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This article explores the ethical concerns surrounding the use of generative artificial intelligence (GAI) for qualitative data analysis. The authors raise issues related to data ownership, privacy, biases, and the responsibilities of researchers. They argue that relying solely on automated systems for data analysis can lead to biased and incomplete results, and stress the importance of human insight and understanding in research, particularly in areas of marginalization and oppression. The article calls for the development of ethical guidelines to address these concerns and ensure the integrity of qualitative data analysis using GAI. [Extracted from the article]

One factor receiving contemporary interest from virtual team researchers is collective‐level efficacy, that is, a team's shared belief in its collective abilities to work effectively. However, our understanding of this literature leads to two concerns. First, depending on traditional team‐focused collective‐level efficacy concepts conveys an indifferent view of technology that ignores decades of research explaining how virtual teams' reliance on collaborative technologies differentiates them from traditional teams. Second, the information systems literature has largely ignored the concept of collective‐level efficacy in virtual team research. That collective‐level efficacy is underexamined in IS research is disappointing, given the growing recognition (outside the IS literature) that it is crucial to virtual team success. This absence becomes even more concerning given that IS researchers developed the concept of virtual team efficacy (VTE) specifically for virtual team settings. Unlike collective‐level efficacy measures designed for traditional team settings, VTE incorporates technology into its conceptual definition and the operationalization of its measurement indicators. Thus, it is a stronger predictor of virtual team outcomes. To demonstrate its importance to IS research, we used a deductive theory‐driven approach to propose and empirically evaluate whether VTE indirectly acts on virtual team effectiveness through the critical concepts of trust and participants' perceptions of problems associated with the collaboration inhibitors of time difference, geographical separation, and cultural differences. This research contributes significantly to the literature by confirming VTE's relationship to important virtual team success factors and informing IS researchers about the appropriate choice of constructs when studying collective‐level efficacy in virtual team settings. [ABSTRACT FROM AUTHOR]

The emergence of generative AI tools like ChatGPT is representative of the shifting baseline in technology that happens continually (cf. The tricky question is going to be 'how much reliance on a generative AI tool like ChatGPT is reasonable? The plagiarism detection tool, iThenticate, is likely to follow up and embed generative AI detection as well. Over the last year, much has been written about Artificial Intelligence (AI) chatbots and their potential impact across the spectrum of research contexts. [Extracted from the article]

In the third exemplar article of this special issue, Mettler et al. ([13]) observe that making the world better through ICT also implies that marginalised groups of society can benefit from and get access to digital services. Finally, they meet the fifth criterion by describing such an example of IT design principles in the context of resource constrained organisations that are introducing new information technologies as responsible IS research practices. In the fifth exemplar of responsible IS research, Ramadani et al. ([16]) dwell on the long-standing question of whether centralised or decentralised strategies are more suitable when attempting to address a developing nation's societal or economic challenges through ICT. (5) The discussion includes IT design principles and implications for the subdiscipline of responsible IS. [Extracted from the article]

The interdisciplinary nature of the information systems (IS) field has opened it up to various theoretical perspectives, methodologies, and contexts since its inception. Although the IS element can also be materialised as an IS context (e.g., an online community or a knowledge sharing platform), such a context in itself is not sufficient for positioning a manuscript as IS research. Manuscripts that apply, for instance, the IS success model or the technology acceptance model without offering novel theoretical contributions are as uninspiring for IS scholars as those that do not incorporate an IS element. [Extracted from the article]

Action research (AR) involves one or more researchers and a client organisation. Many guidelines for and reports of the research method have been published. However, the ethical issues associated with AR have been largely neglected. Our review of the AR literature found that ethical dilemmas and their resolution are rarely and inconsistently reported. Stimulated by this neglect and our personal experiences, we aim to raise awareness and understanding about the ethics of planning, conducting and reporting AR. We identify and discuss four issues of concern that merit specific ethical attention when conducting AR: collaboration, competence, persistence and consent. We draw on these four issues in an analysis that augments the principles and criteria for canonical AR (CAR), recently reified as Integrated Action Research (IAR). Our guidance includes an additional principle of AR and 10 associated criteria to address the ethics of AR participation. [ABSTRACT FROM AUTHOR]

Every year, the Information Systems Journal (ISJ) receives hundreds of papers for review and potential publication. THE PROBLEMATIZATION APPROACH AND ITS VALUE So, what are the alternatives to the gap-spotting approach when the authors consider enhancing the positioning and motivation of their potential submission? The problematisation technique necessitates that authors develop their own worldview of the existing literature in their domain and use that worldview to critique existing research traditions in that domain. The authors offer insights and recommendations for policymakers, public and private sector practitioners, and communities in underdeveloped regions to navigate both the potentials and pitfalls of grassroots technology leapfrogging. [Extracted from the article]

When reading a submitted article, I am often struck by the apparent omniscience of the authors with regard to the context where they undertake their research. I suggest that these are important considerations, for the researcher and for readers: not only does the context matter, but so too does the acquisition of context-specific knowledge by the researchers (Davison & Martinsons, 2016). However, as a reader who can only see the world through the eyes of the researcher, I would greatly appreciate learning exactly what the researcher did, not only when in the field but also before entering the field. A lack of familiarity may be more obvious in junior researchers such as PhD students, but more experienced researchers can also be surprised. [Extracted from the article]

Despite substantial investments in customer‐relationship‐management (CRM) systems, companies continue to experience pain rather than profit. Meanwhile, the concept of "adaptive behaviour" of frontline employees has received little attention in the literature related to CRM systems in which the frontline employees are the primary users. In this study, we propose that with the aid of CRM systems, individual employees are able to immediately access information about customers and service offerings, thus enabling their adaptive behaviours to provide personalized service to individual customers. Based on coping theory, we develop a CRM system‐driven adaptive behaviour model that explains how CRM systems facilitate individual employees' service performance by enabling adaptive behaviour during their service encounters. Multisourced data from a financial company in China largely support our proposed model, showing that employees' postadoption of CRM systems (routinization and infusion of use) enables interpersonal and offering adaptive behaviours, which in turn enhance employees' service performance. In addition, forming a postadoption behaviour of CRM systems relies on the frequent use. We discuss the theoretical and practical implications of adaptive behaviour in service encounters with the aid of CRM systems. [ABSTRACT FROM AUTHOR]