Robert W. Zmud’s research while affiliated with University of Oklahoma and other places

Recent information systems (IS) publications reveal an emerging interest in studying post-adoptive system use behaviors. Compared to the well-established research stream of IS adoption and initial usage, understanding of IS use behaviors after initial implementation stage is still at its early stage. To further develop knowledge about this phenomenon, this study reviews the IS implementation stage model and a variety of post-adoptive usage concepts in extant literature. These usage concepts are classified into three types and are mapped against their corresponding implementation stages. A two dimensional view of these use concepts is then proposed as an alternative perspective to understand these post-adoptive behaviors. Implications are also discussed at the end of this paper. Abstract Recent information systems (IS) publications reveal an emerging interest in studying post-adoptive system use behaviors. Compared to the well-established research stream of IS adoption and initial usage, understanding of IS use behaviors after initial implementation stage is still at its early stage. To further develop knowledge about this phenomenon, this study reviews the IS implementation stage model and a variety of post-adoptive usage concepts in extant literature. These usage concepts are classified into three types and are mapped against their corresponding implementation stages. A two dimensional view of these use concepts is then proposed as an alternative perspective to understand these post-adoptive behaviors. Implications are also discussed at the end of this paper.

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.

In this paper we integrate the rich yet fragmented insights from the extensive literature on the diffusion of innovation into an elegant, coherent model. Using complex adaptive systems theory as the overarching framework, we integrate prior literature around three constructs: agents, interactions, and an environment. The integrated model is presented in both natural language and as an agent-based simulation model. A series of validation experiments instill confidence that our agent-based model (and similar others) can be used as a virtual research laboratory. We provide theoretical and methodological directions for future research.

Firms that develop market-focused technological innovations regularly employ strategic signals to influence market participants’ perceptions of the uncertainties that pervade innovation-based competition. Focusing on the standards war context, we argue that an innovation’s technical, market and standards uncertainties will vary as the innovation evolves through its life cycle, influencing innovating firms’ strategic signaling behaviors and, hence, the impacts of these signals on market participants’ perceptions of these firms’ likelihood of innovation success. We also examine how such influences vary depending on innovating firms’ strategic positions during different phases of the innovation life cycle. Our insights are developed into testable propositions.

We are grateful to seminar participants at Bentley College and the City University of Hong Kong for their constructive comments. 2 Determinants of Budgeted IT Expenditures IT expenditures vary across firms and across industries, however very little empirical research has investigated the factors influencing the level of these expenditures. The object of this paper is to present theory and evidence of the determinants of corporate IT budgets. Using InformationWeek data, we find that budgeted IT expenditures are set by a combination of benchmarking, ability to finance the expenditures as well as internal and external complexity factors. More specifically, a significant portion of the IT budget can be explained by benchmarking. In addition, IT budgets are significantly influenced by the strategic role that IT plays in an industry, and by the level of complexity arising from industry and firm-level factors. The level of concentration within the industry has a significant impact on IT budgets. A number of firm-level factors also affect IT budgets, including prior IT investments, resource availability, business dynamism, and the level of diversification. This suggests that managers should adjust for these firm and industry-level factors when comparing their IT spending to selected benchmark firms. 3 Determinants of Budgeted IT Expenditures

Information technology (IT) governance practices involve efforts by an organization's leadership to influence IT-related decisions through the location of decision rights and the structure of decision processes. Our focus is on two specific aspects of IT governance: IT steering committees and IT-related communication policies. Adopting an inductive research strategy examining qualitative data, we provide evidence on the influence of these governance practices from three small-/medium-sized organizations. While each firm evidenced a centralized IT governance posture, differences in these firms’ IT steering committees and governance-related communication policies were found to explain differences in the firms’ IT use outcomes. Inferences from our findings are presented in the form of propositions informing future research.

Because research programs investigating IT-related phenomena are hindered by limitations in the availability of archival data, researchers have used a variety of data collection strategies including the gathering of firms' IT signaling via press releases to the media. Little is known, however, about firms' IT signaling propensities. Here, contents of firms' press releases and annual reports are coded to test a model explaining a firm's propensity to signal stakeholders about its IT-related activities. Results demonstrate that firms transmitting greater numbers of IT signals tend to be low performers in their industries, tend to reside in industries characterized by a transform industry IT strategic role and tend to be larger. Implications of these findings for research design are provided.

IS project managers regularly face the issue of whether to use temporary external personnel to augment internal personnel on software development projects. Based on interviews within 16 organizations, we found that viewing the use of external hires simply as a stop-gap measure can mask potential long-term impacts on an organization's capabilities to undertake current and future software development initiatives. Our findings indicate that the implications of using temporary external personnel go beyond the immediate objective of addressing skill shortages and cover a variety of increasingly important issues, specifically: • Developing internal staff skill-sets and organizational software development capabilities • Capturing, storing, accessing, and disseminating knowledge gained from external hires • Planning for current and future software development projects. We present our findings on the challenges associated with this sourcing alternative and provide solutions that organizations have used to address their long-term IS human resource needs.

We studied the early-stage development of a newly formed shared services unit providing IT infrastructure services to multiple enterprises and examined the evolution of the organizing vision established for the unit. Through a three-cycle action research design, we found that the initiallyarticulated organizing vision failed to take hold with constituents and no effort was undertaken to evolve this organizing vision. In the absence of a strong and compelling organizing vision, client entities interacted with the shared services unit on an individual basis, compromising the initial purpose of the shared services unit as an innovation that had the potential to provide value as a 'social good' across a community. In examination of contributing factors of a failed organizing vision, we found that discourse across multiple levels of the community and effective chargeback processes were critical elements for evolving a meaningful organizing vision. Research and practical implications of these findings are discussed.

This article describes how a global firm (JohnsonDiversey, Inc. - JDI) and an offshore Indian IT service provider (Wipro Technologies) successfully overcame the knowledge-transfer barriers associated with infrastructure management (IM) outsourcing. Case study evidence is used to describe how these two firms worked together to transfer responsibility for managing JDI entire infrastructure to Wipro using a global delivery model. The article describes the specific knowledge-transfer challenges encountered and the solutions used to overcome them during a three-phase migration plan. It concludes with important lessons learned about pre-contract and post-contract activities that other organizations can apply to increase the likelihood that IM offshore outsourcing will be successful. I