This study investigates selective reporting behaviors that are pursued by project managers when communicating the status of their information system initiatives to their executives. To understand the types, motivations, impacts, and antecedents of such behaviors, a message-exchange perspective is adopted and the prior literature on IS project status reporting is reviewed. This study incorporates an empirical investigation that examined the influence of five dyadic factors on selective reporting using a survey of 561 project managers. The findings of the study reveal a positive effect of reporting quality on project performance and indicate that a specific type of selective reporting behavior (optimistic biasing) has a degrading effect on reporting quality. Moreover, the findings show that all five antecedents have a significant influence on the propensity of project managers to report selectively. Specifically, the project executive's power, the project manager's trust in the executive, and the executive's quality of communication impact selective reporting directly; the executive's familiarity with the IS development process and the executive's organizational affiliation vis-à-vis that of the project manager have an indirect influence (it is mediated through other factors). The effects of each of these factors on the two types of selective reporting (optimistic and pessimistic biasing) are examined, and the implications of these findings for both researchers and managers are discussed in this article.
Many EDI researchers and practitioners have recognized the importance of high penetration levels for the success of EDI. Unfortunately, such penetration is partly impeded by the resistance of small companies to become EDI capable. To investigate this issue, three major factors are identified that influence the EDI adoption practices of small firms. These factors are: organizational readiness (because of the low levels of IT sophistication and resource availability of small firms), external pressures to adopt (because of the weak market positions of small firms and the network nature of the technology), and perceived benefits (because of the limited impact that IT has on small firms due to under-utilization and lack of integration). By combining the anticipated effects of these factors, we developed a framework of EDI adoption by small businesses. The applicability of this framework is empirically demonstrated using the results of seven case studies. Finally, recommendations are made for the development of successful EDI partner expansion plans. These include the development of a long-term EDI partner expansion plan from the very beginning, the individual assessment of each partner's EDI preparedness level, and the selection of appropriate influence tactics to expedite adoption by small partners. Specifically, it is suggested that EDI initiators pursue promotional efforts to improve partners' perceptions of EDI benefits, provide financial and technological assistance to partners with low organizational readiness, and carefully select and enact influence strategies to reduce resistance.