Drawing from product attribute literature, this study introduces the concept of information systems (IS) availability to elucidate the impact of IS artifacts on consumers and businesses that incorporate these artifacts as product attributes. We contend that the availability of an IS artifact can influence purchase decisions and brand satisfaction significantly. Utilizing the theory of attractive quality alongside two empirical studies, we explore the distinctive performance of IS attributes compared with traditional ones and examine the effects of IS availability on business performance. This research contributes to the IS field by introducing IS availability as a novel concept, thereby enhancing the understanding of IS use and extending existing theories.

Discourse on enterprise resource planning (ERP) systems acceptance is rife among MIS scholars as they seek to comprehend the underlying psychological and environmental factors influencing user adoption behavior. Researchers are especially keen to understand why the utilization of ERP among organizational members often remains at a perfunctory level. As such, the objective of this case study on GlobalMNC's SAP implementation experience hopes to address this concern by exploring ERP users' motivational dynamics from an Expectancy perspective. Specifically, this article investigates the components of Effort-Performance Expectancy, Performance-Outcome Instrumentality and Outcome Valence as experienced by ERP users and the potential managerial actions affecting each corresponding motivational factor that may result in counter-productive dissonances.

Abstract As knowledge gains currency as a critical resource in the information‐intensive economy, organizations have doubled their efforts to extract value from knowledge management endeavors, including the creation of interorganizational knowledge alliances. One particular aspect of such knowledge partnerships that has gone unnoticed in academic research is the presence of conflicts in knowledge activities. By adopting a conflict perspective of knowledge management in an interorganizational context, this study arrives at a two‐dimensional framework that defines knowledge conflicts in terms of their type and nature. Central to this article is the fundamental notion that conflicts form an integral part of knowledge management, and depending on how they are managed, conflicts may be formidable partners or dangerous adversaries in the corporate quest for a holistic knowledge strategy.

As e-government plays an increasingly dominant role in modern public administrative management, its pervasive influence on organizations and individuals is apparent. It is, therefore, timely and relevant to examine e-governance—the fundamental mission of e-government. By adopting a stakeholder perspective, this study approaches the topic of e-governance in e-government from the three critical aspects of stakeholder management: (1) identification of stakeholders; (2) recognition of differing interests among stakeholders; and (3) how an organization caters to and furthers these interests. Findings from the case study point to the importance of (1) discarding the traditional preference for controls to develop instead a proactive attitude towards the identification of all relevant collaborators; (2) conducting cautious assessments of the technological restrictions underlying IT-transformed public services to map out the boundary for devising and implementing control and collaboration mechanisms in the system; and (3) developing strategies to align stakeholder interests so that participation in e-government can be self-governing.

Continuous organizational transformation is becoming a common phenomenon as public agencies rapidly embrace new information technologies (IT) to streamline and re-invent their obsolete operations. However, due to the overwhelming extent of the necessary changes as well as the sheer diversity of stakeholders involved in transforming corporate functions, practitioners are finding it difficult to manage the level of dynamism required in the effort. In an attempt to shed some light on the phenomenon of managing e-transformation, this paper examines in-depth an e-government initiative. Through the study of how one organization in the public sector adapts to the dynamic customer relations brought about by e-transformation, the case serves to identify the governing factors for successful organization–stakeholder relations, and how these may have a bearing on the development of effective e-transformation strategies. An important contribution of this study is the proposal of a development model of relationships in organizations for an understanding into how organization–stakeholder relationships can be efficiently managed to bring about an effective overhaul of business processes.