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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 [...]