Organizations in both developed and developing countries use information technology to support their operational, tactical, and strategic processes (cf., Bogod, 1979; Cooper and Zmud, 1990). Any strategic competitive advantage of information technology, however, is contingent on acquisition and assimilation of information technology products and applications into organizational processes. Using a value expectancy approach, this study proposes an expanded model to examine the variables that correlate with information technology investment decisions. The theory of alienation from social psychology is used as a basis to systematically define and measure decision makers' attitudes and internal beliefs toward information technology in an investment context. Detailed discussion of the development of a computer alienation measurement scale is presented. The scale was used to collect data from 97 decision makers in the United States, a developed country, and Saudi Arabia, a developing country. Results provide empirical evidence on the appropriateness of applying the computer alienation construct to computer purchase decisions. Computer-alienated decision makers were found to be more inclined to resist information technology adoption by refraining from buying computers. This resistance was evident in both the U.S. and the Saudi samples. The study findings also indicate that decision-maker computer knowledge, computer experience, and education level are closely associated with alienated beliefs and attitudes toward information technology. Alienated decision makers reported paying less attention to information technology information sources. Assuming technologies can provide advantages, these findings point to the need for change agents to minimize alienating beliefs and attitudes.
Cognitive maps are valuable tools for understanding individual and group perceptions. But developing such maps is a resource-intensive activity. To reduce required resources, group support system (GSS) technology is proposed as an aid in uncovering cognitive maps. A GSS session was used to develop a cognitive map of users of object-oriented (OO) techniques perceptions of OO system complexity. Seven participants identified concepts and categories, categorized the concepts, rated category importance, and defined relationships between categories. The data collected and analyses performed provide the basis for a cognitive map of the participants' perceptions of OO system complexity. A comparison with similar individual cognitive mapping results supports further investigation of using the GSS approach for identifying perceptions of complexity.
Zale Corp. once melted down most of its damaged, returned, or repossessed jewelry, resulting in substantial lost revenues. It was determined that additional revenue could be produced from salvageable jewelry if the value of the items could be accurately determined. This meant the jewelry had to be appraised by experienced gemologists to determine the most profitable disposition. The gemologists' productivity suffered because the appraisal was extremely labor intensive. To address this problem, an automated multimedia system utilizing electronically linked measuring instruments, voice recognition, and interconnected LAN databases was developed. Although the unique voice recognition feature of the system was later abandoned, the use of the system enhanced productivity. This paper describes the systems development, its subsequent evolution, and the lessons learned from the process.
System performance measurement often is conducted using subjective methods, such as self-reporting of utilization, or surrogate measures, such as user satisfaction. High system utilization or high user satisfaction provides no guarantee of high performance. This study reports initial research relating system utilization, measured as a continuous and independent variable, with an objective measure of system performance. The usage or participation rate of the New Orleans Vessel Traffic Service was correlated with its performance criterion of vessel safety, operationalized as the number of marine accidents. The evaluation model reported in this research employed utilization as an independent variable in the regression equation. This utilization measure was inversely correlated with vessel accidents -- increases in DSS utilization were associated with reductions in marine casualties, assuming fixed levels of the other explanatory variables. This research has provided evidence that the system has been very effective in reducing vessel accidents -- the objective performance criterion -- on the lower Mississippi River. IS managers should consider this method of evaluation as a means of increasing information management credibility.
Telemarketing is a growth industry that falls within the realm of information management. The telemarketing services provided by AT&T American Transtech grew from non-existence to a position of leadership in the industry in just four years. The organization was able to accomplish this feat with a total systems approach using innovative methods for approaching and satisfying new markets. Hardware innovations, including the use of ISDN, along with a humanized implementation have been combined in this successful effort. This article describes the telemarketing service effort of American Transtech and the lessons learned that could be applied to other information management organizations.
This article details a project which used a non-classical approach to developing information systems. A critical but backlogged information management project, representing $13 million in payments due to clients, is described. Up-to-date payment processing would provide information valuable to generating increased organization revenues. The backlogged project was given life by having the users, with tutoring and guidance, perform tasks usually assigned to systems analysts. These tasks included the building of an information system about the system. The article presents the project scenario, describes the development approach used, evaluates the approach and why it worked, and suggests why other organizations could benefit from using the approach.