Jeanne G. Harris’s research while affiliated with Biotechnology High Performance Computing Software Applications Institute and other places

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Publications (28)


IT consumerization research model [Colour figure can be viewed at wileyonlinelibrary.com]
Structural model results (*P < 0.05, **P < 0.01) [Colour figure can be viewed at wileyonlinelibrary.com]
Innovation at work: The relative advantage of using consumer IT in the workplace
  • Article
  • Publisher preview available

March 2018

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355 Reads

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48 Citations

Information Systems Journal

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Jeanne Harris

Employees' personal devices are increasingly evident in the workplace; the use of non‐enterprise sanctioned hardware and software is now commonplace. This phenomenon, frequently referred to as IT consumerization, is gaining momentum. Employees increasingly are using their own devices and choosing their own software (eg, Google Apps, Skype or Dropbox) in addition to—or instead of—enterprise IT. Employees are turning from consumers of enterprise IT to IT deciders, bypassing the IS department to use what critics call “rogue IT.” While discouraged in some contexts, the influx of consumer IT into the workplace has been suggested to influence innovative behaviours among employees. Although the phenomenon is very prevalent, research lags in the operationalization of an IT consumerization model. In this paper, we take a close look at the antecedents and consequences of consumerization behaviours. We examine to what extent an individual's level of satisfaction with enterprise IT in juxtaposition with the level of perceived relative advantage of consumer IT over enterprise IT influences an individual's usage of consumer IT in the workplace; we also examine how organizational mandates and IT empowerment influences IT consumerization behaviours. Finally, we investigate the influence of IT consumerization on innovative behaviours at work.

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Innovation Through BYOD?: The Influence of IT Consumerization on Individual IT Innovation Behavior

May 2015

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345 Reads

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58 Citations

Business & Information Systems Engineering

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Jeanne Harris

Leveraging the IT innovation capabilities of employees is becoming increasingly feasible in the era of IT consumerization. Consumer IT tools, in form of tablets, smartphones, or social media, are entering organizations and are changing the way employees use technology for work. In this article, the authors decipher the term IT consumerization in more detail by providing a framework that illustrates the various perspectives of the phenomenon. They then apply the various perspectives in order to propose an IT consumerization framework that juxtaposes consumer IT with enterprise IT in its ability to lead to individual IT innovation behaviors. Using data from 486 European employees that work for large-sized companies, they are able to infer that consumer IT and the permission to use privately owned IT exert positive effects on employees’ innovation behaviors. An examination of the various perspectives supports the assumption of science and practice that BYOD strategies and the diffusion of consumer IT within organizations are beneficial for innovation. The results provide a first step in theorizing about the innovative power of IT consumerization.


The Promise of Consumer Technologies in Emerging Markets

May 2013

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26 Reads

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20 Citations

Communications of the ACM

Employees in emerging markets find their own IT devices vital to job productivity and innovation. Employee innovation, particularly in business processes, was commonly mentioned as a potential outcome that, over time, would also likely turn into cost savings. A CIO of a hospital, for instance, described a nurse's innovation regarding bandaging wounds. When nurses change patients' dressings, it often happens that the attending doctor arrives late, but still needs to inspect the wound. Instead of taking off a fresh bandage, the nurse had taken pictures of the wound with her phone and was able to show and document the healing progress. Later, the IT group helped to institutionalize a new process by providing a wizard for uploading and storing the image and linking it to a streaming viewer that allowed the doctor to securely retrieve the image.


IT Consumerization: When Gadgets Turn Into Enterprise IT Tools

September 2012

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946 Reads

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237 Citations

MIS Quarterly Executive

IT consumerization, or the adoption of consumer devices and applications in the workforce, is pervasive. Employees bring computer tablets and smartphones into the workplace and harness social media applications and special purpose apps for their work lives. But how should the IT organization respond? This article examines how organizations, facing the consumerization and consequent complexity of IT, seek to minimize security risks and redundancy of IT resources while maximizing the business benefits of IT consumerization.


Developing analytical leadership

November 2011

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1,033 Reads

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15 Citations

Strategic HR Review

Purpose This paper aims to set out key steps in the development, engagement and retention of analytical leaders, showing why they are such a core resource, highlighting the key types of analytical talent and focusing on the core skills needed to attain analytical proficiency. Design/methodology/approach The research is based on a comprehensive survey of 799 analytical professionals employed by large US companies across a range of industries carried out in July 2008, as well as on the book Analytics at Work by Thomas Davenport, Jeanne Harris and Robert Morison, which was published in 2010. Findings The research identified the core skills requirements for each of the four main types of analytical talent, highlighting the skill set needed by analytical leaders. Where developing and retaining this vital resource is concerned, it was found that analysts who understood their roles were six times more likely to be engaged than those who did not. Practical implications Organizations need to take steps to develop, care for and retain their analytical talent. This is a prerequisite for establishing analytical leadership in a recruitment market where competition for analytics talent is increasing all the time. Originality/value As well as drawing on exclusive research, the paper shows that Accenture uses case studies based on in‐depth interviews and thought leadership to demonstrate analytical leaders' unique qualities.


Talent and analytics: New approaches, higher ROI

October 2011

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1,178 Reads

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147 Citations

Journal of Business Strategy

Purpose – More and more, the leaders of business functions are turning for competitive insights to the massive data they can now capture. But to date, human resources departments have lagged behind the efforts of marketing, IT, CRM and other functions. The purpose of this article is to show how executives can start using data to measure and improve HR's contributions to business performance. Design/methodology/approach – The article identifies six analytical tools that HR can use to connect HR efforts to business performance. Survey results underscore the value of an analytical approach while revealing that many HR departments are heavily focused on internal measures rather than business outcomes. Each analytical tool is exemplified through case studies. A model is presented to suggest how executives can get started by focusing on five key areas. Findings – Leading companies are using six analytical tools to improve the connection between HR investments and business returns: employee databases; segmentation of talent; targeted investments; customization of the employee value proposition; long‐term workforce planning; and talent supply chains. Originality/value – As the case studies reveal, the tools identified here can help HR leaders actively shape their organization's future – managing talent and directing programs toward the long‐term needs of the business. Survey data shows that most companies increasingly seek to use analytics for long‐term advantage, and the model presented here can help HR executives take the first critical steps.



Competing on talent analytics

October 2010

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21,907 Reads

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537 Citations

Harvard Business Review

Do investments in your employees actually affect workforce performance? Who are your top performers? How can you empower and motivate other employees to excel? Leading-edge companies such as Google, Best Buy, Procter & Gamble, and Sysco use sophisticated data-collection technology and analysis to answer these questions, leveraging a range of analytics to improve the way they attract and retain talent, connect their employee data to business performance, differentiate themselves from competitors, and more. The authors present the six key ways in which companies track, analyze, and use data about their people-ranging from a simple baseline of metrics to monitor the organization's overall health to custom modeling for predicting future head count depending on various "what if" scenarios. They go on to show that companies competing on talent analytics manage data and technology at an enterprise level, support what analytical leaders do, choose realistic targets for analysis, and hire analysts with strong interpersonal skills as well as broad expertise.


Leading the way towards better business insights

June 2010

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44 Reads

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10 Citations

Strategic HR Review

Purpose This paper seeks to present a best practice guide to using analytics as a tool for leaders at every organizational level to drive their companies towards better decision making. Design/methodology/approach The piece is based on the book Analytics at Work by Thomas Davenport, Jeanne Harris and Robert Morison, which was published in 2010. Findings Accenture research shows conclusively that high‐performing businesses have a much more developed analytical orientation than other organizations. In fact they are five times more likely than their competitors to view analytical capabilities as being core to the business. Practical implications Senior executives are playing a crucial role in moving their organizations towards analytical decision making. Experience shows that, if leaders support analytical initiatives, they are much more likely to succeed. This is partly because of the powerful influence they exert over business culture, and partly because they can deploy the people, money and time needed to develop effective analytics capabilities. That said, senior executives are not the only people needed to build an analytical business. Almost any employee can play a vital role as an analytical leader. Originality/value Accenture uses case studies based on in‐depth interviews and thought leadership to demonstrate how individuals at different organizational levels have succeeded in driving their business towards analytical decision making – with impressive results.


How organizations strategically manage their analytic talent

May 2010

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84 Reads

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18 Citations

Strategy and Leadership

Purpose – Because analytics are increasingly becoming a key source of competitive advantage, attracting, engaging and retaining analytical talent and building an organizations' analytical capability is now a key skill top management needs to learn. This paper aims to investigate this issue. Design/methodology/approach – Given that analytics is a relatively new management discipline and that only a few leading companies manage the talent it requires as a strategic resource, the authors collected their best practices. Findings – The paper specifies the four main practices that top executives need to follow to create and develop a talent-powered analytical organization. Research limitations/implications – The authors offer anecdotal research on leading companies. Practical implications – What distinguishes talent-powered analytical organizations is their ability to unleash their analysts' talents to maximize and continually expand the company's analytical capabilities. Originality/value – By building and aligning the four key talent management capabilities revealed in this paper, organizations can maximize the strategic impact of their analytical talent and continually expand the organization's collective analytical capabilities.


Citations (23)


... Companies try to systematize processes for numerous significant motives. Inside a firm, standardization can simplify communications regarding business operations, assist easy transfer through process restrictions, and enable comparative measures of performance (Davenport, 2005) [5] . Many scholars think that standardized business processes are better to outsource and that there are experimental clues which indicates the fact that business process standardization decreases the risks of business process ( [9,27,36] . ...

Reference:

Enterprise resource planning system business process attributes: A research note
5 Getting More Results from Enterprise Systems
  • Citing Chapter
  • August 2005

... For instance, in mobile banking, perceived advantages drive user acceptance and satisfaction (Al-Jabri and Sohail, 2012). Meanwhile, Junglas et al. (2019) found that new IT systems are favorably received when their advantages are clear. In tourism and e-commerce, relative advantage is crucial. ...

Innovation at work: The relative advantage of using consumer IT in the workplace

Information Systems Journal

... In particular, Amazon was one of the pioneers in the use of collaborative filtering in the late 1990s. 21 Collaborative filtering consists in creating patterns of consumption to give shopping recommendations. However, the method has many limitations: it cannot determine if the product was bought for the consumer's personal use or for someone else, and it does not allow to confidently predict the products consumers will buy next and the reasons they like this product. ...

The Prediction Lover's Handbook
  • Citing Article
  • December 2009

MIT Sloan Management Review

... With the rapid advancement in consumer information technology (CIT) such as smartphones, personal digital assistants (PDA), etc., and the increasing pervasiveness and ubiquity of mobile computing systems, the use of personal devices and consumer information systems (e.g., WhatsApp, Telegram, etc.) at the workplace, known as the Consumerization of IT (CoIT) (Harris et al. 2012;Junglas et al. 2018), has become a common phenomenon (Dang-Pham et al. 2019;Leclercq-Vandelannoitte and Bertin 2018). Some institutions reject it due, in part, to security and privacy concerns (Palanisamy et al. 2020) as well as the management overhead of redundant IT (Harris et al. 2012), others, in particular those with limited resources in the global south (Junglas and Harris 2013) embrace the change and adopt a reversed digital innovation approach termed the "bottom-up" innovation (Barlette et al. 2021;Junglas et al. 2022). ...

IT Consumerization: When Gadgets Turn Into Enterprise IT Tools
  • Citing Article
  • September 2012

MIS Quarterly Executive

... Loud computing has been defined by national institute of standards and technology (NIST) as a model for enabling convenient, on-demand network access to a shared pool of configurable computing resources (software, hardware and services) that can be rapidly provisioned and released with minimal management effort or service provider interaction [2]. It is an emerging and fast growing computing paradigm that uses internet technologies to enable and facilitate the provisioning of service-oriented, adaptable and scalable IT-based capabilities to external suscribers or clients [1], [3]. It has evolved primarily three widely referenced and adopted service models. ...

Questions top executives should ask about cloud computing
  • Citing Article
  • November 2010

Strategy and Leadership

... ▪ Већа самосталност. Запослени који користе сопствене уређаје за пословне задатке су одговорни за њихову сигурност (антивирус, лозинке, енкрипцију итд.) [17], самосталнији су [18], улажу мањи напор приликом суочавања са препрекама, због чега могу да нађу брже начине за решавање одређених задатака [17]. ▪ Побољшање компетенција [18]. ...

Innovation Through BYOD?: The Influence of IT Consumerization on Individual IT Innovation Behavior
  • Citing Article
  • May 2015

Business & Information Systems Engineering

... In the current digital business environment, the complexity of supply chain management is increasing exponentially [1]. To gain a competitive edge and maintain a dominant position, enterprises urgently need to utilize data analysis and statistical methods for in-depth supply chain optimization to achieve cost reduction and efficiency improvement [2]. ...

Competing on Analytics: The New Science of Winning
  • Citing Book
  • March 2007

... Outsourcing data analytics tasks to specialized service providers can help SMEs overcome resource constraints and access advanced analytics capabilities without the need for significant upfront investment in technology and talent. Moreover, collaborating with external partners can provide SMEs with access to domain-specific expertise and industry knowledge, enabling them to derive greater value from their data analytics initiatives (Davenport & Harris, 2007). Furthermore, SMEs can adopt a phased approach to big data analytics implementation, starting with pilot projects or proof-of-concept initiatives to test the feasibility and potential benefits of big data analytics in specific areas of their supply chain operations. ...

Data to Knowledge to Results: Building an Analytic Capability
  • Citing Article
  • December 2001

California Management Review

... Dynamiczne zdolności analityczne organizacji pomagają wykorzystywać dane, a konkurencja na tym polu dotyczy nie tyle samych danych, ile przyjętych rozwiązań analitycznych. O sukcesie w osiąganiu założonych celów analitycznych danej organizacji w dużej mierze decydują również kompetencje personelu, czyli zbiory wiedzy, zdolności i umiejętności pracowników wykorzystywane do właściwych zadań we właściwym czasie [Harris, Craig, Egan 2010]. Korzyści biznesowe płynące z większej wydajności, skuteczności, ekonomiczności działań są zgodne z koncepcją dynamicznych zdolności analitycznych i zależne od umiejętności indywidualnych pracowników, zespołów. ...

Counting on Analytical Talent
  • Citing Article

... With the rapid advancement in consumer information technology (CIT) such as smartphones, personal digital assistants (PDA), etc., and the increasing pervasiveness and ubiquity of mobile computing systems, the use of personal devices and consumer information systems (e.g., WhatsApp, Telegram, etc.) at the workplace, known as the Consumerization of IT (CoIT) (Harris et al. 2012;Junglas et al. 2018), has become a common phenomenon (Dang-Pham et al. 2019;Leclercq-Vandelannoitte and Bertin 2018). Some institutions reject it due, in part, to security and privacy concerns (Palanisamy et al. 2020) as well as the management overhead of redundant IT (Harris et al. 2012), others, in particular those with limited resources in the global south (Junglas and Harris 2013) embrace the change and adopt a reversed digital innovation approach termed the "bottom-up" innovation (Barlette et al. 2021;Junglas et al. 2022). Despite the diversity of the drivers for CoIT, a common process underlies the phenomenon -individuals' appropriation of CIT for tasks at the workplace. ...

The Promise of Consumer Technologies in Emerging Markets
  • Citing Article
  • May 2013

Communications of the ACM