| Desktop Video Conferencing in Virtual Workgroups: Anticipation, System Evaluation, and Performance |
| | Townsend, Anthony M. | U. of Nevada, Las Vegas | townsend@nevada.edu | (702)-895-1622 |
| | DeMarie, Samuel M. | U. of Nevada, Las Vegas | demarie@ccmail.nevada.edu | (702) 895-1803 |
| | Hendrickson, Anthony R. | Iowa State U. | hndrcksn@iastate.edu | (515)-294-2132 |
| | This study investigates the applicability of the Technology Acceptance Model (TAM) to the process of adoption
of Desktop Video Conferencing (DTVC). In this study, we create virtual office environments using DTVC and then
examine how our participants interact with each other using the DTVC medium. Specifically, we examine the effect of users'
anticipated system utility and actual system satisfaction on their workgroup performance. As in other applications of the TAM
model, we find that those participants that anticipated DTVC in a positive manner were more likely to evaluate it positively after
using it and were more likely to perform well during their use of the system. |
| | Keywords: Information Technology; Technology Acceptance Model; Desktop Video Conferencing |
| A Linkage Model Of Corporate New Ventures |
| | Sharma, Anurag | U. of Massachusetts, Amherst | shrmn@som.umass.edu | 413-545-5682 |
| | I present a grounded model showing that venture managers engage in a range of interlocking activities
to establish linkages that help reduce key uncertainties about its prospects both inside and outside
the host firm. These linkages, I argue, act as anchors that stabilize the venture in its persistently
dynamic environment. |
| | Keywords: Innovation; Entrepreneurship |
| Information Processing During Innovation Implementation |
| | Cooper, Randolph B. | U. of Houston | rcooper@uh.edu | (713)-743-4732 |
| | Wolfe, Richard A. | U. of British Columbia | wolfer@unixg.ubc.ca | (604)-822-3884 |
| | Though information processing is an essential component of innovation implementation, information processing theory has had little influence on the innovation literature. We address this gap in the literature by drawing on and relating the information processing and innovation literatures to develop an information processing for innovation model. The model identifies appropriate information processing approaches to be used for specific implementation contexts (i.e., specific combinations of innovation and organization attributes). We analyze the model and its associated propositions in light of a case study of the implementation of an imaging technology innovation. The case provides support for the model. |
| | Keywords: Information Processing; Innovation Implementation; Imaging Technology |
| The Impact of Partner-Fit on Progress and Success of European Multi-Partner Research Projects |
| | Gemuenden, Hans Georg | U. of Karlsruhe | hans.gemuenden@wiwi.uni-karlsruhe.de | ++49-(721)-608-3431 |
| | Hoegl, Martin | U. of Karlsruhe | martin.hoegl@wiwi.uni-karlsruhe.de | ++49-(721)-608-3431 |
| | The better the partners' fit, comprising social fit (trust and commitment), resource fit (competence and complementarity) and goal fit (goal clarity and compatibility), the better cooperative R&D-projects will progress and succeed. Data from 393 European respondents pertaining to 193 ESPRIT projects show a significant positive correlation with project success for all six variables. A path analysis with the core variables competence, trust, and goal clarity explains 44% of the variance of project success. By including variables characterizing the progress of the project (quality of project management, escalation of inter-organizational conflicts and changes of the goals), explained variance rises to 65%. |
| | Keywords: International; Research; Cooperation |
| The Relationship Between Information Technology and Organizational Performance: A Development of Alternative Perspectives Based on an Information Processing Theoretical Framework |
| | Fairbank, James F. | West Virginia U. | jfairban@wvu.edu | (304)-293-7937 |
| | Information technology (IT) is acknowledged as important to organizational
performance. However, research efforts to demonstrate a systematic relationship
between IT and performance outcomes have been disappointing. Most of our IT
"success stories" involve single case studies with an overemphasis on
idiosyncratic outcomes and an underemphasis on organizational factors and processes
associated with the use of IT. This situation is reflected in the frustration of
managers as they attempt to identify the best ways to manage IT.
It is possible that IT per se does not confer competitive advantage; rather, it
might be how IT is managed consistent with other organizational characteristics,
instead of the extent to which it is employed, that determines its true competitive
value.
Our understanding of the effects of IT on organizational performance has been
limited by several factors: (1) a focus on incremental IT investments,
individual productivity, and operational outcomes rather than overall
organizational practices and tendencies; (2) intrusion of confounding effects arising
from studying IT across industries; and (3) lack of a coherent theoretical
foundation.
This paper describes an approach designed to overcome these problems by: (1) examining
IT in the context of organizational strategy, structure, and processes; (2) focusing
on IT in a single information-intensive industry; and (3) using information processing
theory of organizing (Galbraith, 1973; 1977), which suggests that organizations are
designed around information in an attempt to reduce uncertainty, as an underlying
theoretical framework.
Four alternative theoretical perspectives are developed for subsequent testing. These
perspectives represent varying degrees to which IT is integrated with an organization's
strategy, structure, and processes. |
| | Keywords: information ; technology; performance |
| The Stability of the Change Journey: An Evidence Based Examination of the Constancy of Organizational Hierarchy in Changing Information Technology Environments |
| | Schwarz, Gavin M. | U. of Queensland | G.Schwarz@gsm.uq.edu.au | 61 7 3365 8284 |
| | This article proposes to reinvigorate familiar territory by exploring the nexus of the
implementation of information technology and changes in an organization’s hierarchical
structure. It tests the proposition that information technology implementation will have little
or no effect on hierarchy. Using a detailed assessment of the planning, implementation and
application of two new software systems in two different organizational settings that were
selected as critical cases illustrates that new forms of information technology tend to
supplement rather than eliminate existing structures. Employing both longitudinal and cross
sectional research design, it is argued that not only is hierarchy and hierarchy authority a
constant part of the business organization, regardless of new technology implementation, but
that management play a proactive part in the retention of a structural status quo. This raises a
number of avenues for further future research. |
| | Keywords: Organization Change; Hierarchy; Information Technology |