Empirical research methods in operations management

assimilation is regarded as an important outcome in the efforts of firms to leverage the potential of information technologies in their business activities and strategies. Despite significant investments in information technology, considerable diversity exists in how well firms have been able to assimilate IT and leverage the business value of IT. This research draws upon the emerging knowledge-based and resource-based views of the firm to examine the influence of three factors on IT assimilation: (i) quality of senior leadership, (ii) sophisti- cation of IT infrastructures, and (iii) organizational size. Drawing upon a large-scale sample survey where responses were obtained from CIOs and senior business executives who were members of the firms' top management teams, the study examines a variety of mostly nor- mative prescriptions. The findings provide robust evidence about the impacts of CIOs' busi- ness and IT knowledge on IT assimilation. Further, we find that CIOs' membership in top management teams and their informal interactions with TMT members enhance their knowl- edge, particularly their business knowledge. We find that the intensity of the relationship between CIO's interactions with the top management team and their level of IT and business knowledge is much stronger in firms that articulate a transformational IT vision. The sophis- tication of IT infrastructures was also found to significantly impact IT assimilation. Surpris- ingly, the IT knowledge of senior business executives was not found to be a significant influ- ence on IT assimilation. The implications of these findings for evolving a deeper understanding of the dynamics underlying IT assimilation are presented.

Information Technology Assimilation in Firms: the Influence of Senior Leadership and it Infrastructures

. A wide variety of approaches can be applied under the heading of case study research; this paper explicitly discusses the range of the alternatives. Many papers discussing case study research emphasize one particular variation of case study research only. The current paper provides an overview of the various uses of case study research in the information systems field by describing the different ways in which case study research can be used, using examples from published IS literature for illustration, and providing references to other method papers for more detailed discussion of each alternative. Researchers are reminded that case study research can be used in the positivist and interpretivist traditions, for testing or building theory, with a single or multiple case study design, using qualitative or mixed methods. The range of case study research alternatives makes it a highly versatile research strategy for IS

Case study research: a multi‐faceted research approach for IS

This research extends the theory of planned behavior by incorporating gender and age as moderators of user perceptions and individual adoption and sustained use of technology in the workplace. Individual reactions and technology use behavior were studied over a six-month period among 342 workers being introduced to a new software technology application. While previous studies in the literature have reported gender or age differences separately, the pattern of results from the study reported here indicated that gender effects in individual adoption and use of technology differed based on age. Specifically, gender differences in technology perceptions became more pronounced among older workers, but a unisex pattern of results emerged among younger workers. The theory and empirical results are also discussed in relation to the widely employed technology acceptance model. The results from this study suggest that old stereotypes that portray "technology" as a male-oriented domain may be disappearing; particularly among younger workers. In light of these findings, theoretical implications for researchers and practical suggestions for managers are discussed.

/pdf/gender-and-age-differences-in-employee-decisions-about-new-avtq1zmh9f.pdf

Gender and age differences in employee decisions about new technology: an extension to the theory of planned behavior

https://mpra.ub.uni-muenchen.de/16195/1/MPRA_paper_16195.pdf

Entrepreneurial intentions: The influence of organizational and individual factors

The role of the chief information officer (CIO)_ continues to be the subject of much discussion and speculation. Is this just a new name for the MIS manager, or is there truly a new and significantly different function? How has the role of the information systems manager evolved with the changing needs of business? How does the CIO bridge the gap between the organization's strategy and its use of information technology?According to much of the prescriptive literature, bridging this gap is the CIO's definitive function. This article addresses these questions by studying five successful CIOs in five divergent industries. The CIOs were studied using the structured observation methodology employed by Mintzberg in his study of CEOs and by Ives and Olson in their study of MIS managers. The findings suggest that the CIO operates as an executive rather than a functional manager. He or she is an active participant in strategy planning and acts as a bridge between the information technology group, the functional areas, and external entities. This study provides a view of how these difficult tasks are accomplished on a day-to-day basis: through scheduled meetings, interaction outside the information technology unit, a skilled reading of situations, and a strategic focus. Factors affecting the CIO's participation in strategy planning meetings include whether he or she has formal are source allocation authority and their level of peer acceptance. Lessons learned from this research pertain to the delegation of day-to-day tasks, expenditure authority, avoiding adversarial relationships, liaison activities, careful use of language, being perceived as a user of information technology, and the need for quiet time.

Executive or functional manager?: The nature of the CIO's job

This paper reports the effects of a training program designed to acquaint managers with the capabilities of modern computer technology that assists managerial decision making. Managers from state agencies and departments were the subjects for the study. The managers in the sample represent wide ranges of responsibility, age, and prior computer training. Each manager was given an orientation in computers and information systems concepts and quantitative techniques. They then analyzed a comprehensive case using a spreadsheet–based decision support model. At the end of the training period, the managers completed a questionnaire designed to assess the impact of the training. Differences in participants' use of computers were analyzed based on demographic factors and on prior computer training and experience. The percentage of time spent using a computer to assist in job performance and the percentage of decisions made with computer assistance before and after training were also investigated. The significance and implications of the results are discussed and conclusions drawn. Topics for further research are also identified.

The impact of decision support training on computer use: the effect of prior training, age, and gender

The authors summarize empirical research that studied the perceptions of 91 technologists and managers about rewards systems in eight information technology companies. An analysis of the responses shows that although the companies differ in business and location, technologists and their managers share different sets of perceptions about the same reward systems. Technologists strongly perceive that they must move into management to increase their pay, status, and importance. Managers believe that their pay reflects their current responsibilities and they do not perceive that they are at a dead-end in their jobs. Although they state that technologists need not progress to management positions in their careers, managers agree that technologists must move into management to get higher pay and status. All respondents expressed a strong need for a parallel technical career ladder in their companies. >

Perceptions of reward systems by technologists and managers in information technology companies

The evolving factory of the future: integrating manufacturing and information systems

We present the results of a 1985 study, which replicates a 1975 study by Cox, Ledbetter, and Smith (1977), and attempt to mea sure the use of simulation modeling to support decision-making in major U.S corporations. Specifically, the purposes of the paper are to (1) measure the development and use of simulation models at all levels of decision-making (operational, tactical, and stra tegic) ; (2) examine the use of simulation within each functional area; (3) identify specific application areas within each functional area where simulation is being used; and (4) compare this study's results with those from the Cox, Ledbetter, and Smith (1977) study.

William N. Ledbetter

Papers

Executive or functional manager?: The nature of the CIO's job

The impact of decision support training on computer use: the effect of prior training, age, and gender

Perceptions of reward systems by technologists and managers in information technology companies

The evolving factory of the future: integrating manufacturing and information systems

Simulation in corporate decision making: then and now