While healthcare providers have widely adopted digital health platforms for patient online virtual consultations, organizations are challenged by difficulties in utilizing them for effective physician–patient interactions. This study investigates online virtual consultations between physicians and patients enabled by their joint use of mobile social media technology. Based on affordance theory, we propose a new type of group-level affordance, interactive affordance, characterized by interactions between users with different predefined roles and varying preferences. We conceptualize interactive affordance as a second-order construct and propose the structure of interactive affordance that is affected by dyadic alignment and individual user affordances, influenced by three determinants (relative advantage, process standardization, and absorptive capacity). The interactive affordance affects two outcomes (physician and patient satisfaction). These relationships were tested using survey data collected from physicians and patients. The results show that interactive affordance actualization is affected by the dyadic alignments of their determinants, and it improves physician satisfaction. This study contributes to the affordance literature by proposing a new type of affordance, interactive affordance. It contributes to the literature on digital health technology used by users with differing preferences by showing the effects of dyadic alignment on the shared use of collaboration technology.

Information systems outsourcing has not only become prevalent but also involves an increasingly wide range of activities beyond the traditional programming, testing, documentation, and localization activities to include complex business-focused project planning, process design, requirements determination, and logical and physical systems designs. Such complex IS outsourcing often requires interactions among various stakeholders across different locations and cultures and therefore is much more difficult to manage than the traditional IS outsourcing. Coordination and control have been viewed as especially important project management strategies for managing project activities; however, little research has focused on how they relate to each other and how they collectively affect the performance of complex IS outsourcing projects. In this study, we examine the differential performance effects of outcome and behavior controls on coordination and show that the effect of outcome control on project performance is mediated by coordination.

Agile software development generally refers to popular practices that are supposed to adhere to the Agile Manifesto with its values and principles. Empirical studies on agile software development have mainly focused on organizational adoption and impacts of agile practices. Furthermore, the literature on agile software development has mostly centered on small, co-located projects. However, agility is needed for software development projects of varied sizes in different organizations across industries. The general nature of agile values and principles and the procedure-driven nature of specific agile methods make it difficult for organizations to determine what they can do to effectively facilitate agility in their software development process. To bridge that literature gap and based on an evolved grounded-theory approach, this study identifies nine agility facilitators and their corresponding dimensions that extend beyond small, co-located projects to software projects of any size and distribution. These agility facilitators are further grouped into two categories: organizational foundation and project processes. In addition, the authors identify four dimensions of agility. The authors propose a framework that describes the organizational mechanisms through which the nine categories of facilitators lead to software development agility.

The socio-technical perspective suggests that information systems development projects (ISDPs) involve both organizational and technical dimensions. As both the organizational and technical aspects of ISDPs frequently change, the ISDP team's flexibility in responding to these changes has become a critical success factor for system development. While the importance of ISDP team flexibility has increased, the research literature lacks a consistent definition and validated measures of the construct. Drawing upon the socio-technical and the capability-based perspectives and using a systematic multi-stage approach, we identified major business and technology changes and developed measurement scales of ISDP team flexibility along two dimensions: Response Extensiveness and Response Efficiency. The results of a confirmatory factor analysis using survey data from 505 ISDP managers suggested that the final measurement scales exhibited adequate levels of measurement properties including unidimensionality, reliability, discriminant validity, factorial invariance and nomological validity. In addition, our results revealed an interesting negative relationship between Response Extensiveness and Response Efficiency, indicating a trade-off between the two dimensions of flexibility. Our result indicated that while the ISDP teams experienced and responded more extensively to business changes than technology changes, they were much less efficient in dealing with business changes than technology changes.