Texas Christian University

About: Texas Christian University is a education organization based out in Fort Worth, Texas, United States. It is known for research contribution in the topics: Population & Poison control. The organization has 3245 authors who have published 8258 publications receiving 282216 citations. The organization is also known as: TCU & Texas Christian University, TCU.

Information systems strategy: reconceptualization, measurement, and implications

Abstract: Information systems strategy is of central importance to IS practice and research. Our extensive review of the literature suggests that the concept of IS strategy is a term that is used readily; however, it is also a term that is not fully understood. In this study, we follow a perspective paradigm based on the strategic management literature to define IS strategy as an organizational perspective on the investment in, deployment, use, and management of IS. Through a systematic literature search, we identify the following three conceptions of IS strategy employed implicitly in 48 articles published in leading IS journals that focus on the construct of IS strategy: (1) IS strategy as the use of IS to support business strategy; (2) IS strategy as the master plan of the IS function; and (3) IS strategy as the shared view of the IS role within the organization. We find the third conception best fits our definition of IS strategy. As such, we consequently propose to operationalize IS strategy as the degree to which the organization has a shared perspective to seek innovation through IS. Specifically, our proposed IS strategic typology suggests an organization's IS strategy falls into one of the two defined categories (i.e., IS innovator or IS conservative) or is simply undefined. We also develop measures for this new typology. We argue that the proposed instrument, which was cross-validated across both chief information officers and senior business executives, has the potential to serve as a diagnostic tool through which the organization can directly assess its IS strategy. We contend that our reconceptualization and operationalization of IS strategy provides theoretical and practical implications that advance the current level of understanding of IS strategy from extant studies within three predominant literature streams: strategic IS planning, IS/business strategic alignment, and competitive use of IS.

The knowledge chain model: activities for competitiveness

Abstract: Today, there is a growing recognition by researchers and practitioners about the importance of managing knowledge as a critical source for competitive advantage. Various assertions about competitiveness through knowledge management (KM) are consistent with results of empirical studies and lessons learned on the knowledge highways and byways. In spite of these macro-level contentions and success stories, there has been little investigation of a systematic means for studying connections between KM activity and competitiveness. This chapter advances a knowledge chain model that identifies and characterizes KM activities an organization can focus on to achieve competitiveness. The model is analogous to Porter’ s value chain and is grounded in a descriptive KM framework developed via a Delphi-study involving international KM experts. It is comprised of five primary activities that an organization’ s knowledge processors perform in manipulating knowledge resources, plus four secondary activities that support and guide their performance. Each activity is discussed in detail, including examples. Evidence is provided from the literature illustrating each activity’ s role in adding value to an organization to increase its competitiveness through improved productivity, agility, reputation, and innovation. In conclusion, we present some observations about avenues for future research to extend, test, and apply the model in business practices.

Knowledge Maps as Scaffolds for Cognitive Processing

Abstract: Knowledge maps are node-link representations in which ideas are located in nodes and connected to other related ideas through a series of labeled links. The research on knowledge mapping in the last 12 years has produced a number of consistent findings. Students recall more central ideas when they learn from a knowledge map than when they learn from text and those with low verbal ability or low prior knowledge often benefit the most. The use of knowledge maps also appears to amplify the benefits associated with scripted cooperation. Learning from maps is enhanced by active processing strategies such as summarization or annotation and by designing maps according to gestalt principles of organization. Fruitful areas for future research on knowledge mapping include examining whether knowledge maps reduce cognitive load, how map learning is influenced by the structure of the information to be learned, and the possibilities for transfer. Implications for practice are briefly delineated.

Cause-Related Marketing (CRM): The Influence of Donation Proximity and Message-Framing Cues on the Less-Involved Consumer

Abstract: Arguably, the majority of cause-related marketing (CRM) campaigns implemented since their inception over 20 years ago offer consumers who are highly involved with causes a strong reason to participate. Their involvement represents a significant motivating factor. However, a multitude of CRM campaigns competing for the limited number of socially conscious consumers and the emergence of new generations that are reportedly less socially conscious suggests that firms and their nonprofit partners should consider additional target-market opportunities. In two experiments, we assess the role of donation proximity and message framing on campaign attitudes and participation intentions of less-involved consumers. Findings reveal that local donations and positive message framing serve as effective message cues to produce favorable CRM outcomes among this market segment that strategists consider fertile ground. Additional findings and implications for creating and communicating CRM campaigns are discussed.