly June 2012 The Asymmetric Benefits of Relational Flexibility: Evidence from Software Development Outsourcing Enacting Clan Control in Complex IT Projects: A Social Capital Perspective Understanding User Revisions When Using Information Systems Features: Adaptive System Use and Triggers Efficiency or Innovation: How Do Industry Environments Moderate the Effects of Firms’ IT Asset Portfolios Toward a New Theory of the Contribution of the IT Function in Organizations 3
- 4. Phenomena and context of IS research Individual use, motivation, affect, power Project management, control, performance, SA&D, CASE Organisational performance, competitive advantage, transformation Government e-government, e-democracy, surveillance Societal transformation, ethics, power, emancipation, economic 4
- 5. IS research is multi-disciplinary Psychology motivation, performance, change Sociology institutionalization, structure, transformation Management, organisational behaviour strategy, strategic management, governance, change Economics competition, business value Cybernetics, systems theory 5
- 6. IS research is multi-method Case studies Surveys Time series data Experiments Simulations 6
- 7. Agenda for IS implementation research How can IS applications be more effectively implemented? 7
- 8. Classical IS implementation success model Yetton, Sharma and Southon, JIT 1999 (adapted from Leonard-Barton and Deschamps, 1988) 8
- 9. TMS and IS implementation success Sharma and Yetton, MISQ 2003 9
- 10. Training and IS implementation success Sharma and Yetton, MISQ 2007 10
- 11. Configuration effects in implementation MIT90s configurational model (Adapted from Scott Morton, 1991) Sharma, Yetton and Zmud, I&O 2008 11
- 12. Implementation of elemental change Technology upgrade case Change in one (or more) elements No interdependencies among changes No configurational effects Low implementation costs Sharma, Yetton and Zmud, I&O 2008 12
- 13. Implementation of sequential change Payment system case Change in multiple elements Interdependencies among changes Moderate configurational effects Medium implementation costs Sharma, Yetton and Zmud, I&O 2008 13
- 14. Implementation of reciprocal and sequential change Budgeting system case Change in multiple elements Interdependencies among changes Strong configurational effects High implementation costs Sharma, Yetton and Zmud, I&O 2008 14
- 15. Interdependence effects on implementation costs T = Technology; I = Individual roles and skills; M = Management processes; Sc = Structure; Sg = Strategy Sharma, Yetton and Zmud, I&O 2008 15
- 16. Implications for EHR implementation EHR: key infrastructure for health care delivery Highly institutionalized environment Commonwealth, State, Areas doctors, nurses, administrators Adaptation actions at multiple levels clinics, hospitals, areas intra- and inter-organisational workflows High managerial costs, long process sustained top management effort at multiple levels Natural experiment opportunities for theory building 16
- 17. EHR implementation success model Sharma, ARC Research Proposal 2012 17
- 18. Agenda for IS in decision-making research How does IS affect decision-making, decision-making processes, performance of ICT-enabled teams? 18
- 19. Key issues IS & decision-making research IS key infrastructure for decision-making dashboards, business intelligence, data warehouses policy decisions, strategic decisions quality of decisions, acceptance of decisions Impact on decision-making processes devolution of decision-making operational decisions vs investment decisions EJIS Special Issue on Transforming decision-making http://www.palgrave- journals.com/ejis/CFP_EJIS_TDM.pdf 19
- 20. Agenda for research into IS development How can we develop IS applications more successfully? Design and development of better IS development tools 20
- 21. Factors Affecting Budget Overrun Budget End-user Newness Overrun participation Size Technical Strategic difficulties nature + End-user Org Risks resistance Management commitment Instability Conflict Clear objectives Communication Planning of Objectives Yetton et al., Information Systems Journal 2000 21
- 22. Model of IS Project Success Budget Overrun Scope Completion Performance driven IS project management Good planning Stable team Active top management support Clarify scope and objectives Communicate scope and objectives Resource commitment © Rajeev Sharma, University of Wollongong 22
- 23. Agenda for IS-strategy research How does IS affect organisational performance, innovation performance, organisational structure? 23
- 24. Key issues in IS-strategy research Organisational performance competitive advantage, business value of IT Innovation performance new product development, co-creation of value, competitive moves, agility, dynamic capabilities Organisational structure boundary of the firm, outsourcing, partnering, strategic alliances, BPR 24
- 25. IS strategy and organizational performance Sharma and Shanks, AMCIS 2011 25
- 26. Agenda for e-democracy research How does the design of IS artifacts underpinning e-democracy have an impact on the outcomes of e-democracy? Sharma, PACIS 2011 26
- 27. Theoretical issues IS key infrstructure for e-democracy Discourse theory long, equal and open collective deliberation would deliver consensual and legitimate outcomes Social choice theory all voting rules are in conflict with some basic democratic norm democratic process produces outcomes that are irrational and unstable Sharma, PACIS 2011 27
- 28. Practical resolution Participation-limiting structures procedures (rules) that limit participation and impose justifiable limits on freedom can produce stable and rational social outcomes Representative democracy as an example rules for choosing decision-makers rules for decision-making processes designed and emergent rules Sharma, PACIS 2011 28
- 29. Investigating effect of P-L structures e-democracy outcomes Participation- • process efficiency limiting and • legitimacy of outcomes decision-making • transparency structures • political identities • embedded in IS • social preferences • emergent • agency problem • economic prosperity Mediating variables? • citizen welfare Moderating • individual rights, property rights variables? • minority rights Other antecedent • law and order variables? • national security Sharma, PACIS 2011 29
- 30. Centre for Business and Social Innovation “technology-enabled business and social innovation” “Associate Professor Katina Michael spoke about the moral and ethical dilemmas of emerging technologies at the inaugural TEDxUWollongong” http://cbsi.uow.edu.au/index.html 30
- 31. Centre for e-Health “focus on innovative areas in health informatics and e-health research, especially areas capitalizing on emerging ICTs” ARC DP: “comparative study of attempts to implement large-scale EHR systems” ARC LP: “Enhancing patient management at point of care using electronic-based clinical pathways” http://www.uow.edu.au/~lindad/Centre_for_e- Health_Site/Centre_for_e-Health.html 31
- 32. Centre for Socio Technical IS “researching the IS development activities of system analysis and design … modelling techniques to support development methodologies” “Towards agent-oriented approach to a call management system” “Development of a peer-to-peer information sharing system using ontologies” https://ris.uow.edu.au/ris_public/WebObjects/RISPublic.woa/ wa/default?group=2385 32
- 33. Centre for Digital Ecosystems “National Smart Infrastructure Award in recognition of their innovative approach to investigating the use of new technologies to measure public transport usage, and the community’s views on the use of this technology” “social media website "The Virtual Museum of the Pacific" and the "Connected Mobility Digital Ecosystem“ http://cde.cs.uow.edu.au/ 33
- 34. So, what is IS research? Very broad research agenda some common themes Implications of IS for the social, business, organisational, user and other use contexts interdependent systems involving ICT, people, work systems ICT as key infrastructure enabler change, transformation, improvement, success 34
- 35. SMART-SISAT joint research themes “to provide the data and analytical capability to successfully create and execute a national integrated infrastructure plan for Australia.” policy, strategy, decision-making transforming decision-making processes successful implementation of IS managing IS projects “collaboration with infrastructure planners, designers and researchers” IS-enabled collaboration, virtual team performance 35
- 36. Questions 36