Communications of the Association for Information Systems Journal Impact Factor & Information

Journal description

Current impact factor: 1.29

Impact Factor Rankings

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5-year impact 0.00
Cited half-life 0.00
Immediacy index 0.00
Eigenfactor 0.00
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ISSN 1529-3181

Publications in this journal

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    ABSTRACT: Analyzing conceptual models such as process models, data models, or organizational charts is useful for several purposes in information systems engineering (e.g., for business process improvement, compliance management, model driven software development, and software alignment). To analyze conceptual models structurally and semantically, so-called model query languages have been put forth. Model query languages take a model pattern and conceptual models as input and return all subsections of the models that match this pattern. Existing model query languages typically focus on a single modeling language and/or application area (such as analysis of execution semantics of process models), are restricted in their expressive power of representing model structures, and/or abstain from graphical pattern specification. Because these restrictions may hamper query languages from propagating into practice, we close this gap by proposing a modeling language-spanning structural model query language based on flexible graph search that, hence, provides high structural expressive power. To address ease-ofuse, it allows one to specify model queries using a diagram. In this paper, we present the syntax and the semantics of the diagramed model query language (DMQL), a corresponding search algorithm, an implementation as a modeling tool prototype, and a performance evaluation.
    Communications of the Association for Information Systems 09/2015; Vol. 37(Article 24).
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    ABSTRACT: We present ontological meta-analysis and synthesis as a method for reviewing, mapping, and visualizing the research literature in a domain cumulatively, logically, systematically, and systemically. The method highlights a domain’s bright spots that have been heavily studied, the light spots that have been lightly studied, the blind spots that have been overlooked, and the blank spots that have not been studied. It highlights the biases in a domain’s research; the research can then be realigned to make it stronger and more effective. We illustrate the method using the emerging domain of public health informatics (PHI). We present an ontological framework for the domain, map the literature onto the framework, and highlight its bright, light, and blind/blank spots. We also present detailed analyses using the ontological maps of dyads and triads. We conclude by discussing how (a) the results can be used to realign PHI research, and (b) the method can be used in other information systems domains.
    Communications of the Association for Information Systems 08/2015; 37:138-153.
  • Communications of the Association for Information Systems 03/2015; 36(1):317-336.
  • Communications of the Association for Information Systems 01/2015;
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    ABSTRACT: Prior to implementing “Agile” software development methods, organizations rooted in traditional “Waterfall” software development employed heavy upfront project design and limited changes and feedback during and between project stages. Waterfall methods make heavy use of outcome controls primarily monitored by the information systems function (ISF). This paper explores the control mechanisms used by the ISF and business function (BF) during and after the introduction of a major Agile project at a large U.S. company steeped in the traditional Waterfall method. Outcome control, the predominant control mechanism used in the case company, gave way to a hybrid-like control that possessed mechanisms of emergent control while maintaining vestiges of some Waterfall-like outcome control. We observed that, prior to the introduction of Agile, the software-development process was firmly in the hands of the ISF. The introduction of Agile shifted some of the controller authority over the development process from the ISF to the BF. Lessons learned from the case study point to the complexity of designing control mechanisms during a transition from the Waterfall method to an Agile approach.
    Communications of the Association for Information Systems 01/2015; 36:77-103.
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    ABSTRACT: Educational institutions around the world increasingly view mobile technology as an effective platform for educating a new generation of students. Unfortunately, educational institutions often fail to achieve substantial results with their mobile-learning initiatives. Studies on m-learning have produced several recommendations about how to improve of its success. These recommendations cover a set of factors limited to people, technology, and pedagogy. This qualitative case study adopts a broader socio-technical perspective on m-learning and produces an extended list of critical success factors in m-learning. These factors fall into organization, people, pedagogy, and technology domains. I used the Abilene Christian University as the site for this study. Additional critical success factors I uncovered include executive involvement, resource allocation, technology injection, supporting creation of m-learning content and applications, technological pluralism, championship, infrastructure development, pedagogical freedom, collaboration, continuous learning and improvement, and external recognition.
    Communications of the Association for Information Systems 01/2015; 36:105-126.
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    ABSTRACT: As practitioners become more interested in green information systems, the IS academic community requires direction in how to examine this important phenomenon. We conduct a systematic and comprehensive review of the academic literature surrounding green IS and compares the results with those from the practical literature. Through this review, we identify the main categories in the literature and assess the current state of research into green IS. We discuss some limitations of the current literature, posit research directions for future scholars, and address the gaps in the current research on green IS.
    Communications of the Association for Information Systems 01/2015; 37:395-429.
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    ABSTRACT: Methods for Agile information systems development (ISD) are widely accepted in industry. One key difference in comparison to traditional, plan-driven ISD approaches is that Agile ISD teams rely heavily on direct, informal face-to- face communication instead of indirect and formal documents, models, and plans. While the importance of communication in Agile ISD is generally acknowledged, empirical studies investigating this phenomenon are scarce. We empirically open up the “black box” of the Agile ISD process to enhance the knowledge about the communication mechanisms of Agile ISD teams. We conducted a case study at two medium-sized ISD companies. As our primary data collection technique, we carried out semi-structured interviews, which we complemented with observations and, in one case, a survey. Our study’s main contribution is a set of so-called social Agile practices that positively impact the direct communication of team members. Our data suggests including the Agile practices co-located office space, daily stand-up meeting, iteration planning meeting, pair programming, sprint retrospective, and sprint review in this set. Furthermore, we investigate the role of more formal, indirect communication in Agile ISD projects. We highlight areas in which formal documents remain important so that a trade-off between indirect and direct communication is necessary
    Communications of the Association for Information Systems 01/2015; 36:273-300.
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    ABSTRACT: Streamlining the operation of the extended global supply chain is challenging since it involves a multitude of information systems and companies in several countries. Academia partly fails to fulfill the demand for candidates with the knowledge and skills for executing international business transactions. Consequently, we lack candidates who can translate theory into actions, thereby creating a knowledge-doing gap. This paper contributes to bridging this gap by introducing a new learning activity: the global supply chain learning activity denoted as the GSC-Activity. The GSC-Activity lets students execute export and import transactions in an international business-to-business environment involving several companies while handling both the inter-company order flow and the internal order management cycles at each company using their ERP system. This provides student with deep exposure to the information flow along the chain and experience in executing export and import processes of each company. We provide a workable example of the GSC-Activity with a case study repeated over several semesters involving students from Australia and Norway.
    Communications of the Association for Information Systems 01/2015; 36:393-420.
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    ABSTRACT: As an editor-in-chief, I perceive we are approaching a crisis point with literature reviews and the reviewing process. The quality of literature reviews in submitted research is dropping, while there are more submissions with an expectation of faster reviews. The impact is that appropriate sources are not being cited and limited reviewer resources are being stressed on reviewing literature reviews. This paper reviews the literature on literature reviews and discusses how to perform them. I categorize literature review issues into five categories and make recommendations on how to correct literature review issues.
    Communications of the Association for Information Systems 01/2015; 36:139-146.