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  • 1.
    Bergquist, Magnus
    et al.
    The Viktoria Institute, Göteborg, Sweden.
    Ljungberg, Jan
    janl@viktoria.informatik.gu.se.
    The power of gifts: organizing social relationships in open source communities2001In: Information Systems Journal, ISSN 1350-1917, E-ISSN 1365-2575, Vol. 11, no 4, p. 305-320Article in journal (Refereed)
    Abstract [en]

    In writings on the open source software development model, it is often argued that it is successful as a result of the gift economy that embraces activities in online communities. However, the theoretical foundations for this argument are seldom discussed and empirically tested. Starting with the ‘classic’ theories of gift giving, we discuss how they need to be developed in order to explain gift-giving practices in digital domains. In this paper, we argue that the gift economy is important, not only because it creates openness, but also because it organizes relationships between people in a certain way. Open source software development relies on gift giving as a way of getting new ideas and prototypes out into circulation. This also implies that the giver gets power from giving away. This power is used as a way of guaranteeing the quality of the code. We relate this practice to how gifts, in the form of new scientific knowledge, are given to the research community, and how this is done through peer review processes. © 2001 Blackwell Science Ltd

  • 2.
    Bjørn, Pernille
    et al.
    School of Communication, Simon Fraser University, 8888 University Drive, Burnaby, BC V5A 1S6, Canada.
    Ngwenyama, Ojelanki K.
    Institute for Innovation and Technology Management, Ted Rogers School of Management, Ryerson University, 574 Bay Street, Toronto, ON M5G 2C5, Canada.
    Virtual Team Collaboration: Building Shared Meaning, Resolving Breakdowns and Creating Translucence2009In: Information Systems Journal, ISSN 1350-1917, E-ISSN 1365-2575, Vol. 19, no 3, p. 227-253Article in journal (Refereed)
    Abstract [en]

    Managing international teams with geographically distributed participants is a complex task. The risk of communication breakdowns increases due to cultural and organizational differences grounded in the geographical distribution of the participants. Such breakdowns indicate general misunderstandings and a lack of shared meaning between participants. In this paper, we address the complexity of building shared meaning. We examine the communication breakdowns that occurred in two globally distributed virtual teams by providing an analytical distinction of the organizational context as the foundation for building shared meaning at three levels. Also we investigate communication breakdowns that can be attributed to differences in lifeworld structures, organizational structures, and work process structures within a virtual team. We find that all communication breakdowns are manifested and experienced by the participants at the work process level; however, resolving breakdowns may require critical reflection at other levels. Where previous research argues that face-to-face interaction is an important variable for virtual team performance, our empirical observations reveal that communication breakdowns related to a lack of shared meaning at the lifeworld level often becomes more salient when the participants are co-located than when geographically distributed. Last, we argue that creating translucence in communication structures is essential for building shared meanings at all three levels. © 2008 Blackwell Publishing Ltd.

  • 3.
    Cukier, Wendy
    et al.
    Ted Rogers School of Management, Ryerson University, Toronto, Ontario, Canada.
    Ngwenyama, Ojelanki K.
    Ted Rogers School of Management, Ryerson University, Toronto, Ontario, Canada.
    Bauer, Robert
    Institute for Organizational Studies, Johannes Kepler University, Linz, Austria.
    Middleton, Catherine
    Ted Rogers School of Management, Ryerson University, Toronto, Ontario, Canada.
    A Critical Analysis of Media Discourse on Information Technology: Preliminary Results of a Proposed Method for Critical Discourse Analysis2009In: Information Systems Journal, ISSN 1350-1917, E-ISSN 1365-2575, Vol. 19, no 2, p. 175-196Article in journal (Refereed)
    Abstract [en]

    Since the 1980s, there has been a growing body of critical theory in information systems research. A central theoretical foundation of this research is Habermas’ theory of communicative action, which focuses on implications of speech and proposes general normative standards for communication. Habermas also places particular emphasis on the importance of the public sphere in a democratic society, critiquing the role of the media and other actors in shaping public discourse. While there has been growing emphasis on critical discourse analysis (CDA), there has been limited effort to systematically apply Habermas’ validity claims to empirical research. Moreover, while critical research in information systems has examined communication within the organizational context, public discourse on information technology has received little attention. The paper makes three primary contributions: (1) it responds to Habermas’ call for empirical research to ground and extend his theory of communication in every day critical practice; (2) it proposes an approach to applying Habermas’ theory of communication to CDA; and (3) it extends the reach of critical research in information systems beyond micro-level organizational concerns and opens up to critical reflection and debate on the impact of systematically distorted communication about technology in the public sphere.

  • 4.
    Lindgren, Richard
    et al.
    Viktoria Institute, Hörselgången 4, 417 56 Göteborg, Sweden.
    Andersson, Magnus
    Viktoria Institute, Hörselgången 4, 417 56 Göteborg, Sweden.
    Henfridsson, Ola
    Viktoria Institute, Hörselgången 4, 417 56 Göteborg, Sweden.
    Multi-Contextuality in Boundary Spanning Practices2009In: Information Systems Journal, ISSN 1350-1917, E-ISSN 1365-2575, Vol. 18, no 6, p. 641-661Article in journal (Refereed)
    Abstract [en]

    The capability to establish boundary-spanning practices within and across organizations has for long been recognized as a key strategic resource. As organizations are becoming distributed and dynamic, they will be increasingly populated by multiple functional, geographical, hierarchical and professional boundaries. The inherent complexity of such settings makes it difficult for organizations to leverage their boundary-spanning practices. Information technology (IT) systems have been hailed as a critical enabler of boundary spanning. However, there is little knowledge on how organizations are affected by the introduction of different types of IT systems. Building on an interpretive case study of Swedish transport organizations, this paper explores consequences of sensor technology for boundary spanning. The paper contributes with an understanding of what coexisting use contexts mean for boundary-spanning practices. A theoretical implication is that such multi-contextuality requires an integrative view on boundary spanning that combines insights from the organizational innovation and work practice literatures.

  • 5.
    Osei-Bryson, Kweku-Muata
    et al.
    Department of Information Systems, Information Systems Research Institute, Virginia Commonwealth University, Richmond, VA 23284, United States.
    Dong, Linying
    Ted Rogers School of Information Technology Management, Ryerson University, Toronto, ON M5B 2K3, Canada.
    Ngwenyama, Ojelanki K.
    Institute for Innovation and Technology Management, Ted Rogers School of Management, Ryerson University, Toronto, ON M5B 2K3, Canada.
    Exploring managerial factors affecting ERP implementation: An investigation of the Klein-Sorra model using regression splines2008In: Information Systems Journal, ISSN 1350-1917, E-ISSN 1365-2575, Vol. 18, no 5, p. 499-527Article in journal (Refereed)
    Abstract [en]

    Predicting successful implementation of enterprise resource planning (ERP) systems is still an elusive problem. The cost of ERP implementation failures is exceedingly high in terms of quantifiable financial resources and organizational disruption. The lack of good explanatory and predictive models makes it difficult for managers to develop and plan ERP implementation projects with any assurance of success. In this paper we investigate the Klein & Sorra theoretical model of implementation effectiveness. To test this model we develop and validate a data collection instrument to capture the appropriate data, and then use multivariate adaptive regression splines to examine the assertions of the model and suggest additional significant relationships among the factors of their model. Our research offers new dimensions for studying managerial interventions in IT implementation and insights into factors that can be managed to improve the effectiveness of ERP implementation projects.

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