IS service delivery failures inside companies are value diminishing events. Information systems service providers seek to limit this value destruction but lack guidance on IS incident resolution actions that satisfy users and preserve IS service value. We apply Service-Dominant Logic (SDL) to explore what is relevant to users’ recovery service experiences while interacting with IS service providers. We use an integrated research approach including qualitative and quantitative data. We uncover actions that lead to a satisfying incident recovery and categorise them into three recovery components (responsive handling interactions, supportive communicating interactions, and effective resolving actions) that reflect IS provider resource exchanges of information, knowledge, and service skills with users in resolving incidents. We integrate these three recovery components as factors in our research model and test direct and moderating effects on value outcomes. We find that users’ recovery satisfaction results from both a “fix it fast and fully” perspective and a sense of effort and fairness conveyed. Results point to managers preserving overall IS service satisfaction and service quality by facilitating proper resource exchanges during an incident recovery.

Adaptive personalization systems are becoming common in online retail. These systems use dynamically generated data and advanced data analytic techniques to infer customer preferences and recommend products or services best suited to a customer’s tastes. However, the adaptive personalization system’s ability to continue delivering valuable personalized content relies heavily on return customers’ willingness to continue sharing their identity information. By applying identity theory and the action-cognitive processing-decision model, cognitive and behavioral processes are theorized whereby customers who willingly share identity information favorably assess the value of product or service recommendations provided by adaptive personalization systems relative to their self-identity needs. The effects of willingness to share identity information and perceived personalization value on repurchase intention are examined. The results empirically demonstrate that a willingness to share identity information increases repurchase intention; further, this relationship is partially mediated by the perceived value of adaptive personalization.

This paper conceptualises the COVID-19 pandemic as a “rare event.” Rare events channel managerial attention to magnified issues and foster resource mobilisation and learning. We draw on a case study of a US consumer lender to develop a model explaining how organisations actualise digital affordances as part of their rare event response and, in doing so, leverage the transformative experience towards establishing a “new normal.” The model and its instantiation contribute conceptual understanding and advice for how IS managers may effectively address rare events and, in particular, the COVID-19 pandemic, including the aftermath of its lockdown and the transition to the new business status quo. The model emphasises the importance of understanding the evolution of digital affordances as possessing teleological paths where affordances are developed in steps corresponding to where an organisation focuses its managerial attention, with indirect consequences of possibilities to attend to other objectives enabled by digital technologies. Overall, the model contributes to theory by explaining the role of rare events in the evolution of affordances, including some that can be transformative and introducing the rare events literature into the IS discipline.

Social media offers customers a unique service value proposition. Recognizing service value as a pivotal concept, this study develops an aggregate construct of online social value, whereby customers evaluate utilitarian and hedonic benefits relative to what they must sacrifice in effort and risk in deriving a value calculation of online social networking services which predicts satisfaction and continued use of online social media, such as Facebook. By empirically testing a model that explains online social value, this research contributes to information systems (IS) theory by introducing a customer value perspective in the social media context and helps service providers by identifying factors predicting satisfaction and continued use that might be employed to improve offerings to keep customers coming back.

What critical factors contribute to knowledge workers’ effective information management and consequent job performance? This paper begins to address this important question by developing a conceptual definition of a new construct called personal information management effectiveness (PIME) and its constituent dimensions. Specifically, we theorize that PIME consists of two underlying dimensions: personal information management motivation (PIMM) and personal information management capability (PIMC). Synthesizing the extant literature on information management and information orientation, we further conceptualize PIMM as having four sub-dimensions of proactiveness, sharing, transparency, and formality, and PIMC as possessing five sub-dimensions of sensing, collecting, organizing, processing, and maintaining. Moreover, we develop a theoretical model that positions PIME as a mediator between two selected individual characteristics (IT self-efficacy and need-for-cognition) and job performance. New measures for PIME dimensions were developed and shown to have strong psychometric properties. The proposed model was empirically tested using data collected from 352 knowledge workers. As theorized, PIME was found to have significant effects on job performance (41%) and fully mediate the effects that the selected individual characteristics have on job performance. Responding to recent calls for advanced research on personal information management, the measures of PIMM and PIMC developed in this study have practical value as research and diagnostic tools and the findings provide useful insights to help organizations improve knowledge workers’ information management practices.

Leveraging the motivation-opportunity-ability (MOA) theoretical framework and past research on psychological climate, this study analyzes three antecedent factors driving an individual’s knowledge-sharing (KS) within organizations: knowledge-sharing psychological climate as motivation, information management capability as ability, and organizational information technology support as opportunity. An empirical examination reveals that a motivating psychological climate has a primary impact on KS behavior, and the impact of perceived information management capability on sharing is mediated by the psychological climate. Perceived organizational use of information technology to support knowledge work bears strong influence on information management capabilities but not on sharing, suggesting that investment in IT does have indirect payoffs. The study is the first to position the opportunity→ability→motivation causal network in an individual’s KS behavior. The findings suggest that managers need to consider the pre-requisite roles of IT-enabled opportunities and workers’ information management abilities when building an all-important motivating climate to share.

In many companies the process of new Information Technology (IT) identification and assessment lacks the rigor associated with experimentation. The realities of maintaining daily operations and the expense and expertise involved distract firms from conducting experiments. The authors explore cases of how companies introduce a new IT for the business use of digital social media. Because social media technologies are new, interest in its use is broad and diffused leading organizations to be unsure about how best to implement social media, prompting organizations to follow a mindful process of experimenting with these technologies. The cases illustrate that the extent of mindfulness influences how new technology implementations are introduced, supporting wider boundaries in assessments, richer interpretations of the IT's usefulness, multi-level foci concerning benefits and costs, persistence to continue exploration, and a greater use of fact-based decision-making. The authors observe that following a mindful introduction process reaps some of the benefits of experimentation, such as greater stakeholder satisfaction and organization-wide learning and understanding of the technology's potential.

Clearly defined relationships between core concepts in our field are the bedrock for building a cumulative tradition. No concepts or relationships could be more core to the Information System (IS) field than: data, information, and knowledge. Even though several models have been developed to depict the relationship between these core concepts, none provides a completely satisfying solution to resolve problems in understanding information processing and in guiding IS research and practice. In response to the limitations in existing models, a knowledge-based theory of information is extended from Langefors’ (1973) infological equation, suggesting that information is the joint function of data and knowledge. Specifically, the proposed theory describes data as the measurement or description of states, whereas knowledge outlines the relationship between concepts underlying those states. Information, representing a status of conditional readiness for an action, is generated from the interaction between the states measured in data and their relationship with future states predicted in knowledge. Following this logic, different forms of IS are conceptualized as the embodiments of knowledge domains capable of transforming specific categories of data into information for business operations and decision-making. The proposed model helps address controversies in previous studies and provides guidance for further research.

Enterprise-level information systems (IS) are fundamental to businesses. Unfortunately, implementing these large-scale systems is a complex and risky endeavor. As a result, these initiatives must tap the expertise and active involvement of both the IS department and the enterprise's functional areas. Past studies focusing on IS implementation teams consistently identify the IS department as the source of technical expertise and leadership, while functional department team members are typically relegated to the role of business experts. However, unlike the past, many business professionals are knowledgeable about information technology (IT) and are increasingly capable of contributing to IS implementations from a technical perspective as well as a business perspective. This study examines how IT competence held by both the IS department and the user department stakeholders contributes to user satisfaction with the enterprise-level system implementation. Specifically, this research introduces a theoretically grounded construct, joint IT competence, which emerges when the IS department and user department stakeholders integrate their individually held IT competences. The study's results empirically demonstrate that joint IT competence is a key driver of user satisfaction in enterprise-level IS implementations. Although not as significant as joint IT competence, results show that partner-based leadership between the IS department and user stakeholders also influences user satisfaction with IS implementations.

The net-enabled business innovation cycle (NEBIC) model describes a path by which firms employ dynamic capabilities to leverage net-enablement. Some firms strategically aspire to follow this path in a more gradual fashion striving for business process improvements (incremental strategy) while others aspire to exploit rapidly net-enablement to achieve business innovation (leapfrogging strategy) that offers completely new market opportunities. Study results suggest that firms adopt accelerated leapfrogging strategies when faced with more severe external competitive pressures. This combined with strong leadership, a propensity to embrace internal user involvement, IT maturity, and an accommodating firm structure, as indicated by path accelerators, result in higher aspirations for business innovation. Firms shying away from leapfrogging strategies tend to protect existing customers and employees from more radical changes. These firms sometimes lacked the internal capability to enact more aggressive strategies and thus had to acquire the necessary capabilities before aspiring for business innovation.