Two main and separate Information Systems (IS) research streams have investigated the link between information technology (IT) and organizational agility via the concepts of IT ambidexterity and IT alignment. This study examines IT ambidexterity and IT alignment for agility by breaking down each concept and investigating questions regarding the balance between exploitation and exploration alongside those of fit between the IT and business domains. To do so, we apply configurational theory inductively to empirically identify and theorize how interdependencies between capability types (i.e., exploitation and exploration) and domains (i.e., IT and business) lead to agility. A fuzzy set qualitative comparative analysis (fsQCA) of data gathered through a survey of manufacturing SMEs unveils three specific forms of interdependencies: (1) complementarity of exploration between the IT and business domains; (2) substitution of exploitation between the two domains; and (3) contingent effects (positive vs. negative) of each, IT exploitation and IT exploration, depending upon the intensity of the remaining elements. These interdependencies enable the derivation of four theoretically meaningful propositions for future research that reconcile inconsistent findings in both research streams. Overall, this study contributes beyond past research focused on either IT ambidexterity or IT alignment by providing a compelling parsimonious theoretical explanation of how – and which – IT misalignments and imbalances between exploitation and exploration lead to high agility and which do not. These insights are also of high practical value, as they provide manufacturing SMEs with more options to reach agility.

This study answers research calls regarding data analytics in a specific unit and its impact at the unit and organizational level. In doing so, it takes an information value chain approach to theorize about how quality data and IT-enabled data analytics sensing capability in the marketing unit relate differently to the unit performance as well as to firm-level performance. Results from a survey of 346 firms confirm the hypotheses by showing partially and fully mediated effects for quality data, and direct and partially mediated effects for sensing capability.

Multicommunicating (MC) represents a form of multitasking in which employees such as IS analysts and managers engage in multiple conversations at the same time (e.g., by sending texts while on a telephone call). MC can occur either during group meetings or during one-on-one conversations: the present paper focuses on the latter, termed dyadic MC. MC is increasingly prevalent in the workplace and is often useful in today’s business world, for example by making it possible to respond in a timely manner to urgent communications. Nonetheless, the efficacy of MC behaviors can also be questioned as they have been found to negatively affect performance and workplace relationships, as well as causing stress. During our investigations of this phenomenon, we often heard IS practitioners say ‘So what? I do this all the time, it’s no problem!’ which suggests that certain misconceptions regarding MC behaviors may be prevalent. Arising from research findings in multiple disciplines, we examine four such practitioner beliefs regarding MC behaviors: MC makes employees more accessible, it enhances productivity, it is required in most jobs, and rudeness is not an issue when MC. Further, we suggest recommendations to IS employees and managers so that they can better manage MC.

This study examines the applicability of the Thong, Yap, and Raman (1996) model of information systems (IS) effectiveness tested among Singaporean small businesses in a Canadian context. The model evaluates the importance of managerial support and external expertise (vendors and consultants) for IS effectiveness. This study extends the Thong et al. model by adding an intention of expansion construct. The sample included 105 small business users of IS in a small city in western Canada. The results show that both managerial and vendor support are essential for effective IS in Canadian small businesses, and supported part of the relations between IS effectiveness and intention of expansion. Overall, the results suggest that managers should engage quality vendors to obtain IS that contribute to the specific goals of the small business. The results of the Canadian study were, for the most part, similar to the results reported in the Singaporean study; however, a few notable differences appear to exist.