자연주의적 탐구조사(Naturalistic Inquiry)

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

Purpose: This paper discusses partial least squares path modeling (PLS), a powerful structural equation modeling technique for research on international marketing. While a significant body of research provides guidance for the use of covariance-based structural equation modeling (CBSEM) in international marketing, there are no subject-specific guidelines for the use of PLS so far.Methodology/approach: A literature review of the use of PLS in international marketing reveals the increasing application of this methodology.Findings: This paper reveals the strengths and weaknesses of PLS in the context of research on international marketing, and provides guidance for multi-group analysis.Originality/value of paper: The paper assists researchers in making well-grounded decisions regarding the application of PLS in certain research situations and provides specific implications for an appropriate application of the methodology.

The Use of Partial Least Squares Path Modeling in International Marketing

A separate and distinct interaction with both the actual e-vendor and with its IT Web site interface is at the heart of online shopping Previous research has established, accordingly, that online purchase intentions are the product of both consumer assessments of the IT itself-specifically its perceived usefulness and ease-of-use (TAM)-and trust in the e-vendor But these perspectives have been examined independently by IS researchers Integrating these two perspectives and examining the factors that build online trust in an environment that lacks the typical human interaction that often leads to trust in other circumstances advances our understanding of these constructs and their linkages to behavior

Our research on experienced repeat online shoppers shows that consumer trust is as important to online commerce as the widely accepted TAM use-antecedents, perceived usefulness and perceived ease of use Together these variable sets explain a considerable proportion of variance in intended behavior The study also provides evidence that online trust is built through (1) a belief that the vendor has nothing to gain by cheating, (2) a belief that there are safety mechanisms built into the Web site, and (3) by having a typical interface, (4) one that is, moreover, easy to use

Trust and TAM in online shopping: an integrated model

One of the most challenging decisions that a manager must confront is whether to continue or abandon a troubled project. Published studies suggest that failing software projects are often allowed to continue for too long before appropriate management action is taken to discontinue or redirect the efforts. The level of sunk cost associated with such projects has been offered as one explanation for this escalation of commitment behavior. What prior studies fail to consider is how concepts from risk-taking theory (such as risk propensity and risk perception) affect decision makers' willingness to continue a project under conditions of sunk cost. To better understand factors that may cause decision makers to continue such projects, this study examines the level of sunk cost together with the risk propensity and risk perception of decision makers. These factors are assessed for cross-cultural robustness using matching laboratory experiments carried out in three cultures (Finland, the Netherlands, and Singapore). With a wider set of explanatory factors than prior studies, we could account for a higher amount of variance in decision makers' willingness to continue a project. The level of sunk cost and the risk perception of decision makers contributed significantly to their willingness to continue a project. Moreover, the risk propensity of decision makers was inversely related to risk perception. This inverse relationship was significantly stronger in Singapore (a low uncertainty avoidance culture) than in Finland and the Netherlands (high uncertainty avoidance cultures). These results reveal that some factors behind decision makers' willingness to continue a project are consistent across cultures while others may be culture-sensitive. Implications of these results for further research and practice are discussed.

A cross-cultural study on escalation of commitment behavior in software projects

Testing the technology acceptance model across cultures: a three country study

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.

Identifying Software Project Risks: An International Delphi Study

We've all heard tales of multimillion dollar mistakes that somehow ran off course. Are software projects that risky or do managers need to take a fresh approach when preparing for such critical expeditions? Software projects are notoriously difficult to manage and too many of them end in failure. In 1995, annual U.S. spending on software projects reached approximately $250 billion and encompassed an estimated 175,000 projects [6]. Despite the costs involved, press reports suggest that project failures are occurring with alarming frequency. In 1995, U.S companies alone spent an estimated $59 billion in cost overruns on IS projects and another $81 billion on canceled software projects [6]. One explanation for the high failure rate is that managers are not taking prudent measures to assess and manage the risks involved in these projects. is Advocates of software project risk management claim that by countering these threats to success, the incidence of failure can be reduced [4, 5]. Before we can develop meaningful risk management strategies, however, we must identify these risks. Furthermore, the relative importance of these risks needs to be established, along with some understanding as to why certain risks are perceived to be more important than others. This is necessary so that managerial attention can be focused on the areas that constitute the greatest threats. Finally, identified risks must be classified in a way that suggests meaningful risk mitigation strategies. Here, we report the results of a Delphi study in which experienced software project managers identified and ranked the most important risks. The study led not only to the identification of risk factors and their relative importance, but also to novel insights into why project managers might view certain risks as being more important than others. Based on these insights, we introduce a framework for classifying software project risks and discuss appropriate strategies for managing each type of risk. Since the 1970s, both academics and practitioners have written about risks associated with managing software projects [1, 2, 4, 5, 7, 8]. Unfortunately , much of what has been written on risk is based either on anecdotal evidence or on studies limited to a narrow portion of the development process. Moreover, no systematic attempts have been made to identify software project risks by tapping the opinions of those who actually have experience in managing such projects. With a few exceptions [3, 8], there has been little attempt to understand the …

Mark Keil

Papers

A cross-cultural study on escalation of commitment behavior in software projects

Testing the technology acceptance model across cultures: a three country study

Identifying Software Project Risks: An International Delphi Study.

Identifying Software Project Risks: An International Delphi Study

A framework for identifying software project risks