Basics of qualitative research: Grounded theory procedures and techniques

Two paradigms characterize much of the research in the Information Systems discipline: behavioral science and design science The behavioral-science paradigm seeks to develop and verify theories that explain or predict human or organizational behavior The design-science paradigm seeks to extend the boundaries of human and organizational capabilities by creating new and innovative artifacts Both paradigms are foundational to the IS discipline, positioned as it is at the confluence of people, organizations, and technology Our objective is to describe the performance of design-science research in Information Systems via a concise conceptual framework and clear guidelines for understanding, executing, and evaluating the research In the design-science paradigm, knowledge and understanding of a problem domain and its solution are achieved in the building and application of the designed artifact Three recent exemplars in the research literature are used to demonstrate the application of these guidelines We conclude with an analysis of the challenges of performing high-quality design-science research in the context of the broader IS community

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Design science in information systems research

How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.

The knowledge-creating company : how Japanese companies create the dynamics of innovation

Statistics for Spatial Data.

This paper examines cognitive beliefs and affect influencing one's intention to continue using (continuance) information systems (IS). Expectation-confirmation theory is adapted from the consumer behavior literature and integrated with theoretical and empirical findings from prior IS usage research to theorize a model of IS continuance. Five research hypotheses derived from this model are empirically validated using a field survey of online banking users. The results suggest that users' continuance intention is determined by their satisfaction with IS use and perceived usefulness of continued IS use. User satisfaction, in turn, is influenced by their confirmation of expectation from prior IS use and perceived usefulness. Post-acceptance perceived usefulness is influenced by users' confirmation level. This study draws attention to the substantive differences between acceptance and continuance behaviors, theorizes and validates one of the earliest theoretical models of IS continuance, integrates confirmation and user satisfaction constructs within our current understanding of IS use, conceptualizes and creates an initial scale for measuring IS continuance, and offers an initial explanation for the acceptance-discontinuance anomaly.

https://www.jstor.org/stable/pdfplus/3250921.pdf

Understanding information systems continuance: an expectation-confirmation model

In this essay, we argue that pervasive digitization gives birth to a new type of product architecture: the layered modular architecture. The layered modular architecture extends the modular architecture of physical products by incorporating four loosely coupled layers of devices, networks, services, and contents created by digital technology. We posit that this new architecture instigates profound changes in the ways that firms organize for innovation in the future. We develop (1) a conceptual framework to describe the emerging organizing logic of digital innovation and (2) an information systems research agenda for digital strategy and the creation and management of corporate information technology infrastructures.

Research Commentary---The New Organizing Logic of Digital Innovation: An Agenda for Information Systems Research

Our era is one of increasingly pervasive digital technologies, which penetrate deeply into the very core of the products, services, and operations of many organizations and radically change the nature of product and service innovations. The fundamental properties of digital technology are reprogrammability and data homogenization. Together, they provide an environment of open and flexible affordances that are used in creating innovations characterized by convergence and generativity. An analysis of convergence and generativity observed in innovations with pervasive digital technologies reveals three traits: (1) the importance of digital technology platforms, (2) the emergence of distributed innovations, and (3) the prevalence of combinatorial innovation. Each of the six articles in this special issue relates to one or more of these three traits. In this essay, we explore the organizational research implications of these three digital innovation traits and identify research opportunities for organization science scholars. Examples from the articles in this special issue on organizing for innovation in the digitized world are used to demonstrate the kind of organizational scholarship that can faithfully reflect and inform innovation in a world of pervasive digital technologies.

Organizing for Innovation in the Digitized World

Rapid and pervasive digitization of innovation processes and outcomes has upended extant theories on innovation management by calling into question fundamental assumptions about the definitional boundaries for innovation, agency for innovation, and the relationship between innovation processes and outcomes. There is a critical need for novel theorizing on digital innovation management that does not rely on such assumptions and draws on the rich and rapidly emerging research on digital technologies. We offer suggestions for such theorizing in the form of four new theorizing logics, or elements, that are likely to be valuable in constructing more accurate explanations of innovation processes and outcomes in an increasingly digital world. These logics can open new avenues for researchers to contribute to this important area. Our suggestions in this paper, coupled with the six research notes included in the special issue on digital innovation management, seek to offer a broader foundation for reinventing innovation management research in a digital world.

https://misq.org/misq/downloads/download/editorial/656/

Digital innovation management: reinventing innovation management research in a digital world

Identifying Software Project Risks: An International Delphi Study.

Advocates of software risk management claim that by identifying and analyzing threats to success (i.e., risks) action can be taken to reduce the chance of failure of a project. The first step in the risk management process is to identify the risk itself, so that appropriate countermeasures can be taken. One problem in this task, however, is that no validated lists are available to help the project manager understand the nature and types of risks typically faced in a software project. This paper represents a first step toward alleviating this problem by developing an authoritative list of common risk factors. We deploy a rigorous data collection method called a ranking-type Delphi survey to produce a rank-order list of risk factors. This data collection method is designed to elicit and organize opinions of a panel of experts through iterative, controlled feedback. Three simultaneous surveys were conducted in three different settings: Hong Kong, Finland, and the United States. This was done to broaden our view of the types of risks, rather than relying on the view of a single culture-an aspect that has been ignored in past risk management research. In forming the three panels, we recruited experienced project managers in each country. The paper presents the obtained risk factor list, compares it with other published risk factor lists for completeness and variation, and analyzes common features and differences in risk factor rankings in the three countries. We conclude by discussing implications of our findings for both research and improving risk management practice.

Kalle Lyytinen

Papers

Research Commentary---The New Organizing Logic of Digital Innovation: An Agenda for Information Systems Research

Organizing for Innovation in the Digitized World

Digital innovation management: reinventing innovation management research in a digital world

Identifying Software Project Risks: An International Delphi Study.

Identifying Software Project Risks: An International Delphi Study