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Under increasing pressure to demonstrate environmental responsibility, organizations realize that they cannot claim to be environmentally sustainable if their supply chains are not. This research seeks to understand how an interorganizational green IS influences environmental sustainability (ES) initiatives within organizations in a supply chain. We examine a green IS taking the form of an interorganizational ES platform. Our analysis sheds insights into how role conflicts arising from the various roles played by the platform users compromise the nature of actions associated with platform beliefs. In particular, cooptition conflict arising from participants' roles as supplier to the platform owner and competitor to other platform participants explains the symbolic organizational content contribution, whereas the professional conflict resulting from participants' roles as employee of an organization and knowledge peer to participants from other organizations explains the substantive personal content contribution. The lack of organizational substantive content creates content paucity, which platform users respond to by developing off-platform relationships with content contributors. The personal ES knowledge acquired through platform content consumption and the relationships with content contributors help individuals advocate for ES initiatives within their organizations. Our research is among the first to consider green IS at an interorganizational level and the corresponding multilevel perspective of the green IS users as they are at once organizational and individual actors. [ABSTRACT FROM AUTHOR]

With the rapidly evolving permeation of digital technologies into everyday human life, we are witnessing an era of personal data digitalization. Personal data digitalization refers to the sociotechnical encounters associated with the digitization of personal data for use in digital technologies. Personal data digitalization is being applied to central attributes of human life--health, cognition, and emotion--with the purported aim of helping individuals live longer, healthier lives endowed with the requisite cognition and emotion for responding to life situations and other people in a manner that enables human flourishing. A concern taking hold in manifold fields ranging from IT, bioethics, and law, to philosophy and religion is that as personal data digitalization permeates ever more areas of human existence, humans risk becoming artifacts of technology production. This concern brings to center stage the very notion of what it means to be human, a notion encapsulated in the term human dignity, which broadly refers to the recognition that human beings possess intrinsic value and, as such, are endowed with certain rights and should be treated with respect. In this paper, we identify, describe, and transform what we know about personal data digitalization into a higher order theoretical structure around the concept of human dignity. The result of our analysis is the CARE (claims, affronts, response, equilibrium) theory of dignity amid personal data digitalization, a theory that explains the relationship of personal data digitalization to human dignity. Building upon the CARE theory as a foundation, researchers in a variety of IS research streams could develop mid-range theories for empirical testing or could use the CARE theory as an overarching lens for interpreting emerging IS phenomena. Practitioners and government agencies can also use the CARE theory to understand the opportunities and risks of personal data digitalization and to develop policies and systems that respect the dignity of employees and citizens. [ABSTRACT FROM AUTHOR]

Data philanthropy (DP) is a new but much-lauded phenomenon. Extant DP research has been either conceptual, exploratory, and/or qualitative. The present study seeks to examine the business value of data philanthropy to the donor firm. We use an event study method to analyze stock performance of public firms associated with data philanthropy activities to determine if a link exists. We find significant relationships between abnormal returns and data openness and the number of collaboration participants. [ABSTRACT FROM AUTHOR]

Organizations in many different industries employ virtual teams in a variety of contexts, including research and development, customer support, software development, and product design. Many virtual teams are geographically and […]

To purchase or authenticate to the full-text of this article, please visit this link: http://dx.doi.org/10.1111/j.1540-5915.2008.00206.x Byline: David S. Preston (1[dagger]), Daniel Chen (1), Dorothy E. Leidner (2) Keywords: Chief Information Officer; Information Systems Leadership; Managerial Discretion; Power and Politics; Strategic Decision Making; Structural Equation Modeling; and Survey Research Abstract: ABSTRACT Despite the strategic importance of information technology (IT) to contemporary firms, chief information officers (CIO) often still have varying degrees of strategic decision-making authority. In this study, we apply the theory of managerial discretion to define CIO strategic decision-making authority and argue that the CIO's level of strategic decision-making authority directly influences IT's contribution to organization performance. We also draw on the power and politics perspective in the strategic decision-making literature to identify the direct antecedents to the CIO's strategic decision-making authority. A theoretical model is presented and empirically tested using survey data collected from a cross-industry sample of 174 matched pairs of CIOs and top business executives through structural equation modeling. The results suggest that organizational climate, organizational support for IT, the CIO's structural power, the CIO's level of strategic effectiveness, and a strong partnership between the CIO and top management team directly influence the CIO's level of strategic decision-making authority within the organization. The results also suggest that the CIO's strategic decision-making authority in the organization directly influences the contribution of IT to firm performance and that effective CIOs have a greater influence on IT's contribution when provided with strategic decision-making authority. Author Affiliation: (1)Neeley School of Business, Texas Christian University, P.O. Box 298530 Fort Worth, TX 76129, e-mail:d.preston@tcu.edu,d.chen@tcu.edu (2)Hankamer School of Business, Baylor University, P.O. Box 98005 Waco, TX 76798-8005, e-mail:dorothy_leidner@baylor.edu Article History: [Received: August 2007. Accepted: July 2008.] Article note: ([dagger]) Corresponding author.

Abstract This paper explores the challenges of creating and maintaining trust in a global virtual team whose members transcend time, space, and culture. The challenges are highlighted by integrating recent [...]

Data philanthropy is a corporate gift of data, data resources such as analysts, and/or data technologies such as software, computing power, and storage. Yet data philanthropy is unlike other corporate philanthropy because data assets are non-rivalrous and can be shared without diminishment. Data can even become more valuable through sharing and collaboration. This paper explores data philanthropy and how it can benefit both donor firms and society through a model and several propositions. [ABSTRACT FROM AUTHOR]

Drawing on the information technology (IT)‐enabled capabilities perspective, this study develops a model that extends our knowledge of the mechanisms through which IT contributes to business value. Specifically, we provide new insights to the stream of research that proposes organizational agility to be a higher order capability enabled by information systems (IS) capabilities that impacts firm performance, and we test the contingency effect of an important environmental factor—the technology intensity of the industry. To empirically study the proposed relationships, data were collected from 153 Spain‐based firms and analyzed using a partial least squares structural equation modeling. The results indicate that IS capabilities positively affect firm performance through the full mediation of organizational agility. Furthermore, a multigroup analysis reveals that the impact of IS capabilities on organizational agility is greater for companies in high‐tech intensity industries than for those in medium‐tech intensity industries. An important implication is the identification of some capabilities that might jointly enhance firm performance through their interplay, as well as the external environmental factors that influence these relationships. When designing firms' IT strategies, managers seeking to optimize firm performance should embed appropriate IS capabilities into the key business processes to enable an agile response in the organization. [ABSTRACT FROM AUTHOR]

A new study investigates whether national cultural differences influence managers' perceptions of the link between the uses of Executive Information Systems and such outcomes relating to decision-making. Organizations in Mexico, Sweden and the US are studied.

Digitally enabled social networks, encompassing social media applications such as wikis, blogs and social networking sites, have the potential to dramatically change organizational culture by building communities, promoting information sharing and fostering collaboration. Although organizational social media site (hereinafter SMS) implementations are proliferating, these technologies often do not harmoniously combine with traditional organizational cultures. To shed light on social media's impact on organizational life, this paper draws on an interpretive case study to investigate a global security company's efforts to implement a digitally enabled social network as part of a cultural change effort. Conceptually, based on the theory of IT-culture conflict, this paper underscores the interplay between organizational culture and technology. Our study finds that conflicts can arise between employees' workplace values and the values they ascribe to social media. This can result in an IT-culture system conflict, which organizations can address using policy-based, socialization-based and leadership-based mechanisms aimed at bringing cultural values and social media site values into alignment. [ABSTRACT FROM AUTHOR]

The article presents a case study of the use of knowledge maps (Kmaps) by the human resources (HR) departments of French companies Protiware, Teamama and Melifrance to strengthen their social domination in business organizations. The study explores the outcomes of illusions of knowledge and executive controls created by the implementation of Kmaps. The article discusses Pierre Bourdieu's social theory, information system (IS) symbol and signal theory, and illusion of control theory.

The article discusses the use of executive information systems by executives in Mexico. These systems are used in organizations across the globe in order to help executives deal with increased managerial information needs and the globalization of enterprise. The author presents a study of Mexican managers to determine how these systems help them cope with a highly competitive business environment. She suggests that Mexican managers typically use the systems to monitor internal and external information, allowing them to make decisions faster.

Managerial decision making is regarded as among the most important functions of senior managers. The presence of easily accessible, reliable information contributes to effective decision making. Sources of information may be oral, written, or computer-based. The computer-based information sources remain the least studied in the context of executive decision making because executives have tended to use other managers and their own intuition as their primary information sources. Recently though, computer-based information systems directly tailored for use by executives have begun to be implemented within organizations. Such systems, referred to as Executive Information Systems, may help executives make faster and higher quality decisions, an increasingly important requirement for executives given such trends as globalization and heightened competition. This study uses survey responses of 91 high level managers to empirically examine the relationship of executive information system use by managers with decision making speed, problem identification speed, information availability, and the involvement of subordinates in decision making. The study found that when used frequently and over time, executive information systems are positively related to perceived problem identification and decision making speed for senior and middle managers. Whether such effects lead to higher quality decisions are topics for further study. In addition, the frequency of use of executive information systems is shown to be related to a perceived increase in information availability although the length of time the system is in use is not related to perceived information availability. This suggests that the information needs of senior and middle managers is malleable and systems designed to support the decision making of managers need to be flexible to adapt to changing information needs. Lastly, the study found that the use of executive information systems does not reduce the reliance of senior or middle managers on their subordinates to help in decision making. This may be because the involvement of subordinates does not necessarily connote a consistent positive or negative behavior among American managers, whereas speed and information are consistently considered as positive. The implications of the results for a previously developed theory of the effects of advanced information technology on organizational design, intelligence, and decision making are discussed. [ABSTRACT FROM AUTHOR]