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• W4236057934 abstract "The paper of Ben Clegg and Duncan Shaw entitled ‘Building Holarchies from Holons’ concerns an area which, at first glance, seemed previously unfamiliar to your editors. We suggest readers ‘stick with it’, as we did, because this paper is interesting and provides a valuable contribution to the literature. The paper presents a new model, based on Checkland's soft systems methodology, to describe organizational processes. The process-oriented holonic modelling methodology (PrOH) combines aspects of softer and harder approaches to aid modellers in designing business processes and associated information systems (IS). Although PrOH is a new approach, there is a genuine involvement in the practical setting (a large design and manufacturing organization), which is particularly important in the context of the Information Systems Journal (ISJ). We have always tried as far as possible to ensure that papers have a practice-oriented element. In this case, the approach has been tested by using action research, an approach frequently used by ISJ authors; indeed, a paper in our first issue, some 17 years ago, discussed action research. Since then, we have seen this approach rise from obscurity to respectability in the IS world, partly – we like to think – because of its acceptance and exposure in ISJ. The contribution of the paper is a methodology for analysing business processes in environments that are characterized by high complexity, low volume and high variety where there are minimal repeated learning opportunities, such as large IS development projects. With the growth of e-commerce, information technology (IT) and marketing have become increasingly related disciplines, in that IT now facilitates both direct communication and transactions with final consumers and is often key to customer relationships. The paper of Horst Treiblmaier and Andreas Strebinger is an example of this coming together of IT and marketing issues. The authors argue that it is brands which represent companies to the outside world, and yet with e-commerce, the companies' IT structures and processes are becoming of increasing importance to their customers, and it is critical that the brands used externally are mirrored by corresponding internal processes. They investigate organizations' IT structure and their brand architecture and how they are integrated for best effect. IT structure and brand architecture are both intended to minimize transaction costs within the organization and between the organization and its customers. Business-to-consumer (B2C) e-commerce fundamentally alters the structure of those transaction costs. Drawing on theoretical considerations as well as on case studies, such as the Accor and Starwood groups, the authors assume that e-commerce triggers a set of simultaneous integration efforts in a company's IT structure and its brand structure. A survey carried out by the authors among 102 chief information officers and chief marketing officers in 67 of the 100 most important B2C enterprises in Austria demonstrates that companies typically implement a certain set of changes in the IT structure and the brand architecture if B2C e-commerce is highly important to them and that these changes suggest a stronger integration is necessary within and between the IT structure and the brand architecture. Such integration is not easy and needs to be designed in advance. The paper concludes that B2C e-commerce projects require closely aligned conceptual, organizational and financial measures in both areas. This is an interesting paper and is one of few interdisciplinary studies that have investigated how e-commerce impacts more than one corporate function simultaneously. There is a wealth of literature on success, failure and IS implementation, and our third paper contributes to the importance of managerial factors. Kweku-Muata Osei-Bryson, Linying Dong and Ojelanki Ngwenyama present research that tests and further develops the Klein and Sorra model of factors affecting successful implementation of new technologies. The paper investigates the validity of the model to provide theoretically sound explanations about the impact of managerial factors on the effectiveness of IS implementation. Its starting point is that ‘neither the conjectures about the relationships among the constructs of the model postulated by Klein and Sorra nor alternative relationships among the constructs have been evaluated’. Managerial research on enterprise resource planning (ERP) implementation has been dominated by case studies which explore the complex and dramatic organizational changes during and after implementation of these systems; however, this study includes collecting survey data from ERP environments, factor analysis and hypothesis testing, using a relatively new statistical analysis technique, multivariate adaptive regression splines. The authors base their analysis on questionnaires received from manufacturing companies. The paper is a good demonstration of methodological rigour, describing each step performed in the testing of the model. Our final paper also looks at IS success but, in this case, the updated DeLone and McLean model, on which there has been some considerable debate. Yi-Shun Wang seeks to empirically validate the updated model in the context of e-commerce. The paper respecifies and validates a multidimensional model for assessing e-commerce systems success. The model consists of six dimensions: information quality, system quality, service quality, perceived value, user satisfaction and intention to reuse. The validation is based on the application of structural equation modelling techniques on data derived from questionnaires to 240 users of e-commerce systems in Taiwan. The results suggest that customer intention to reuse an e-commerce system is affected by perceived value and user satisfaction, which, in turn, are influenced by information quality, system quality and service quality. In addition to enhancing the theoretical model in the context of e-commerce, a number of practical implications are also highlighted, for example, the need to better address customer perceptions of value and better understand internal psychological processes that affect perception. The findings also suggest that e-commerce systems success models that consider only direct effects are too narrow. System success should incorporate the direct and indirect effects of quality measures, perceived value and satisfaction on customer loyalty and other net benefit measures, and therefore managers need to understand what drives the e-commerce success variables, how they are linked and how they contribute to e-commerce system's final net benefit." @default.
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• W4236057934 date "2008-09-01" @default.
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• W4236057934 title "Editorial" @default.
• W4236057934 doi "https://doi.org/10.1111/j.1365-2575.2008.00314.x" @default.
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