Commonwealth Bank Professor of Management, Australian Graduate School of Management, University of New South Wales; Executive Director, Fujitsu Centre for Managing Information Technology in Organisations, Australian Graduate School of Management, University of New South Wales
This paper presents a meta-analysis-based technique to estimate the effect of common method variance on the validity of individual theories. The technique explains between-study variance in observed correlations as a function of the susceptibility to common method variance of the methods employed in individual studies. The technique extends to mono-method studies the concept of method variability underpinning the classic multitrait-multimethod technique. The application of the technique is demonstrated by analyzing the effect of common method variance on the observed correlations between perceived usefulness and usage in the technology acceptance model literature. Implications of the technique and the findings for future research are discussed.
Research has investigated the main effect of training on information systems implementation success. However, empirical support for this model is inconsistent. We propose a contingent model in which the effect of training on IS implementation success is a function of technical complexity and task interdependence. A meta-analysis of the literature finds strong support for the model, explaining the inconsistent findings reported in the literature. Implications for theory and practice are discussed.
Management support is considered to be a critical factor in the successful implementation of information systems innovations. The literature suggests a complex relationship between management support and implementation success. However, the empirical literature typically hypothesizes and tests a simple main-effects model. Drawing upon the role of the institutional context and metastructuration actions, we propose a contingent model in which task interdependence moderates the effect of management support on implementation success. A meta-analysis of the empirical literature provides strong support for the model and begins to explain the wide variance in empirical findings. Implications for theory and practice are discussed.
A key issue facing information technology (IT) researchers and practitioners has been the difficulty in realizing strategic payoff from IT investment. This study, drawn on sociological theories of embeddedness, addresses this key issue, with particular attention to the perspective of EDI network initiator. Cross-case analysis is conducted comparing three initiators of sophisticated EDI networks, who realized different levels of strategic payoffs. Results reveal that the achievement of strategic payoffs is a function of EDI embeddedness, which is defined as how central or peripheral a specific EDI network is to managing interfirm interdependence. In a model of EDI initiator strategic payoff, the authors argue that EDI embeddedness, which is influenced by existing interfirm relationship, moderates the impact of adopter EDI use on initiator strategic payoff derived from the EDI investment. Specifically, while high embeddedness motivates adopter strategic use, low embeddedness deters such use. The model is validated against three reported cases in the literature.