This response addresses the data analysis issues raised by Wierenga and van Bruggen (1998) concerning Massetti (1996). Their analysis suggestions were performed and resulted in no significant differences between the treatment conditions. However, these analyses are misleading because of normality and variance problems present in Massetti's dataset. Specifically, not controlling for individual performance differences in ideational fluency ability during experimentation created the need for the complex, but appropriate, analysis approach used in Massetti. This response further suggests that ideational fluency be included as an independent factor in future research on individual creativity support systems.
Because organizations seek more innovative ways to compete, the ability of their employees to generate new and valuable ideas becomes a fundamental survival skill. To the extent that computer software might enhance the creative performance of individual users, organizations might ultimately apply such tools to enhance the creative performance of their employees. A controlled laboratory experiment was performed to determine whether two popular creativity support applications significantly enhanced the creative performance of individual users. The results suggest that responses generated with software support are significantly more novel and valuable than responses generated by pen and paper. The results also question the previous creativity research practice of not directly controlling for idea fluency prior to experimental manipulation. It is hoped the findings from this investigation can be used to improve individual creative performance, further research concerning factors relevant to creativity, and guide future ICSS development efforts.
As interest into the nature and value of Electronic Data interchange (EDI) within organizations continues to grow, it becomes increasingly desirable to establish a tactical linkage between the strategic value of EDI and observed operational benefits. This article provides such a tactical linkage by presenting an approach to EDI measurement consisting of four facets: volume, diversity, breadth and depth of a firm's EDI initiatives. Each of these facets is defined and then described through its application within the contexts of seven case sites, where each case site represents a strategic business unit having a long, successful history of EDI use. The article concludes with suggestions for both practice and research.