Journal of Management Information Systems
Taylor & Francis
About: Journal of Management Information Systems is an academic journal published by Taylor & Francis. The journal publishes majorly in the area(s): Information system & Information technology. It has an ISSN identifier of 0742-1222. Over the lifetime, 1211 publications have been published receiving 151690 citations. The journal is also known as: JMIS & J.M.I.S..
Topics: Information system, Information technology, Decision support system, Management information systems, Computer science
Papers published on a yearly basis
TL;DR: This paper discusses many of the important IS success research contributions of the last decade, focusing especially on research efforts that apply, validate, challenge, and propose enhancements to the original model.
Abstract: Ten years ago, we presented the DeLone and McLean Information Systems (IS) Success Model as a framework and model for measuring the complex-dependent variable in IS research. In this paper, we discuss many of the important IS success research contributions of the last decade, focusing especially on research efforts that apply, validate, challenge, and propose enhancements to our original model. Based on our evaluation of those contributions, we propose minor refinements to the model and propose an updated DeLone and McLean IS Success Model. We discuss the utility of the updated model for measuring e-commerce system success. Finally, we make a series of recommendations regarding current and future measurement of IS success.
TL;DR: This research suggests that a knowledge infrastructure consisting of technology, structure, and culture along with a knowledge process architecture of acquisition, conversion, application, and protection are essential organizational capabilities or "preconditions" for effective knowledge management.
Abstract: A hallmark of the new economy is the ability of organizations to realize economic value from their collection of knowledge assets as well as their assets of information, production distribution, and affiliation. Despite the competitive necessity of becoming a knowledge-based organization, senior managers have found it difficult to transform their firms through programs of knowledge management. This is particularly true if their organizations have long histories of process and a tradition of business success. This research examines the issue of effective knowledge management from the perspective of organizational capabilities. This perspective suggests that a knowledge infrastructure consisting of technology, structure, and culture along with a knowledge process architecture of acquisition, conversion, application, and protection are essential organizational capabilities or preconditions for effective knowledge management. Through analysis of surveys collected from over 300 senior executives, this research empirically models and uncovers key aspects of these dimensions. The results provide a basis for understanding the competitive predisposition of a firm as it enters a program of knowledge management.
TL;DR: Using this framework, IS managers were able to better understand and meet their data consumers' data quality needs and this research provides a basis for future studies that measure data quality along the dimensions of this framework.
Abstract: Poor data quality (DQ) can have substantial social and economic impacts. Although firms are improving data quality with practical approaches and tools, their improvement efforts tend to focus narrowly on accuracy. We believe that data consumers have a much broader data quality conceptualization than IS professionals realize. The purpose of this paper is to develop a framework that captures the aspects of data quality that are important to data consumers.A two-stage survey and a two-phase sorting study were conducted to develop a hierarchical framework for organizing data quality dimensions. This framework captures dimensions of data quality that are important to data consumers. Intrinsic DQ denotes that data have quality in their own right. Contextual DQ highlights the requirement that data quality must be considered within the context of the task at hand. Representational DQ and accessibility DQ emphasize the importance of the role of systems. These findings are consistent with our understanding that high-quality data should be intrinsically good, contextually appropriate for the task, clearly represented, and accessible to the data consumer.Our framework has been used effectively in industry and government. Using this framework, IS managers were able to better understand and meet their data consumers' data quality needs. The salient feature of this research study is that quality attributes of data are collected from data consumers instead of being defined theoretically or based on researchers' experience. Although exploratory, this research provides a basis for future studies that measure data quality along the dimensions of this framework.
TL;DR: A research model that interconnects knowledge management factors and focuses on knowledge creation processes such as socialization, externalization, combination, and internalization to establish credibility between knowledge creation and performance is developed.
Abstract: Knowledge is recognized as an important weapon for sustaining competitive advantage and many companies are beginning to manage organizational knowledge Researchers have investigated knowledge management factors such as enablers, processes, and performance However, most current empirical research has explored the relationships between these factors in isolation To fill this gap, this paper develops a research model that interconnects knowledge management factors The model includes seven enablers: collaboration, trust, learning, centralization, formalization, T-shaped skills, and information technology support The emphasis is on knowledge creation processes such as socialization, externalization, combination, and internalization To establish credibility between knowledge creation and performance, organizational creativity is incorporated into the model Surveys collected from 58 firms were analyzed to test the model The results confirmed the impact of trust on knowledge creation The information technology support had a positive impact on knowledge combination only Organizational creativity was found to be critical for improving performance; neglecting ideas can undermine a business The results may be used as a stepping stone for further empirical research and can help formulate robust strategies that involve trade-offs between knowledge management enablers
TL;DR: A research model for explaining trust in global virtual teams is advanced, and strategies that were used by the three highest trust teams, but were used infrequently or not at all by theThree lowest trust teams suggest the presence of "swift" trust.
Abstract: A global virtual team is an example of a boundaryless network organization form where a temporary team is assembled on an as-needed basis for the duration of a task and staffed by members from different countries. In such teams, coordination is accomplished via trust and shared communication systems. The focus of the reported study was to explore the antecedents of trust in a global virtual-team setting. Seventyfive teams, consisting of four to six members residing in different countries, interacted and worked together for eight weeks. The two-week trust-building exercises did have a significant effect on the team members' perceptions of the other members' ability, integrity, and benevolence. In the early phases of teamwork, team trust was predicted strongest by perceptions of other team members' integrity, and weakest by perceptions of their benevolence. The effect of other members' perceived ability on trust decreased over time. The members' own propensity to trust had a significant, though unchanging, effect on trust. A qualitative analysis of six teams' electronic mail messages explored strategies that were used by the three highest trust teams, but were used infrequently or not at all by the three lowest trust teams. The strategies suggest the presence of "swift" trust. The paper advances a research model for explaining trust in global virtual teams.