InPractice is an online newsletter targeted at our practitioner members. Published monthly, InPractice showcases articles published in the AIS journals (JAIS, CAIS, PAJAIS, AIS THCI,TRR, and MISQE). Authors of newly uploaded eLibrary papers will be invited to voluntarily prepare and submit a brief synopsis of their paper targeting practitioners. Dennis Galletta serves as the AIS InPractice editor.
AIS invites all authors to submit summaries for considering in InPractice. The benefits of publishing in InPractice include:
- Free, organized publicity for your study
- Providing more opportunity for research to gain traction in the world of practice
- Providing visibility for a larger body of research
To submit summaries for consideration, please email Dennis Galletta at Galletta@pitt.edu with the following information:
1. A summary of the paper written in approximately 200 words, including key takeaways
2. Permission in email to use the summary through InPractice
3. Photos
  
|
Posted By Administration,
Thursday, October 31, 2019
|
By Jan Recker and Peter Green
Problem
- Many modern information systems are large and complex. Analyzing or designing them means that IS professionals need to consider multiple perspectives.
- IS professionals use conceptual models – semi-formal graphical visualizations of real-world domains – to help build their understanding. The number and variety of different models can be large.
- We do not know how IS professionals can effectively and efficiently choose between different models, use them to develop an understanding of an IS domain, or how useful different combinations of conceptual models are for their work.
- We do not know whether analysis or design practices building on multiple conceptual models is effective or how it can be better supported through better model design.
Summary
- We propose new hypotheses about:
- How IS professionals select between different conceptual models for systems analysis and design,
- How they read multiple models to develop a complete and clear understanding of a real-world IS domain, and
- How useful different combinations of conceptual models are to IS professionals.
- We suggest that IS professionals will prefer combinations of conceptual models that maximize the coverage of real-world domain elements, while at the same time, minimizing overlap of distinct information elements between different models.
Take-Aways
- IS professionals should be mindful of whether they require a simplified versus a more complete representation of the real world to complete their tasks effectively.
- When conceptual models are developed to aid IS professionals, tradeoffs between completeness and clarity should be taken into account already to make the models fit for use.
Learn more at https://aisel.aisnet.org/jais/vol20/iss8/1/
This post has not been tagged.
Permalink
| Comments (0)
|
|
|
Posted By Administration,
Friday, October 11, 2019
|
By Richard T. Watson, Gregory S. Dawson, Marie-Claude Boudreau, Yan Li, Hongyun Zhang, Wei (Wayne) Huang, and Ibrahim Al-Jabri
Problem
- Opportunism, devious self-interest behavior, is a persistent social problem. Attempts to restrict opportunism, such as legal and ethical codes, have shaped societies for millennia.
- Opportunism differs from mere profit maximizing because it takes advantage of a trusting relationship to advance self-interest.
- According to a previous study by three of the authors, a majority of IS consultants and their clients have observed opportunism.
- Such practices might include breaking promises, being untruthful, or not acting in the other party’s best interests.
- Information asymmetry, when one party knows more about a situation than another, is the root cause of opportunism.
Summary
- This article examines the relative effectiveness of eight different constraint mechanisms on IS consultants in China, Saudi Arabia, and the United States, for seven types of projects with different levels of information asymmetry, tacit knowledge, and explicit knowledge.
- Generally, consulting clients in the United States believe that social constraints are more effective, while those in China and Saudi Arabia favor legal constraints.
- The research suggests that these findings are a result of differences in legal systems and the foundations of social norm formation.
Take-Aways
- When information asymmetry is high, clients should use one or more social constraints
- When information asymmetry is low, clients should use a legal constraint
- For complex engagements, clients should use an advisor firm to constrain opportunism
- Clients should develop project relevant tacit knowledge prior to a consulting engagement to lower information asymmetry
- Consultants should recognize that national differences can impact how clients select and deploy constraint options
Learn more at: https://aisel.aisnet.org/jais/vol20/iss7/12/
This post has not been tagged.
Permalink
| Comments (0)
|
|
|
Posted By Administration,
Friday, September 20, 2019
|
by Mary Lacity in MIS Quarterly Executive September 2018, Volume 17, Number 3, pp. 201-222.
- Blockchain adoption frequently promises more value than what is delivered.
- Challenges include identifying standards, government regulation, governance models, and ecosystem viability.
- A study of three organizations reveals their strategies for successful adoption.
- Five key questions should be asked when considering a blockchain application:
1. Is a blockchain the right solution?
2. How are blockchain standards being established?
3. How can a blockchain solution comply with legislation given the regulatory uncertainty?
4. How should a blockchain solution be governed?
5. How can a viable ecosystem be established?
Summary:
Daunting challenges in blockchain standards, regulations, shared governance models, and viable ecosystems impede progress. There is currently a gap between the business value that is promised and how much is delivered. Lacity describes the strategies that three organizations are pursuing to address those challenges. The organizations are LO3 Energy, a startup; Moog, Inc., a traditional enterprise, and the Center for Supply Chain Studies, a nonprofit organization serving as industry consortium coordinator. Answering the five questions above can help managers know whether their organizations should lead, be fast followers, or take a slower pace in exploring enterprise blockchains.
Learn more at https://aisel.aisnet.org/misqe/vol17/iss3/3/.
This post has not been tagged.
Permalink
| Comments (0)
|
|
|
Posted By Administration,
Friday, September 20, 2019
|
By Asger B. Pedersen, Marten Risius, and Roman Beck In MIS Quarterly Executive June 2019
General take-aways:
- Blockchain technology provides a bewildering set of options without much guidance.
- Firms must decide not only the feasibility of using blockchain technology but also which type of system to use: permissionless public blockchain, permissioned public blockchain, or a permissioned private blockchain.
- Ten decision steps can be followed to narrow the options dramatically. The ten questions are described in detail and address issues such as whether there is a need for sharing data publicly or with multiple parties, if it is desirable to use third parties, whether there are conflicts of interest or differing or changing rules, if logs are needed, and how consensus is determined.
Summary:
Recent research on blockchain technology shows faster growth of its adoption in tracking supply chain activities than in banking and financial services. This study focused on how maritime shipping can realize benefits of blockchains, especially by consulting a new managerial framework to assess feasibility and also determine what type of system to implement. A ten-step yes/no decision process provides guidance on whether a block chain is required, and if so, recommends a permissionless public blockchain, permissioned public blockchain, or a permissioned private blockchain. Knowing the type of needed blockchain system will prevent the loss of valuable time and will reduce expenses in their application.
Learn more at https://aisel.aisnet.org/misqe/vol18/iss2/3/.
This post has not been tagged.
Permalink
| Comments (0)
|
|
|
Posted By AIS,
Friday, September 20, 2019
|
by Elena Alfaro, Marco Bressan, Fabien Girardin, Juan Murillo, Ida Someh, and Barbara H. Wixom In MIS Quarterly Executive June 2019, Vol. 18, No. 2, pp. 117-128.
General take-aways:
- Data monetization efforts can have tremendous revenue enhancing and cost reduction impacts on firms.
- A firm with 16 monetization efforts were studied in this paper.
- Actions that led to their successful efforts were:
1. Balance short term goals and long-term capability creation
2. Invest in social good projects
3. Assess the value and impact of data science projects
4. Educate all employees about data science
5. Compensate data scientists with high nonmonetary benefits
Summary:
BBVA, a global financial group, established a data science center of excellence to lead its data monetization activities. In 16 monetization projects over three years, they sold information solutions, improved business operations, and wrapped products with analytics features. Their impacts were to raise revenues, lower costs, and increase their capabilities and credibility. This summary of their activities and experiences can be helpful for many other firms.
Learn more at https://aisel.aisnet.org/misqe/vol18/iss2/4/.
This post has not been tagged.
Permalink
| Comments (0)
|
|
Blog Home
All Blogs
RSS