The article offers information on the development and the changes of the editorship of the journal "Information Systems Research (IRS) in the U.S. It states that E. Burton Swanson is the first appointed editor-in-chief of the journal in 1987, where editorial policy and accomplishments are being highlights. Moreover, the second editorship is passed to John Leslie King in 1992 and resolve two major issues such as work submission of top researchers in the field and quality of work being published. Furthermore, the third editorship is passed down to Izak Benbasat in 1999, where he established a Senior Editor Board.
Although organizational innovation with information technology is often carefully considered, bandwagon phenomena indicate that much innovative behavior may nevertheless be of the "me too" variety. In this essay, we explore such differences in innovative behavior. Adopting a perspective that is both institutional and cognitive, we introduce the notion of mindful innovation with IT. A mindful firm attends to an IT innovation with reasoning grounded in its own organizational facts and specifics. We contrast this with mindless innovation, where a firm's actions betray an absence of such attention and grounding. We develop these concepts by drawing on the recent appearance of the idea of mindfulness in the organizational literature, and adapting it for application to IT innovation. We then bring mindfulness and mindlessness together in a larger theoretical synthesis in which these apparent opposites are seen to interact in ways that help to shape the overall landscape of opportunity for organizational innovation with IT. We conclude by suggesting several promising new research directions.
Making sense of new information technology (IT) and the many buzzwords associated with it is by no means an easy task for executives. Yet doing so is crucial to making good innovation decisions. This paper examines how information systems (IS) executives respond to what has been termed organizing visions for IT, grand ideas for applying IT, the presence of which is typically announced by much "buzz" and hyperbole. Developed and promulgated in the wider interorganizational community, organizing visions play a central role in driving the innovation adoption and diffusion process. Familiar and recent examples include electronic commerce, data warehousing, and enterprise systems. A key aspect of an organizing vision is that it has a career. That is, even as it helps shape how IS managers think about the future of application and practice in their field, the organizing vision undertakes its own struggle to achieve ascendancy in the community. The present research explores this struggle, specifically probing how IS executives respond to visions that are in different career stages. Employing field interviews and a survey, the study identifies four dimensions of executive response focusing on a vision's interpretability, plausibility, importance, and discontinuity. Taking a comparative approach, the study offers several grounded conjectures concerning the career dynamics of organizing visions. For the IS executive, the findings help point the way to a more proactive, systematic, and critical stance toward innovations that can place the executive in a better position to make informed adoption decisions.
Aging information systems are expensive to maintain and most are eventually retired and replaced. But what determines (in the choices made by managers) whether and when a system reaches end-of-life? What shapes managers' judgements about a system's remaining life expectancy and do these judgments influence the maintenance effort itself? System maintenance and prospective replacement are examined here in new terms, positing that managers 'equilibrate' (balance) their allocation of maintenance effort with their expectations of a system's remaining life. Drawing from data on 758 systems among 54 organizations, support is found for an exploratory structural equation model in which the relationship between maintenance effort and remaining life expectancy is newly explained. A 'portfolio effect,' reflecting a system's familial complexity, is also found to be directly and positively related to the maintenance effort. A further finding is that a system's size is directly and positively associated with its remaining life expectancy. Notwithstanding normative research suggesting the contrary, larger systems may tend to be longer-lived than smaller systems. Practically, the suggestion is made that better documented and monitored portfolios, together with regular, periodic performance assessments, can lead to better management of systems' life cycles.
The flow of manuscripts through the editorial offices of an academic journal can provide valuable information both about the performance of the journal as an instrument of its field and about the structure and evolution of the field itself. We undertook an analysis of the manuscripts submitted to the journal Information Systems Research (JSR) during its start-up years, 1987 through 1992, in an effort to provide a foundation for examining the performance of the journal, and to open a window on to the information systems (IS) field during that period. We identified the primary research question for each of 397 submissions to ISR, and then categorized the research questions using an iterative classification procedure. Ambiguities in classification were exploited to identify relationships among the categories, and some overarching themes were exposed in order to reveal levels of structure in the journal's submissions stream. We also examined the distribution of submissions across categories and over the years of the study period, and compared the structures of the submissions stream and the publication stream. We present the results with the goal of broadening the perspectives which individual members of the IS research community have of JSR and to help fuel community discourse about the nature and proper direction of the field. We provide some guidelines to assist readers in this interpretive task, and offer some observations and speculations to help launch the discussion.
Today's typical information systems (IS) organization clings to the belief that it is primarily in the new system development business, a notion based increasingly on substantial self-deception. In reality, many IS development staffs now devote the majority of their efforts to the repair and enhancement of currently installed systems. This "maintenance" task, as it is commonly termed, is widely misunderstood, misrepresented, and undervalued. A reconstructed view of the systems development organization is necessary, one in which the repair and ongoing development of installed systems is given proper emphasis and strategic recognition.
This article examines the progress of MIS as a scholarly field of study since 1980. In this examination, MIS is identified as emerging from a supporting base of three foundational fields: computer science, management science, and organization science. Hypotheses related to this emergence are tested by an analysis of data on 271 MIS articles published during the period 1980-84 in six academic journals and one conference proceedings. Each article is described by its work point (the field of study represented by the publication in which the article appears) and its reference point (as represented by the distribution of the article's publication citations). Results of the analysis support the proposition that MIS is emerging as a distinct field of study, with its own cumulative tradition.