Showing papers in "Information and Organization in 2020"

TL;DR: It is argued that the use of people analytics in organizations can create a vicious cycle of ethical challenges which limit people's ability to cultivate their virtue and flourish, and that organizations can mitigate these challenges and help workers develop their virtue by reframing people analytics as a fallible companion technology.

TL;DR: The unified approach extends beyond current workplace studies to consider the institutional changes that may arise as the result of how intelligent technologies are used and employs such considerations to shape the agenda of promoters and designers so that they will create technologies that better benefit society.

TL;DR: This translational research essay explores how institutional theory offers a lens for understanding the complexities of evaluating digital transformations in healthcare and provides insights for improving it.

TL;DR: A case study of an Agile development project that involved customer and vendor organizations and reveals that the organizations applied four different types of coordination artifacts - Foundational, Projective, Exposition and Indicative artifacts – to address different coordination challenges that arose throughout the project.

TL;DR: It is demonstrated that constant connectivity is negatively related to employees' well-being due to the inability to disengage from work, and this negative association exists independently of employees' boundary preferences.

TL;DR: It is argued that although IS research generally does not follow the H-D method (per Hempel or per Popper), and research in IS should not follow this method, it can still learn from the H -D method and criticisms of it.

TL;DR: This case provides a vivid illustration of Internet of Things (IoT) based visualizations and data driven predictions characteristic for efforts of digitally transforming industrial process and manufacturing enterprises.

TL;DR: The case of Bersih movement, a transnational coalition and social media-enabled social movement that pushed for clean and fair elections in Malaysia, is studied, highlighting two types of emergence, clustering and structuring emergence, that enabled the movement to evolve across three different phases.

TL;DR: This paper interviewed experienced practice scholars and reviewed key practice theorizing concepts to demonstrate that impact outside academia does happens but in ways that are not evident from published academic papers, and the practice-based view allows us to understand how impact occurs and offers effective strategies to enhance it.

TL;DR: The understanding of innovation contests as a process is extended and specifically the promises and pitfalls of open source innovation contests are extended.

TL;DR: This study is the first of its kind to document empirically how employees and management can leverage communication media to ease the strain of emotion regulation upon members and the IT help-desk group—an original concept the authors label negativity decontaminating.

TL;DR: Drawing from a case of OGDP in Australia, which provides open performance data for more than 10.000 schools, it is demonstrated how the proposed theoretical lens of CASS enables us to reveal and explain why and how these platforms perform unintended, yet serious social harm.

TL;DR: A model that examines IT-enabled idea generation,IT-enabled elaboration and IT- enabled championing is developed that, grounded in the componential theory of creativity, analyzes their key drivers and serves as a springboard for future research.

TL;DR: The principles of modular systems design and design structure matrix modeling are applied to achieve an in-depth understanding of the mechanisms for sustainability in collaborative systems development to introduce a quantitative measure of architectural modularity within an inter-organizational structure.

TL;DR: P pragmatically examine how a U.S. health delivery organization responded to technological, regulatory, and demand changes over a 15-year period and the effects of its actions and retrospectively observes that the organization applied a portfolio of sequential, structural, and contextual ambidexterity approaches.