The concept of organizational learning (OL) is receiving an increasing amount of attention in the research and practice of management information systems (MIS) due to its potential for affecting organizational outcomes, including control and intelligence, competitive advantage, and the exploitation of knowledge and technology. As such, further development of the salient issues related to OL is warranted, especially measurement of the construct. Based on a domain definition grounded in the literature, this research represents the initial work in developing an empirically reliable and valid measure of organizational learning. The rigorous method utilized in the derivation of this measure, which integrates two methodological frameworks for instrument development, is the main strength of this work. The result is an eight-factor, 28-item instrument for assessing OL, derived from a sample of 119 knowledge-based firms. The empirically derived factors are awareness, communication, performance assessment, intellectual cultivation, environmental adaptability, social learning, intellectual capital management, and organization grafting. MIS function managers can use these factors to gauge organizational or subunit success in the creation and diffusion of new applications of information technology.
An increasing number of organizations are recognizing the strategic significance of their information technology (IT) resources. A process by which emerging information technologies may be effectively identified and evaluated is rapidly becoming a necessity. This process may be accomplished through scanning the external IT environment. Based on the strategic emphasis given to IT resources, organizations may be classified as exploiter/innovator (El), competitor/early adopter (CEA), or participant/effective efficient follower (PEEF). This study uses data from 131 top information systems managers to examine differences in the three types of organizations across a number of issues concerning the process of scanning the external IT environment. These issues include: (1) the objectives of scanning the external IT environment; (2) the methods of scanning the external IT environment; (3) the existence of separate units dedicated to IT scanning; (4) the level of IT scanning intensity; (5) the sources of information used for IT scanning; and (6) the level of top management involvement with IT scanning.
The concept of information resource management (IRM) has been surrounded by confusion for almost two decades. This study first defines the IRM construct as a comprehensive approach to planning, organizing, budgeting, directing, monitoring, and controlling the people, funding, technologies, and activities associated with acquiring, storing, processing, and distributing data to meet a business need for the benefit of the entire enterprise. The study then operationalizes the IRM construct by developing a measurement instrument. The instrument demonstrates acceptable content validity as well as construct validity and reliability. Eight dimensions underlying the IRM construct were found via exploratory factor analysis chief information officer, planning, security, technology integration, advisory committees, enterprise model, information integration, and data administration. The instrument serves two functions: (1) to create a coherent, theoretical foundation for further research on the IRM construct, and (2) to provide reference norms for practicing managers to use to assess the extent of IRM implementation in their organizations.
As Information Technology (IT) has become increasingly important to the competitive position of firms, managers have grown more sensitive to their organization's overall IT risk management. Recent publicity concerning losses incurred by companies because of problems with their sophisticated information systems has focused attention on the importance of these systems to the organization. In an attempt to minimize or avoid such losses, managers are employing various qualitative and quantitative risk analysis methodologies. The risk analysis literature, however, suggests that these managers typically utilize a single methodology, not a combination of methodologies. This paper proposes a risk analysis process that employs a combination of qualitative and quantitative methodologies. This process should provide managers with a better approximation of their organization's overall information technology risk posture. Practicing managers can use this proposed process as a guideline in formulating new risk analysis procedures and/or evaluating their current risk analysis procedures.