In the late 1990s, most organizations adopted enterprise systems (ES) to automate their core business processes. The very same organizations are presented with a new wave of opportunities to innovate with digital technologies—technologies that purport to have diametrically opposed characteristics to ES. This study explores how organizations integrate digital technologies with their incumbent ES for attaining innovation. The study followed a qualitative approach and gathered data from four organizations consisting of six such projects. By applying a unique theoretical foundation, this study derives interesting insights into the orchestration process of ES and digital technologies for attaining innovation.

Recent information technology (IT) developments have enabled cities to collect and disseminate large amounts of data to improve their public services delivery. “Smart cities” allow the public sector to leverage IT infrastructure and smart devices to increase the value of services delivered to the community. Our exploratory qualitative study involved the examination of secondary data and interviews with public administration personnel at the City and County of Denver. We used the social capital perspective and literature on knowledge transfer to interpret the empirical material and derive abstractions. We found that the Living Lab methodology adopted within the Smart City initiative facilitated a number of outcomes, including improved collaboration and innovation. Specifically, the “fail-fast” mentality was a characteristic of the Denver Living Lab that improved innovation.

The broad aspiration of this special issue was to build upon, and contribute to, an emerging stream of research addressing information systems (IS) integration in the context of corporate mergers a...

This research uses configuration theory and data collected from a major IT vendor organization to examine primary configurations of distributed teams in a global off-shoring context. The study indicates that off-shoring vendor organizations typically deploy three different types of configurations, which the authors term as thin-at-client, thick-at-client, and hybrid. These configurations differ in terms of the size of the sub-teams in the different distributed locations and the nature of the ISD-related tasks performed by the distributed team members. In addition, the different configurations were compared on their inherent process-related and resource-related flexibilities. The thick-at-client configuration emerged as the one that offers superior flexibility (in all dimensions).However, additional analysis also revealed contingencies apart from flexibility that may influence the appropriateness of the distributed ISD team configuration, including the volatility of the client organization’s environment and the extent to which the ISD tasks can be effortlessly moved to the vendor’s home location.

While there is a rich literature exploring the various facets of Globally Distributed Systems Development (GSD), there is scant attention given to the human resource issues such as work–life conflict (WLC) faced by GSD professionals and their valence toward globally distributed work. In this study, we attempt to identify factors that influence offshore GSD workers’ WLC and their valence toward globally distributed work. Specifically, we focus on factors related to the nature of the distributed work arrangements as experienced by offshore Indian workers involved in GSD. On the basis of survey data, we find support for the impact of a number of distribution-related variables on WLC and valence.

Recent studies have sought to identify different types/facets of agility that can potentially contribute to distributed Information Systems Development (ISD) project success. However, prior research has not attempted to assess the relative importance of the various types of agility with respect to different ISD success measures. We believe that such an assessment is critical, since this information can enable organizations to direct scarce organizational resources to the types of agility that are most relevant. To this end, we use the Analytic Hierarchy Process to unearth, from the perspectives of two stakeholder groups of distributed software development projects, managers, and technical staff members, as to which agility facets facilitate (and to what degree) on-time completion of projects and effective collaboration in distributed ISD teams. Furthermore, noting that there is a need for an overall set of prioritized agility facets (by integrating managerial and technically oriented perspectives), we present three ways to aggregate the preferences of the two groups.

This article addresses the conceptual and measurement issues related to the study of information technology capability (ITC) in small to medium businesses that focus on exports. We review the concept of ITC and its components and report on the construction and psychometric assessment of a measure of ITC. We develop a multi-dimensional scale showing strong evidence of reliability and validity in samples from export- focused SMEs based in mainland China. Finally, we demonstrate nomological validity by examining the relationship between ITC and export-focused SMEs’ performance.

In this paper, utilizing the often taken-for-granted notions of space and time, we develop an understanding of how collaboration is possible among virtual team-members spread across the globe. We do so by interpretively examining the actual experiences and work practices of virtual team-members located in the US & Norway, engaged in information systems development (ISD) projects. We identify a number of collaboration inhibitors, along with strategies used by team-members to address the challenges posed by the mismatch in time zones and the lack of physical proximity.