Mixed methods research is an approach that combines quantitative and qualitative research methods in the same research inquiry. Such work can help develop rich insights into various phenomena of interest that cannot be fully understood using only a quantitative or a qualitative method. Notwithstanding the benefits and repeated calls for such work, there is a dearth of mixed methods research in information systems. Building on the literature on recent methodological advances in mixed methods research, we develop a set of guidelines for conducting mixed methods research in IS. We particularly elaborate on three important aspects of conducting mixed methods research: (1) appropriateness of a mixed methods approach; (2) development of meta-inferences (i.e., substantive theory) from mixed methods research; and (3) assessment of the quality of meta-inferences (i.e., validation of mixed methods research). The applicability of these guidelines is illustrated using two published IS papers that used mixed methods.

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Bridging the qualitative-quantitative divide: guidelines for conducting mixed methods research in information systems

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Lying: Moral Choice in Public and Private Life

Traditionally, trust has been seen as a result of personal knowledge of an individual's past behavior. In this view, trust develops gradually over time based on an individual's cognitive assessment of the other person's behavior. However, high levels of trust have been observed among members of virtual teams, who often have little prior history of working together and may never meet each other in person. To integrate these two seemingly contradictory views of trust, this study manipulated team member characteristics and team member behavior to empirically test a two-stage theoretical model of trust formation and the influence of information and communication technologies (ICT) on trust formation. The results indicate that category-based processing of team member characteristics and an individual's own disposition to trust dominated the initial formation of swift trust. Once individuals accumulated sufficient information to assess a team member's trustworthiness, the effects of swift trust declined and knowledge-based trust formed using team members' behaviors (perceived ability, integrity, and benevolence) became dominant. The use of ICT increased perceived risk of team failure, which reduced the likelihood that team members would engage in future trusting behaviors.

https://deepblue.lib.umich.edu/bitstream/handle/2027.42/116286/Robert%20et%20al.,%202009.pdf?sequence=1&isAllowed=y

Individual Swift Trust and Knowledge-Based Trust in Face-to-Face and Virtual Team Members

A new model of competition, where competition is among supply chain networks rather than individual firms, is transforming traditional market-based buyer-supplier relations to one of competition among cooperative sets. In order to integrate and realize performance gains from participating in cooperative supply networks, the importance of information sharing across the supply chain has been emphasized in different literature streams. In this study, we examine the relational antecedents of this critical aspect of supply chain integration-that is, information flow integration. Our objective is to investigate the relationship between relational orientation of the focal firm, as characterized by (1) long-term orientation of its supply chain relationships, (2) asset specificity, and (3) interaction routines and the information flow integration between a firm and its supply chain partners. A research model was developed and data were collected from 110 supply chain and logistics managers in manufacturing and retail organizations. Our results suggest that tangible and intangible resources invested in supply chain relationships enable the integration of information flows with supply chain partners. Specifically, formal and informal interaction routines that take time and effort to develop enable integration of informational flows across a firm's supply chain. Investments in relation-specific assets and long-term orientation in relationships enable the development of these interaction routines.

Relational Antecedents of Information Flow Integration for Supply Chain Coordination

Why does social capital influence the progress of new venture creation for some entrepreneurs more than others? Our investigation suggests that social capital is not enough; that the type of person involved in network relationships matters to new venture creation. We test the effects of the interplay of social capital and cognition on a sample of 269 entrepreneurs. Our results confirm that social networks and relational capital enhance levels of illusion of control, which is directly related to the progress of new venture creation. We find marginal support for the relationship between social capital and risk propensity.

https://www.pogc.ir/Portals/0/maghalat/890724-10.pdf

Why Networks Enhance the Progress of New Venture Creation: The Influence of Social Capital and Cognition

The problem of runaway information systems (IS) projects can be exacerbated by the reluctance of organizational members to transmit negative information concerning a project and its status. Drawing upon relevant bodies of literature, this paper presents a model of the reluctance to report negative project news and develops hypotheses to be tested. An experiment, which was designed to test these hypotheses for both internal and external reporting alternatives, is then described. Two factors are manipulated: (1) the level of impact associated with project failure should an individual fail to report negative information, and (2) the level of observed behavioral wrongdoing associated with the project. The results explain a significant portion of the variance in the reluctance to report negative information and suggest that there are some differences in internal and external reporting behavior. Implications for research and practice are discussed.

Keeping Mum as the Project Goes Under: Toward an Explanatory Model

Escalation of commitment to a failing course of action is an enduring problem that remains central to the study of managerial behavior. Prior research suggests that escalation behavior results when decision makers choose to ignore negative feedback concerning the viability of a previously chosen course of action. Previous work has also suggested that certain cognitive biases might promote escalation behavior, but there has been little attempt to explore how biases other than framing affect escalation. In this article, we explore the extent to which decision makers actually perceive negative feedback as indicative of a problem and how this influences their decision to escalate. Although problem recognition and cognitive biases have been intensively studied individually, little is known about their effect on escalation behavior. In this research, we construct and test an escalation decision model that incorporates both problem recognition and two cognitive biases: selective perception and illusion of control. Our results revealed a significant inverse relationship between problem recognition and escalation. Furthermore, selective perception and illusion of control were found to significantly affect both problem recognition and escalation. The implications of these findings for research and practice are discussed. To improve problem recognition and reduce the incidence of escalation, practicing managers should implement modern project management practices that can help to identify and highlight potential problems while guarding against these two key cognitive biases that promote the behavior.

Gordon Depledge

Papers

Keeping Mum as the Project Goes Under: Toward an Explanatory Model

Escalation: The Role of Problem Recognition and Cognitive Bias