Knowledge Management Systems and Artificial Intelligence Adoption for Increasing Business Sustainability

2023 | Americas Conference on Information Systems | Citations: 0

Authors: Al Halbusi, Hussam; Hassani, Abdeslam; Mosconi, Elaine; Bayiz, Ahmad

Abstract: Sustainable business success is essential for achieving performance in a market ... Expand

Abstract: Sustainable business success is essential for achieving performance in a market in the contemporary technology age. Worldwide, businesses should overcome a number of challenges by using an innovative practices and technologies to achieve long-term business sustainability. This study intended to inspect the relationship between knowledge management systems (KMS) and sustainable business, and to examine the moderating role of artificial intelligence (AI) adoption in the relationship. To achieve this objective, we collect data from Iraqi firms. Using structural equation modelling, the finding of this study show that knowledge management systems significantly increased sustainable business. In addition, AI adoption moderates the relationship between KMS and sustainable business. Hence, this research makes significant implications to literature and policymakers regarding applying and understanding knowledge management systems and AI adoption to enhance sustainable business. Collapse

Topics: artificial intelligence knowledge management system information technology infrastructure computer supported cooperative work technology adoption

Methods: survey partial least squares path modeling structural equation modeling partial least squares regression statistical hypothesis test

Welcome to the fourth issue of volume 32 of the Journal of Strategic Information Systems

2023 | Journal of Strategic Information Systems | Citations: 0

Authors: Chan, Yolande E.

Abstract: EditorialWelcome to the fourth issue of volume 32 of the Journal of Strategic I ... Expand

Abstract: EditorialWelcome to the fourth issue of volume 32 of the Journal of Strategic Information Systems I am very pleased to introduce this 4th Journal of Strategic Information Systems issue of 2023. In their thought-provoking editorial, "Doing strategic information systems research for public value," Kevin C. Desouza and Gregory S. Dawson highlight the importance of impactful information systems (IS) research that creates public value. They show practically how to build related IS research programs. This editorial is followed by four research articles. The first two address doing strategic information systems research and doing research that has social value. The final two address organizational inertia, decision-making and agility.The 1st research article, "Managing historical conditions in information systems strategizing: An imprinting perspective," is authored by Malshika Dias, Shan L. Pan, Yenni Tim, and Lesley Land. The authors write: IS strategizing is particularly challenging for established organizations because of their historical conditions. The question of how established organizations can effectively manage their historical conditions in IS strategizing remains under-explored. To address this question, we conducted a case study tracing the history of an established organization in the building and construction industry. Through the analysis, we found four systems: an accounting management system, business communication system, knowledge management system, and community collaboration system, as the historical conditions that formed an IS imprint, which was later managed and reproduced during IS strategizing. Using the imprinting lens, we developed an understanding of: (1) the formation of the IS imprint at the organizational foundation; and (2) the reproduction of the IS imprint, considering imprint-as-resource and imprint-as-constraint during IS strategizing. We contribute to the literature by providing an understanding of how historical conditions inform IS strategizing in the long term and by applying the imprinting lens to uncover the process through which an IS imprint is strategically managed and reproduced beyond the founding phase. The insights developed from this study are transferable to similar organizational contexts for managing historical conditions in IS strategizing.The 2nd research article focuses on social value. "Doing good by going digital -Taxonomy of digital social innovation in the context of incumbents," is authored by Christoph Buck, Anna Krombacher, Maximilian Röglinger, and Katrin Wyrtki. They write: Digital social innovation (DSI) offers incumbents a strategic field of action to leverage the opportunities of digital technologies to address pressing societal challenges. By proposing a taxonomy and 12 clusters of incumbents' DSI initiatives based on a sample of 296 real-world objects, we develop a unified understanding of DSI and its characteristics. This lays the foundation for further theorising on DSI from an incumbent perspective and for researchers to shape the DSI field. The taxonomy provides incumbents with an orientation to realise DSI's rich strategic potentials throughout the DSI ideation process and in assessing DSI types.The 3rd research article, "How software as a service simultaneously affords organizational agility and inertia," continues the theme of innovation, highlighting how agility can be facilitated or hindered. The authors, Sabine Khalil and Till J. Winkler, state: Although cloud computing is associated with organizational agility, anecdotal evidence points to resistance to cloud computing by employees in information technology (IT) units. We explored the links between software as a service (SaaS) and organizational agility by conducting two stages of interviews with key informants in large organizations, and by employing affordance and inertia-theoretical lenses. Two basic affordances emerged from the retroductive data analysisimplementing quickly and sourcing independentlywhich in turn yielded two higher-level affordances: trialing alternatives and self-organizing business teams. We developed a model that explains how and why these four affordances enhance agility by accelerating the sensing-to-acting process of organizations. We also describe how five categories of organizational inertia in IT units hinder agility. Our main contribution is how adopting SaaS applications enables organizational agility while highlighting the role of IT unit inertia in SaaS affordance actualization processes.2 technical and social issues related to machine learning. It also examines organizational agility and organizational inertia. The article is entitled, "Machine learning advice in managerial decision-making: The overlooked role of decision makers' advice utilization." The authors write: Machine learning (ML) analyses offer great potential to craft profound advice for augmenting managerial decision-making. Yet, even the most promising ML advice cannot improve decision-making if it is not utilized by decision makers. We therefore investigate how ML analyses influence decision makers' utilization of advice and resulting decision-making performance. By analyzing data from 239 ML-supported decisions in real-world organizational scenarios, we demonstrate that decision makers' utilization of ML advice depends on the information quality and transparency of ML advice as well as decision makers' trust in data scientists' competence. Furthermore, we find that decision makers' utilization of ML advice can lead to improved decision-making performance, which is, however, moderated by the decision makers' management level. The study's results can help organizations leverage ML advice to improve decision-making and promote the mutual consideration of technical and social aspects behind ML advice in research and practice as a basic requirement.This fourth JSIS issue of 2023 focuses on strategic IS and IS strategizing, along with IT-enabled public value, societal value, innovation, agility, and inertia. May it provide you with much food for thought, reflection, and action. Collapse

Topics: software as a service user experience decision making data quality organizational context

Methods: machine learning qualitative interview case study field study

Theories: theory of affordance

Managing historical conditions in information systems strategizing: An imprinting perspective

2023 | Journal of Strategic Information Systems | Citations: 0

Authors: Dias, Malshika; Pan, Shan L.; Tim, Yenni; Land, Lesley

Abstract: Information systems (IS) strategizing is particularly challenging for establishe ... Expand

Abstract: Information systems (IS) strategizing is particularly challenging for established organizations because of their historical conditions. The question of how established organizations can effec­ tively manage their historical conditions in IS strategizing remains under-explored. To address this question, we conducted a case study tracing the history (1960–2020) of an established or­ ganization in the building and construction industry. Through the analysis, we found four sys­ tems: accounting management system, business communication system, knowledge management system, and community collaboration system, as the historical conditions that formed an IS imprint, which was later managed and reproduced during IS strategizing. Using the imprinting lens, we developed an understanding of: (1) the formation of the IS imprint at the organizational foundation; and (2) the reproduction of the IS imprint, considering imprint-as-resource and imprint-as-constraint during IS strategizing. We contribute to the literature by providing an un­ derstanding of how historical conditions inform IS strategizing in the long term and by applying the imprinting lens to uncover the process through which an IS imprint is strategically managed and reproduced beyond the founding phase. The insights developed from this study are trans­ ferable to similar organizational contexts for managing historical conditions in IS strategizing. Collapse

Topics: information systems strategy accounting communication service infrastructure IT supported collaboration knowledge management system

Methods: case study qualitative interview archival research narrative analysis longitudinal research

Implementation of weakly structured systems: moving from local practices to common organizational rules

2023 | International Conference on Information Systems | Citations: 0

Authors: Fomin, Vladislav; Lyytinen, Kalle; Haefliger, Stefan; Vaujany, Francois-Xavier de

Abstract: The traditional implementation of an information system assumes that the IT sys ... Expand

Abstract: The traditional implementation of an information system assumes that the IT system to be implemented is highly structured (HSS), carrying out regulatory functions expressed in organizational rules scripted into the system. Subsequent implementation seeks users' compliance with stated regulatory needs. We propose an alternative view of implementing IT systems when such systems are weakly structured (WSS). In these systems, most scripted rules express the composition and behavior of digital objects, which organizational members tend to voluntarily enact as part of their tasks. By using analytical inference and illustrative examples, this work extends the Trifecta model of organizational regulation by developing a vocabulary and a process model for the evolution of the rule system during the implementation of WSS. The offered model depicts IT implementation as a movement from local practices, where system uses are discovered as affordances, to wider rule sets that regulate and enforce the shared deployment of such affordances. Collapse

Topics: systems implementation information system use affordance online learning system sensemaking

Methods: theory development business process modeling

Theories: theory of affordance

Covid-19 as an Incubator Leading to Telemedicine Usage: KM Success Factors in Healthcare

2023 | HICSS | Citations: 0

Authors: Neft, Florian; Kappler, Karolin Eva; Smolnik, Stefan

Abstract: Virtual hospitals offer a platform for healthcare workers to share knowledge, tr ... Expand

Abstract: Virtual hospitals offer a platform for healthcare workers to share knowledge, treat patients equally everywhere and, thus, reduce patient mortality rates. Such platforms include different technologies, for example telemedical applications. The use of these technologies and the need to get specific knowledge on the patients’ treatment was reinforced in the past years due by Covid-19. Not only the treatment of Covid-19, but also that of other diseases can be improved by increased technology use. By incorporating the KM success model, we will identify KM success factors leading to the use of virtual hospitals. This research observes the KM success model in the context of the low-digitalized field of healthcare. Consequently, we evaluate how the existing KM success model needs to be adjusted according to the peculiarities of healthcare. Collapse

Topics: electronic health knowledge management system knowledge sharing IT career

Methods: qualitative interview qualitative coding qualitative content analysis single case study

How Do Knowledge Management Strategy and Communication Channels Influence Innovation?

2023 | International Conference on Information Systems | Citations: 0

Authors: Xu, Zheyi; Mithas, Sunil; Vreede, Triparna de

Abstract: How do knowledge management (KM) strategy and communication channels influence ... Expand

Abstract: How do knowledge management (KM) strategy and communication channels influence individuals' innovative behavior?We answer this research question by drawing on media richness theory, and studying how two KM strategies (codification and personalization) and communication approaches with varying degree of media richness (i.e., telephone communication and email communication) shape innovative behavior at the individual level. Our analyses of the survey collected from more than 900 employees from several firms belonging to a leading conglomerate reveal three findings. First, we find that codification KM strategy has a positive effect on employees' innovative behavior. Second, we find that both face-to-face communication and telephone communication foster innovative behavior, but such an effect is absent for email communication presumably due to its lack of media richness. Finally, we find that the codification KM approach diminishes the advantages of face-to-face communication in innovative behavior. We discuss implications for research and practice. . Firms often adopt IT to mimic inperson interactions and implement enterprise social systems that are meant to overcome knowledge sharing challenges brought on by geographical separation (Malgonde et al., 2023;Ou et al., 2014;Susarla et al., 2012). However, not all communication tools are created equal and they provide different levels of communication cues (i.e., different levels of media richness) to facilitate innovative behavior. In particular, communication channels such as emails and voice communication, with or without video (e.g., telephone and online meetings), provide varying degree of communication cues (Gubbins & Dooley, 2014;Moffett et al., 2021). Besides communication channels, firms also use different types of knowledge management (KM) strategies to influence innovative behavior. These KM strategies can also influence the knowledge transfer by using different communication channels.Although prior research has made impressive strides to enhance our understanding of the individual roles of KM strategy and communication channels on innovation (Al Shaar et al., 2015;López-Nicolás & Meroño-Cerdán, 2011;Trantopoulos et al., 2017), few studies have examined the combined effect of KM strategies and communication channels on innovation. Accordingly, in this study, we investigate the following research questions: (1) How do different communication channels facilitate innovative behavior? (2) How do KM strategies and communication channels jointly facilitate innovative behavior? Drawing upon the media richness theory (Daft & Lengel, 1986;Ishii et al., 2019), we focus on three communication channels that vary in their media richness: face-to-face communication, telephone/voice communication, and text/email communication. In addition, we investigate the effect of two KM strategies (i.e., structured strategy termed as codification versus unstructured strategy termed as personalization) on innovative behavior and how two KM strategies moderate the effect of communication channels on innovative behavior. We test our hypotheses using survey data collected from teams participating in the innovation program at the Tata group, one of the most reputed and largest conglomerates in the world.Our results suggest that codification strategy is associated with innovative behavior. Face-to-face communication and telephone/voice communication leads to similar levels of improvement in innovative behavior. However, text/email communication does not improve innovation, presumably because of the lack of media richness. Further, we investigate the role of KM strategies in moderating the effect of communication channels, and find that the codification strategy diminishes the positive effect of face-toface communication on innovation. Collectively, these findings extend the growing literature on digital innovation and provide important implications for research and practice. CodificationThis describes whether the firm's innovation process or knowledge management process is standardized or not. It is a binary variable (codification=1, personalization=0).( Srivastava et al., 2013) f2f communicationThe extent to which employees communicate via face-to-face. It is measured using one items scoring from 1 (strongly disagree) to 5 (strongly agree) and is treated as a continuous variable.Self-developed Telephone communicationThe extent to which employees communicate via telephone/voice chat. It is measured using one items scoring from 1 (strongly disagree) to 5 (strongly agree) and is treated as a continuous variable.Self-developed Email communicationThe extent to which employees communicate via emails/text chat. It is measured using one item scoring from 1 (strongly disagree) to 5 (strongly agree) and is treated as a continuous variable.Self-developed innovative behavior at an individual level in teams. We leveraged data from more than 959 employees in a large multinational conglomerate to document several findings. First, we find that codification is better than personalization in eliciting individual's innovative behavior, presumably because of standardization and low complexity. Second, we find that face-to-face communication, telephone communication, and email communication can all facilitate team collaboration and innovation, but they show nuanced differences. Telephone communication is equivalent to face-to-face communication suggesting that knowledge sharing happens through verbal cues, requiring fewer non-verbal cues. We find that email communication is not effective in improving innovation, presumably because (1) email lacks the benefit of synchronous communication and immediate feedback, and (2) knowledge sharing requires not only textual information but also verbal cues, such as tones of voice.Finally, we find that the codification strategy negatively moderates the relationship between face-to-face communication and innovative behavior, but the moderating effect does not exist for telephone and email communication. These findings indicate that high level of codification tends to diminish the effects of interpersonal relationship and the rich media provided by face-to-face communication on innovation. As IT-supported communication channels lack the merits of building interpersonal relationships, codification would not affect innovative behavior initiated by telephone and email communication. In summary, our results suggest that knowledge sharing via non-verbal communication, which is enabled by face-to-face communication, is important to innovation, and management of non-verbal knowledge is better facilitated via personalization strategy instead of codification strategy. Together these findings provide important KM Strategy, Communication Channels, and InnovationOur findings provide several implications for research. First, our findings related to the effect of communication channels on innovative behavior provide a greater insight into the antecedents of individuals' innovative behavior. As an individual-level construct, innovative behavior has been explained by individual-level antecedents, such as interpersonal relationships (Abdullah et al., 2016;Li & Hsu, 2018), but there is limited understanding on how various communication channels facilitate innovation. This presents a critical gap in innovation research. We address this gap by examining the role of IT in supporting communication, knowledge sharing, and innovation (Matta et al., 2017;Saraf et al., 2013). We also show the need for differentiating among different types of communication channels because they influence innovative behavior differently. Thus, this research contributes to a more holistic understanding of innovative behavior by considering factors beyond the typically explored individual-level antecedents.Second, we extend our understanding of media richness theory from the KM perspective. Although media richness theory proposes that increased media richness results in better communication outcomes, our research shows that telephone communication is as effective as face-to-face communication in motivating innovative behavior. We further show that email communication is less effective than telephone communication in stimulating innovative behavior suggesting that synchronous communication with nonverbal cues may be an effective communication mode to facilitate innovation. In other words, by empirically establishing the limitations of email for innovative tasks, we offer evidence that IT-intensive methods might not always be suitable for knowledge sharing in innovation contexts. While both face-to-face and telephone communications have homogeneous effects on innovative behavior, non-verbal cues might actually introduce complexity rather than value.Third, we answer the call for the simultaneous examination of human knowledge artifacts and technical artifacts when investigating digital innovation (Hund et al., 2021;Majchrzak & Griffith, 2020). In addition, our findings provide empirical evidence of considering the joint effect of KM strategies (i.e., the human knowledge artifact) and communication channels (i.e., the technical artifact) on digital innovation. Although prior literature proposes that the choice of codification or personalization is contingent on their knowledge reuse contexts (Kumar & Ganesh, 2011;Liu et al., 2013), these studies do not provide clear guidance of how to choose between codification and personalization when considering different communication channels for knowledge management. Our research builds on this proposition and shows (1) that the choice of codification (versus personalization) depends on the use of communication channel, and (2) that high codification may diminish the beneficial effects of face-to-face communication. Managerial ImplicationsOur research also provides several practical implications. First, our findings suggest that firms should tailor their deployment of communication tools considering their impact on innovative behavior. Managers should emphasize face-to-face and telephone communications over email communications if the goal is to promote innovation. This finding is relevant in the post-pandemic era when many firms are rethinking or transforming their working mode temporarily or permanently. Understanding that telephone communication can be as effective as face-to-face interaction can help organizations to be more diverse in their collaboration approaches. Organizations can also promote innovation by developing IT solutions that mimic the benefits of face-to-face and telephone communication while retaining the efficiency of email communication. For instance, firms can allocate more budget to implement voice-based electronic communication tools that replace email communication.Second, our findings provide insights to firms to synchronize their KM strategy with the deployment of communication channels to improve innovation. Firms should choose between codification and personalization depending on what communication channel the innovation teams adopt. For instance, when team members mostly meet in person to discuss ideas, personalization through non-verbal communication is likely to be a better way for them to generate innovative ideas.Finally, the findings of the study underscore the critical need for organizations to carefully consider their communication and KM strategy. One strategy does not fit all needs. It is imperative that organizations not KM Strategy, Communication Channels, and Innovation Collapse

Topics: innovation management electronic mail knowledge management strategy usability telephone

Methods: statistical hypothesis test survey descriptive statistic theory development cross sectional survey

Theories: media richness theory

A Conceptualisation of Crowd Knowledge

2022 | Information Systems Frontiers | Citations: 0

Authors: Blesik, Till; Bick, Markus; Kummer, Tyge-F.

Abstract: Propelled by digitalisation, crowd knowledge (CK) has gained popularity alongsid ... Expand

Abstract: Propelled by digitalisation, crowd knowledge (CK) has gained popularity alongside a plurality of related crowd-based concepts (crowdsourcing, wisdom of crowds and collective intelligence), resulting in an inconsistent understanding of the terms and their application. Based on a structured literature review, we conceptualise CK and develop a formal definition, which is then evaluated using knowledge artefacts on different crowd-related platforms and differentiation criteria in relation to participants, context, purpose and process. The paper posits that CK is conceptually different from related concepts, due to its dynamic nature and its instantiation in the form of a CK knowledge artefact which requires a specific context and a unique knowledge-creation process. Furthermore, we discuss how the concept of CK and its associated artefact relates to established knowledge management concepts such as knowledge assets and the flow of CK in the epistemological differentiation of knowledge into tacit and explicit elements. The article contributes to the formal conceptualisation of crowd-based concepts and therefore improves understanding of existing implementations and supports the prudent design of future systems. Collapse

Topics: crowdsourcing knowledge creation knowledge management database system social media

Methods: design artifact structured literature research theoretical contribution literature study longitudinal research

Theories: knowledge management theory

Is Organizational Commitment to IT Good for Employees? The Role of Industry Dynamism and Concentration

2022 | Management Information Systems Quarterly | Citations: 1

Authors: Engelen, Andreas; Rieger, Verena; Wehner, Marius; Heidemann, Fabian

Abstract: While research on the consequences of organizational commitment to IT has focuse ... Expand

Abstract: While research on the consequences of organizational commitment to IT has focused on outcomes of interest to shareholders, such as profitability and firm value, recent research has also considered other stakeholders that might benefit from an increased organizational commitment to IT, especially customers. We extend this line of the literature by investigating the benefits of a firm’s organizational commitment to IT for firms’ employees, a stakeholder group that uses and depends heavily on IT in its daily work. This exploratory study links a firm’s organizational commitment to IT with the nonmonetary employee metrics of job satisfaction and work-life balance and embeds these associations in the industry’s dynamism and concentration. We test our research model with a multi-industry dataset of 523 firms from the S&P 500 (2008-2017 period). Our findings indicate that an organizational commitment to IT may facilitate job satisfaction and work-life balance but only when industry dynamism and industry concentration are low. Additional analyses show that IT commitment’s influence on these outcomes depends on the firm’s commitment to particular IT technologies; for instance, organizational commitments to cloud technology and remote technology are particularly positively associated with work-life balance. Collapse

Topics: organizational commitment job satisfaction cloud computing computer supported cooperative work remote work

Methods: Compustat robustness check survey regression analysis method Anderson-Darling test

Theories: stakeholder theory theory of job satisfaction resource based view of the firm

A systematic literature review on information systems for disaster management and proposals for its future research agenda

2022 | European Conference On Information Systems | Citations: 0

Authors: Fischer-Pressler, Diana; Bonaretti, Dario

Abstract: Emergency management information systems (EMIS) are fundamental for responding ... Expand

Abstract: Emergency management information systems (EMIS) are fundamental for responding to disasters effectively since they provide and process emergency-related information. A literature stream has emerged that corresponds with the increased relevance of the wide array of different information systems that have been used in response to disasters. In addition, the discussion around systems used primarily within responder organizations broadened to systems such as social media that are open to the general public. However, a systematic review of the EMIS literature stream is still missing. This literature review presents a timeline of EMIS research from 1990 up to 2021. It shows the types of information system scholars focused on, and what disaster response functions they supported. It furthermore identifies challenges in EMIS research and proposes future research directions. Collapse

Topics: emergency management database system mobile application decision support system geographic information system

Methods: literature study literature sample structured literature research theoretical contribution data modeling

Theories: socio technical theory

Resourcing with data: Unpacking the process of creating data-driven value propositions

2022 | Journal of Strategic Information Systems | Citations: 0

Authors: Günther, Wendy Arianne; Rezazade Mehrizi, Mohammad H.; Huysman, Marleen; Deken, Fleur; Feldberg, Frans

Abstract: This paper examines how organizations create data-driven value propositions. Dat ... Expand

Abstract: This paper examines how organizations create data-driven value propositions. Data-driven value propositions define what customer value is created based on data. We study the dynamics un­ derlying this process in a European postal-service organization. We develop a model that shows that the process of creating data-driven value propositions is emergent, consisting of iterative resourcing cycles. We find that creating data-driven value propositions involves the performance of two types of resourcing actions: data reconstructing and data repurposing. The process is shaped by two types of data qualities: apparent qualities, i.e., qualities perceived ex-ante as potentially significant for creating value propositions; and latent qualities, which raise unforeseen consequences en route. We discuss the implications of these findings for the literature on creating data-driven value propositions, for our understanding of data as a strategic resource, and for the literature on resourcing. Collapse

Topics: value creation data quality business model advertising management database system

Methods: qualitative interview business process modeling case study personal interview company material

Theories: dynamic capabilities theory