IS

Zmud, Robert W.

Research Interests (57)

List of Topics (57)

Topic Weight Topic Terms
1.277 executive information article systems presents eis executives overview computer-based scanning discusses investigation support empirical robert
0.844 information strategy strategic technology management systems competitive executives role cio chief senior executive cios sis
0.595 research studies issues researchers scientific methodological article conducting conduct advanced rigor researcher methodology practitioner issue
0.584 information systems paper use design case important used context provide presented authors concepts order number
0.550 software development product functionality period upgrade sampling examines extent suggests factors considered useful uncertainty previous
0.535 decision making decisions decision-making makers use quality improve performance managers process better results time managerial
0.523 research information systems science field discipline researchers principles practice core methods area reference relevance conclude
0.496 planning strategic process management plan operational implementation critical used tactical effectiveness number identified activities years
0.485 model research data results study using theoretical influence findings theory support implications test collected tested
0.466 research researchers framework future information systems important present agenda identify areas provide understanding contributions using
0.351 knowledge sharing contribution practice electronic expertise individuals repositories management technical repository knowledge-sharing shared contributors novelty
0.326 project projects development management isd results process team developed managers teams software stakeholders successful complex
0.319 coordination mechanisms work contingencies boundaries temporal coordinating vertical associated activities different coordinate suggests dispersed coordinated
0.310 systems information research theory implications practice discussed findings field paper practitioners role general important key
0.304 identity norms identification symbolic community help sense european social important verification set identities form obtained
0.286 requirements analysts systems elicitation techniques analysis process technique understanding determination analyst acquisition interview development used
0.285 use support information effective behaviors work usage examine extent users expertise uses longitudinal focus routine
0.278 information management data processing systems corporate article communications organization control distributed department capacity departments major
0.268 e-commerce value returns initiatives market study announcements stock event abnormal companies significant growth positive using
0.259 management practices technology information organizations organizational steering role fashion effective survey companies firms set planning
0.246 governance relational mechanisms bpo rights process coordination outsourcing contractual arrangements technology benefits view informal business
0.243 internal external audit auditing results sources closure auditors study control bridging appears integrity manager effectiveness
0.242 affective concepts role questions game gaming production games logic play shaping frames future network natural
0.239 implementation systems article describes management successful approach lessons design learned technical staff used effort developed
0.227 structure organization structures organizational centralized decentralized study organizations forms decentralization processing communication sharing cbis activities
0.225 edi electronic data interchange b2b exchange exchanges interorganizational partners adoption transaction trading supplier factors business
0.215 adaptation patterns transition new adjustment different critical occur manner changes adapting concept novel temporary accomplish
0.213 innovation innovations innovative organizing technological vision disruptive crowdsourcing path implemented explain base opportunities study diversity
0.204 dimensions electronic multidimensional game transactions relative contrast channels theory sustained model predict dimension mixture evolutionary
0.200 model use theory technology intention information attitude acceptance behavioral behavior intentions research understanding systems continuance
0.186 research study different context findings types prior results focused studies empirical examine work previous little
0.177 conflict management resolution conflicts resolve interpersonal consensus robey strategies interdependence optimistic occur degree diversity resolving
0.167 systems information objectives organization organizational development variety needs need efforts technical organizations developing suggest given
0.167 communication media computer-mediated e-mail richness electronic cmc mail medium message performance convergence used communications messages
0.166 change organizational implementation case study changes management organizations technology organization analysis successful success equilibrium radical
0.163 technology investments investment information firm firms profitability value performance impact data higher evidence diversification industry
0.162 high low level levels increase associated related characterized terms study focus weak hand choose general
0.162 business digital strategy value transformation economy technologies paper creation digitization strategies environment focus net-enabled services
0.160 problems issues major involved legal future technological impact dealing efforts current lack challenges subsystem related
0.160 research study influence effects literature theoretical use understanding theory using impact behavior insights examine influences
0.158 knowledge transfer management technology creation organizational process tacit research study organization processes work organizations implications
0.150 technology organizational information organizations organization new work perspective innovation processes used technological understanding technologies transformation
0.149 design designs science principles research designers supporting forms provide designing improving address case little space
0.142 organizational organizations effectiveness factors managers model associated context characteristics variables paper relationships level attention environmental
0.141 managers managerial manager decisions study middle use important manager's appropriate importance context organizations indicate field
0.141 results study research information studies relationship size variables previous variable examining dependent increases empirical variance
0.131 business large organizations using work changing rapidly make today's available designed need increasingly recent manage
0.131 multiple elements process environments complex integrated interdependencies design different developing integration order approach dialogue framework
0.114 memory support organizations information organizational requirements different complex require development provides resources organization paper transactive
0.114 factors success information critical management implementation study factor successful systems support quality variables related results
0.112 detection deception assessment credibility automated fraud fake cues detecting results screening study detect design indicators
0.112 effect impact affect results positive effects direct findings influence important positively model data suggest test
0.105 outsourcing vendor client sourcing vendors clients relationship firms production mechanisms duration mode outsourced vendor's effort
0.105 exploration climate technology empowerment explore features trying use employees intention examining work intentions exploring autonomy
0.103 business units study unit executives functional managers technology linkage need areas information long-term operations plans
0.101 users end use professionals user organizations applications needs packages findings perform specialists technical computing direct
0.101 task fit tasks performance cognitive theory using support type comprehension tools tool effects effect matching

Coauthor Network

■ Focal Researcher     ■ Coauthors of Focal Researcher (1st degree)     ■ Coauthors of Coauthors (2nd degree)

Note: click on a node to go to a researcher's profile page. Drag a node to reallocate. Number on the edge is the number of co-authorships.

List of Coauthors (23)

Boynton, Andrew C. 2 Benbasat, Izak 2 Richardson, Vernon J. 2 Sambamurthy, Vallabh 2
ANDRES, HAYWARD P. 1 Byrd, Terry Anthony 1 Biros, David P. 1 Bock, Gee-Woo 1
Browne, Glenn J. 1 Cossick, Kathy L. 1 Carter, Pamela E. 1 Dehning, Bruce 1
George, Joey F. 1 Jacobs, Gerry C. 1 Jasperson, Jon (Sean) 1 Kim, Young-Gul 1
Lind, Mary R. 1 Lee, Jae-Nam 1 Massetti, Brenda 1 Masli, Adi 1
Sherif, Karma 1 Watson, Marcia Weidenmier 1 Young, Forrest W. 1

Article Keywords (66)

IT Management 3 goal conflict 2 IT use 2 Software development 2
absorptive capacity. 1 communication tools 1 coordination mechanisms 1 contingency theory 1
coordination 1 Disruptive IT innovations 1 Electronic media 1 expert systems design 1
EDI 1 errors of exclusion 1 errors of inclusion 1 event study 1
extrinsic motivators 1 executive responsibilities 1 executive turnover 1 goal interdependence 1
IT Capabilities 1 information channels 1 innovation 1 Information systems management 1
information systems organization 1 information systems policy 1 information economy 1 information technology 1
Information requirements determination 1 information systems design 1 IT management processes 1 information systems measurement 1
information systems usage 1 interorganizational information systems 1 IS discipline 1 IT artifact 1
IT nomological net 1 IT investment 1 IT strategic role 1 IT adoption 1
IT value 1 knowledge acquisition 1 Knowledge sharing 1 lnformation richness 1
life cycle 1 Multidimensional scaling 1 multiple contingencies 1 managerial delegation 1
Organizational communication 1 Organizational Design 1 organizational climate 1 organizational learning 1
project management 1 Planning 1 post-adoptive behavior 1 process satisfaction 1
software engineering 1 software management 1 system development techniques and tools 1 stock market reaction 1
social-psychological forces 1 software reuse 1 software project management 1 theory of reasoned action 1
task interdependence 1 team productivity. 1

Articles (19)

Senior Executives' IT Management Responsibilities: Serious IT-Related Deficiencies and CEO/CFO Turnover (MIS Quarterly, 2016)
Authors: Abstract:
    While the information systems scholarly and practice literatures both stress the importance of senior executive engagement with IT management, the recommendations for doing so remain, at best, limited and general. Examining the influence of serious IT-related deficiencies on CEO/CFO turnover within the post-SOX financial reporting context, specific CEO/CFO IT management responsibilities are identified: CEOs are shown to be held accountable for global IT management responsibilities, and CFOs are shown to be held accountable for demand-side IT management responsibilities. Implications for information systems research, management research, and information systems practice are provided.
MANAGING PEER-TO-PEER CONFLICTS IN DISRUPTIVE INFORMATION TECHNOLOGY INNOVATIONS: THE CASE OF SOFTWARE REUSE. (MIS Quarterly, 2006)
Authors: Abstract:
    We examine the case of software reuse as a disruptive information technology innovation (i.e., one that requires changes in the architecture of work processes) in software development organizations. Using theories of conflict, coordination, and learning, we develop a model to explain peer-to-peer conflicts that are likely to accompany the introduction of disruptive technologies and how appropriately devised managerial interventions (e.g., coordination mechanisms and organizational learning practices) can lessen these conflicts. A study of software reuse programs in four organizations was conducted to assess the validity of the model. Qualitative and quantitative analyses of the data obtained showed that companies that had implemented such managerial interventions experienced greater success with their software reuse programs. Implications for theory and practice are discussed.
BEHAVIORAL INTENTION FORMATION IN KNOWLEDGE SHARING: EXAMINING THE ROLES OF EXTRINSIC MOTIVATORS, SOCIAL-PSYCHOLOGICAL FORCES, AND ORGANIZATIONAL CLIMATE. (MIS Quarterly, 2005)
Authors: Abstract:
    Individuals' knowledge does not transform easily into organizational knowledge even with the implementation of knowledge repositories. Rather, individuals tend to hoard knowledge for various reasons. The aim of this study is to develop an integrative understanding of the factors supporting or inhibiting individuals' knowledge-sharing intentions. We employ as our theoretical framework the theory of reasoned action (TRA) and augment it with extrinsic motivators, social-psychological forces and organizational climate factors that are believed to influence individuals' knowledge-sharing intentions. Through a field survey of 154 managers from 27 Korean organizations, we confirm our hypothesis that attitudes toward and subjective norms with regard to knowledge sharing as well as organizational climate affect individuals' intentions to share knowledge. Additionally, we find that anticipated reciprocal relationships affect individuals' attitudes toward knowledge sharing while both sense of self-worth and organizational climate affect subjective norms. Contrary to common belief, we find anticipated extrinsic rewards exert a negative effect on individuals' knowledge-sharing attitudes.
A COMPREHENSIVE CONCEPTUALIZATION OF POST-ADOPTIVE BEHAVIORS ASSOCIATED WITH INFORMATION TECHNOLOGY ENABLED WORK SYSTEMS. (MIS Quarterly, 2005)
Authors: Abstract:
    For the last 25 years, organizations have invested heavily in information technology to support their work processes. In today's organizations, intra-and interorganizational work systems are increasingly IT-enabled. Available evidence, however, suggests the functional potential of these installed IT applications is underutilized. Most IT users apply a narrow band of features, operate at low levels of feature use, and rarely initiate extensions of the available features. We argue that organizations need aggressive tactics to encourage users to expand their use of installed IT-enabled work systems. This article strives to accomplish three primary research objectives. First, we offer a comprehensive research model aimed both at coalescing existing research on post-adoptive IT use behaviors and at directing future research on those factors that influence users to (continuously) exploit and extend the functionality built into IT applications. Second, in developing this comprehensive research model, we provide a window (for researchers across a variety of scientific disciplines interested in technology management) into the rich body of research regarding IT adoption, use, and diffusion. Finally, we discuss implications and recommend guidelines for research and practice.
THE IDENTITY CRISIS WITHIN THE IS DISCIPLINE: DEFINING AND COMMUNICATING THE DISCIPLINE'S CORE PROPERTIES. (MIS Quarterly, 2003)
Authors: Abstract:
    We are concerned that the IS research community is making the discipline's central identity ambiguous by, all too frequently, under-investigating phenomena intimately associated with IT-based systems and over-investigating phenomena distantly associated with IT-based systems. In this commentary, we begin by discussing why establishing an identity for the IS field is important. We then describe what such an identity may look like by proposing a core set of properties, i.e., concepts and phenomena, that define the IS field. Next, we discuss research by IS scholars that either fails to address this core set of properties (labeled as error of exclusion) or that addresses concepts/phenomena falling outside this core set (labeled as error of inclusion). We conclude by offering suggestions for redirecting IS scholarship toward the concepts and phenomena that we argue define the core of the IS discipline.
THE VALUE RELEVANCE OF ANNOUNCEMENTS OF TRANSFORMATIONAL INFORMATION TECHNOLOGY INVESTMENTS. (MIS Quarterly, 2003)
Authors: Abstract:
    In this paper, we examine the influence of IT strategic role to extend the findings of Im et al. (2001), Chatterjee et al. (2002) and Dos Santos et al. (1993). Specifically, we demonstrate that IT strategic role can explain how IT investments in each of the IT strategic roles might affect the firm's competitive position and ultimately firm value. We find positive, abnormal returns to announcements of IT investments by firms making transformative IT investments, and with membership in industries with transform IT strategic roles. The results of previous research are not found to be significant when IT strategic role is included as an explanatory variable. These results provide support for the value of capturing the IT strategic role of a firm's IT-related competitive maneuvering in studies striving to understand the conditions under which IT investments are likely to produce out-of-the-ordinary, positive returns.
INDUCING SENSITIVITY TO DECEPTION IN ORDER TO IMPROVE DECISION MAKING PERFORMANCE: A FIELD STUDY. (MIS Quarterly, 2002)
Authors: Abstract:
    The article discusses the paper "Inducing Sensitivity to Deception in Order to Improve Decision Making Performance: A Field Study," by David P. Biros, Joey F. George, and Robert W. Zmud.
A Contingency Approach to Software Project Coordination. (Journal of Management Information Systems, 2001)
Authors: Abstract:
    Before software project managers can enhance productivity and satisfaction of the software project team member, the effect of task characteristics, goal orientations, and coordination strategies on design and coding-task outcomes must be understood. A research model, which suggests that task interdependence, goal conflict, and coordination strategies significantly affect productivity and satisfaction associated with software design and coding activities, is presented. Issues such as contingency/design misfit, conflicting contingencies, and the extent of deviation to theoretically prescribed coordination mechanisms applied to contingencies are used to make predictions on productivity and process satisfaction. A 2x2x2 factorial experiment was utilized. Overall, projects characterized by low task interdependence exhibited greater productivity than projects with high task interdependence. Also, in general, organic coordination was more productive than mechanistic coordination. There was also a significant interaction between task interdependence and coordination strategy. Low goal conflict and organic coordination each lead to greater process satisfaction. Productivity results for the goal conflict manipulation was opposite to the hypothesized direction. Unconflicted contingencies addressed with consistent coordination and partially conflicted contingencies, regardless of the coordination used, exhibited significant gains in productivity. In comparison, unconflicted contingencies with inconsistent coordination and conflicted contingencies, regardless of the coordination applied, resulted in lower productivity. This suggests that there are instances where multiple contingencies, which warrant the use of different coordination strategies, can be adequately addressed with a specific coordination strategy.
Research Commentary: The Organizing Logic for an Enterprise's IT Activities in the Digital Era--A Prognosis of Practice and a Call for Research. (Information Systems Research, 2000)
Authors: Abstract:
    Prior research has generated considerable knowledge about the design of effective IT organizational architectures. Today, however, increasing signs have accumulated that this wisdom might be inadequate in shaping appropriate insights for contemporary practice. This essay seeks to direct research attention toward the following question: How should firms organize their IT activities in order to manage the imperatives of the business and technological environments in the digital economy? We articulate the platform logic as a conceptual framework for both viewing the organizing of IT management activities as well as for framing important questions for future research. In articulating this logic, we aim to shift thinking away from the traditional focus on governance structures (i.e., choice of centralized, decentralized, or federal forms) and sourcing structures (i.e., insourcing, outsourcing) and toward more complex structures that are reflective of contemporary practice. These structures are designed around important IT capabilities and network architectures.
EMPIRICAL RESEARCH IN INFORMATION SYSTEMS: THE PRACTICE OF RELEVANCE. (MIS Quarterly, 1999)
Authors: Abstract:
    This article presents an executive overview of the article "Empirical Research in Information Systems: The Practice of Relevance," by Izak Benbasat and Robert W. Zmud.
ARRANGEMENTS FOR INFORMATION TECHNOLOGY GOVERNANCE: A THEORY OF MULTIPLE CONTINGENCIES. (MIS Quarterly, 1999)
Authors: Abstract:
    This article presents an executive overview of the article "Arrangements for Information Technology Governance: A Theory of Multiple Contingencies," by V. Sambamurthy and Robert W. Zmud.
Measuring the Extent of EDI Usage in Complex Organizations: Strategies and Illustrative Examples. (MIS Quarterly, 1996)
Authors: Abstract:
    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.
The Influence of IT Management Practice on IT Use in Large Organizations. (MIS Quarterly, 1994)
Authors: Abstract:
    This paper draws upon the absorptive capacity as the theoretical basis for a pragmatic explanation of key factors affecting information technology (IT) use in large, complex organizations. IT use is defined as the extent to which an organization deploys IT to support operational and strategic tasks. The study uses results from a survey of senior IT managers from 132 firms to examine hypothesized relationships among the following constructs: IT management climate, managerial IT knowledge, IT-management- process effectiveness, and IT use. A structural-equation model is developed using LISREL to assess the relative effects of and interrelationships among these constructs. The study's findings indicate that managerial IT knowledge is a dominant factor in explaining high levels of IT use and that both managerial IT knowledge and IT-management-process effectiveness are influenced by IT management climate.
A Synthesis of Research on Requirements Analysis and Knowledge Acquisition Techniques. (MIS Quarterly, 1992)
Authors: Abstract:
    Requirements analysis (RA) involves end users and systems analysts interacting in an effort to recognize and specify the data and information needed to develop an information system. In the design of expert systems, a similar process of eliciting information, in this case human knowledge, has been studied under the banner of knowledge acquisition (KA). When examined closely, many entities and processes involved in RA and KA are almost identical. However, researchers in each area are seemingly unaware of the developments in the other area. In order to facilitate a merged awareness of both research streams, this article compares representative RA and KA techniques, which are grouped, according to elicitation mode, on three dimensions: communication obstacles, a technique's locus of control, and the nature of the understanding gained from using the technique. This comparison demonstrates that these two research streams have many things in common and that researchers in one area can benefit from developments in the other area. Additionally, this analysis leads to several suggested research areas: (1) rigorous examinations of these techniques as they are used to overcome communication obstacles and enrich understanding; (2) investigations into the seeming match between certain elicitation types and problem domain categories; (3) examinations into synergetic effects of elicitation techniques; (4) development of more techniques for eliciting information requirements to serve emerging needs; and (5) comparisons of the relative advantage of generalized versus specialized elicitation techniques.
An Attribute Space for Organizational Communication Channels. (Information Systems Research, 1990)
Authors: Abstract:
    The primary objective of this study was to identify the perceptual dimensions used by 158 managers and their professional staff at a single large manufacturing firm in differentiating fourteen distinct communication channels available in the firm. Six candidate criteria for differentiating these channels were examined (channel accessibility, information quality, immediate feedback, cue variety, personalization, and receiver accessibility) using multidimensional scaling. A secondary objective involved assessing whether communication direction influenced perceptions. Responses were obtained for two intraorganizational communication directions: lateral and downward. Results indicated that these individuals applied a perceptual framework involving three dimensions: information feedback, accessibility, and quality. Further, a perspective shift from the "message sender" to the "message receiver" was observed in moving from lateral to downward communication. The observations of directional differences demonstrate the inappropriateness of either ignoring communication direction in research designs and of directly transferring research models and instruments that pertain to one communication direction to another direction. Taken together, these results may prove helpful in developing a richer theoretical basis for exploring task/media relationships, which in turn may lead to future research findings providing recommendations for improving individual and organizational performance.
Information Technology Planning in the 1990's: Directions for Practice and Research. (MIS Quarterly, 1987)
Authors: Abstract:
    Although planning is a crucial information management issue, it must be seen as only one facet of an organization's complete program for information technology management. Attention in this article is first directed toward understanding the larger management context within which planning activities are likely to transpire. The paper then describes a view of planning appropriate for the 1990's and identifies contributions from the information technology (IT) planning literature likely to facilitate IT planning efforts.
Design Alternatives for Organizing Information Systems Activities. (MIS Quarterly, 1984)
Authors: Abstract:
    A number of recent articles have concluded that changes must occur in the manner information systems activities are organized. This article discusses the evolving nature of information systems activities, introduces a variety of alternative designs for organizing these activities, and presents some prototypal designs. Then, the implications to information systems managers of movement toward these new organizational forms are discussed. The article concludes with a discussion of some of the critical tasks to be undertaken by information systems managers and researchers in order that this transition toward an end user domination of many information systems activities can be successfully negotiated.
The Effectiveness of External Information Channels in Facilitating Innovation Within Software Development Groups. (MIS Quarterly, 1983)
Authors: Abstract:
    This study of forty-nine software development groups investigated the effectiveness of ten information channels, linking the software groups to potential information sources about new developments in software methodologies, as a means of facilitating software group innovativeness. While the findings suggest that software group innovativeness can be improved by providing appropriate external information channels, this relationship is contingent on a software group's internal environment. The channels most commonly provided by those organizations participating in the study tended to be those least effective in promoting innovation.
MANAGEMENT OF LARGE SOFTWARE DEVELOPMENT EFFORTS. (MIS Quarterly, 1980)
Authors: Abstract:
    The high development and maintenance costs, and the late delivery experienced by many organizations when developing large software systems is well documented. Modern software practices have evolved to overcome many of the technical difficulties associated with software development. To a large extent, however, the high costs and schedule slippages can be traced to management, not technical, deficiencies. This article develops an approach for managing the software development effort that exploits the benefits of modem software practices in staffing, planning, and controlling software development.