The ability to detect and accurately estimate the strength of interaction effects are critical issues that are fundamental to social science research in general and IS research in particular. Within the IS discipline, a significant percentage of research has been devoted to examining the conditions and contexts under which relationships may vary, often under the general umbrella of contingency theory (cf. McKeen et al. 1994, Weill and Olson 1989). In our survey of such studies, the majority failed to either detect or provide an estimate of the effect size. In cases where effect sizes are estimated, the numbers are generally small. These results have led some researchers to question both the usefulness of contingency theory and the need to detect interaction effects (e.g., Weill and Olson 1989). This paper addresses this issue by providing a new latent variable modeling approach that can give more accurate estimates of interaction effects by accounting for the measurement error that attenuates the estimated relationships. The capacity of this approach at recovering true effects in comparison to summated regression is demonstrated in a Monte Carlo study that creates a simulated data set in which the underlying true effects are known. Analysis of a second, empirical data set is included to demonstrate the technique's use within IS theory. In this second analysis, substantial direct and interaction effects of enjoyment on electronic-mail adoption are shown to exist.

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A Partial Least Squares Latent Variable Modeling Approach for Measuring Interaction Effects: Results from a Monte Carlo Simulation Study and an Electronic-Mail Emotion/Adoption Study

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

A research framework based on the theory of planned behavior (Ajzen 1985) and the diffusion of innovations theory (Rogers 1983) was used to identify the attitudinal, social and perceived behavioral control factors that would influence the adoption of Internet banking. An online questionnaire was designed on the World Wide Web (WWW). Respondents participated through extensive personalized email invitations as well as postings to newsgroups and hyperlinks from selected Web sites.

/pdf/factors-influencing-the-adoption-of-internet-banking-53c2u9ozad.pdf

Factors influencing the adoption of Internet banking

This study draws upon the technology acceptance model as the theoretical basis and empirical findings for a pragmatic explanation of key factors affecting personal computing acceptance in small firms. The study uses results from a survey of 358 users in small firms in New Zealand to test a structural model examining the hypothesized relationships among the following constructs: intraorganizational factors, extraorganizational factors, perceived ease of use, perceived usefulness, and personal computing acceptance (i.e., system usage). The findings indicate that perceived ease of use is a dominant factor in explaining perceived usefulness and system usage, and that perceived usefulness has a strong effect on system usage. The results also indicate that exogenous variables influence both perceived ease of use and perceived usefulness, particularly management support and external support. Inconsistent with prior research in large firms, relatively little support was found for the influence of both internal support and internal training. Implications for the acceptance of personal computing and future research on personal computing acceptance in small firms are discussed.

Personal computing acceptance factors in small firms: a structural equation model

Since DeLone and McLean (D&M) developed their model of IS success, there has been much research on the topic of success as well as extensions and tests of their model. Using the technique of a qualitative literature review, this research reviews 180 papers found in the academic literature for the period 1992–2007 dealing with some aspect of IS success. Using the six dimensions of the D&M model – system quality, information quality, service quality, use, user satisfaction, and net benefits – 90 empirical studies were examined and the results summarized. Measures for the six success constructs are described and 15 pairwise associations between the success constructs are analyzed. This work builds on the prior research related to IS success by summarizing the measures applied to the evaluation of IS success and by examining the relationships that comprise the D&M IS success model in both individual and organizational contexts.

https://link.springer.com/content/pdf/10.1057%2Fejis.2008.15.pdf

Measuring information systems success: models, dimensions, measures, and interrelationships

Innovation in information technology is well established in developed nations; newly industrializing and developing nations have been creating governmental interventions to accelerate IT innovation within their borders. The lack of coherent policy advice for creating government policy for IT innovation signals a shortfall in research understanding of the role of government institutions, and institutions more broadly, in IT innovation. This paper makes three points. First, long-established intellectual perspectives on innovation from neoclassical economics and organization theory are inadequate to explain the dynamics of actual innovative change in the IT domain. A broader view adopted from economic history and the new institutionalism in sociology provides a stronger base for understanding the role of institutions in IT innovation. Second, institutional intervention in IT innovation can be constructed at the intersection of the influence and regulatory powers of institutions and the ideologies of supply-push and demand-pull models of innovation. Examples of such analysis are provided. Third, institutional policy formation regarding IT innovation is facilitated by an understanding of the multifaceted role of institutions in the innovative process, and on the contingencies governing any given institution/innovation mix.

Institutional Factors in Information Technology Innovation

Top management support is a key recurrent factor critical for effective information systems (IS) implementation. However, the role of top management support may not be as critical as external IS expertise, in the form of consultants and vendors, in small business IS implementation due to the unique characteristics of small businesses. This paper describes an empirical study of the relative importance of top management support and external IS expertise on IS effectiveness in 114 small businesses. Partial least squares (PLS) was used for statistical testing. The results show that top management support is not as important as effective external IS expertise in small business IS implementation. While top management support is essential for IS effectiveness, high quality external IS expertise is even more critical for small businesses operating in an environment of resource poverty. These findings call for more research efforts to be directed at selecting and engaging high quality external IS expertise for IS implementation in small businesses.

Top Management Support, External Expertise and Information Systems Implementation in Small Businesses

Top management support is a key recurrent factor critical for effective information systems (IS) implementation. However, the role of top management support may not be as critical as external IS expertise, in the form of consultants and vendors, in small business IS implementation due to the unique characteristics of small businesses. This paper describes an empirical study of the relative importance of top management support and external IS expertise on IS effectiveness in 114 small businesses. Partial least squares (PLS) was used for statistical testing. The results show that top management support is not as important as effective external IS expertise in small business IS implementation. While top management support is essential for IS effectiveness, high quality external IS expertise is even more critical for small businesses operating in an environment of resource poverty. These findings call for more research efforts to be directed at selecting and engaging high quality external IS expertise for IS ...

Culture: a fourth dimension of group support systems

Most small businesses lack computer experience and do not have sufficient internal computer expertise. Hence, small businesses are more dependent on external expertise such as consultants and vendors than are larger businesses. This paper compares the information systems (IS) effectiveness of a group of small businesses that engage separate consultants and vendors (consultant-vendor approach) with that of another group of small businesses that engage vendors who also provide consultancy service (vendor-only approach). The results show that small businesses that adopt the vendor-only approach have more effective information systems than small businesses that adopt the consultant-vendor approach. Further, the vendor-only approach results in the same level of consultant effectiveness and a better level of vendor support for small businesses compared with the consultant-vendor approach. The relationship between vendor and other parties in the IS implementation project is found to be an important predictor of IS effectiveness.

Krishnamurthy S. Raman

Papers

Institutional Factors in Information Technology Innovation

Top Management Support, External Expertise and Information Systems Implementation in Small Businesses

Top Management Support, External Expertise and Information Systems Implementation in Small Businesses

Culture: a fourth dimension of group support systems

Engagement of external expertise in information systems implementation