The IT implementation literature suggests that various implementation factors play critical roles in the success of an information system; however, there is little empirical research about the implementation of data warehousing projects. Data warehousing has unique characteristics that may impact the importance of factors that apply to it. In this study, a cross-sectional survey investigated a model of data warehousing success. Data warehousing managers and data suppliers from 111 organizations completed paired mail questionnaires on implementation factors and the success of the warehouse. The results from a Partial Least Squares analysis of the data identified significant relationships between the system quality and data quality factors and perceived net benefits. It was found that management support and resources help to address organizational issues that arise during warehouse implementations; resources, user participation, and highly-skilled project team members increase the likelihood that warehousing projects will finish on-time, on-budget, with the right functionality; and diverse, unstandardized source systems and poor development technology will increase the technical issues that project teams must overcome. The implementation's success with organizational and project issues, in turn, influence the system quality of the data warehouse; however, data quality is best explained by factors not included in the research model.

An empirical investigation of the factors affecting data warehousing success

This paper addresses the design problem of providing IT support for emerging knowledge processes (EKPs). EKPs are organizational activity patterns that exhibit three characteristics in combination: an emergent process of deliberations with no best structure or sequence; requirements for knowledge that are complex (both general and situational), distributed across people, and evolving dynamically; and an actor set that is unpredictable in terms of job roles or prior knowledge. Examples of EKPs include basic research, new product development, strategic business planning, and organization design. EKPs differ qualitatively from semi-structured decision making processes; therefore, they have unique requirements that are not all thoroughly supported by familiar classes of systems, such as executive information systems, expert systems, electronic communication systems, organizational memory systems, or repositories. Further, the development literature on familiar classes of systems does not provide adequate guidance on how to build systems that support EKPs. Consequently, EKPs require a new IS design theory, as explicated by Walls et al. (1992).

We created such a theory while designing and deploying a system for the EKP of organization design. The system was demonstrated through subsequent empirical analysis to be successful in supporting the process. Abstracting from the experience of building this system, we developed an IS design theory for EKP support systems. This new IS design theory is an important theoretical contribution, because it both provides guidance to developers and sets an agenda for academic research. EKP design theory makes the development process more tractable for developers by restricting the range of effective features (or rules for selecting features) and the range of effective development practices to a more manageable set. EKP design theory also sets an agenda for academic research by articulating theory-based principles that are subject to empirical, as well as practical, validation.

A design theory for systems that support emergent knowledge processes

Corporate sustainability confronts managers with tensions between complex economic, environmental, and social issues. Drawing on the literature on managerial cognition, corporate sustainability, and strategic paradoxes, we develop a cognitive framing perspective on corporate sustainability. We propose two cognitive frames—a business case frame and a paradoxical frame—and explore how differences between them in cognitive content and structure influence the three stages of the sensemaking process—that is, managerial scanning, interpreting, and responding with regard to sustainability issues. We explain how the two frames lead to differences in the breadth and depth of scanning, differences in issue interpretations in terms of sense of control and issue valence, and different types of responses that managers consider with regard to sustainability issues. By considering alternative cognitive frames, our argument contributes to a better understanding of managerial decision making regarding ambiguous sustainability issues, and it develops the underlying cognitive determinants of the stance that managers adopt on sustainability issues. This argument offers a cognitive explanation for why managers rarely push for radical change when faced with complex and ambiguous issues, such as sustainability, that are characterized by conflicting yet interrelated aspects.

/pdf/cognitive-frames-in-corporate-sustainability-managerial-c4dv19obam.pdf

Cognitive Frames in Corporate Sustainability: Managerial Sensemaking with Paradoxical and Business Case Frames

Recent studies suggest that the wide variability in type, detail, and reliability of online information motivate expert searchers to develop procedural search knowledge. In contrast to prior research that has focused on finding relevant sources, procedural search knowledge focuses on how to order multiple relevant sources with the goal of retrieving comprehensive information. Because such procedural search knowledge is neither spontaneously inferred from the results of search engines, nor from the categories provided by domain-specific portals, the lack of such knowledge leads most novice searchers to retrieve incomplete information. In domains like healthcare, such incomplete information can lead to dangerous consequences. To address the above problem, a new kind of domain portal called a Strategy Hub was developed and tested. Strategy Hubs provide critical search procedures and associated high-quality links to enable users to find comprehensive and accurate information. We begin by describing how we collaborated with physicians to systematically identify generalizable search procedures to find comprehensive information about a disease, and how these search procedures were made available through the Strategy Hub. A controlled experiment suggests that this approach can improve the ability of novice searchers in finding comprehensive and accurate information, when compared to general-purpose search engines and domain-specific portals. We conclude with insights on how to refine and automate the Strategy Hub design, with the ultimate goal of helping users find more comprehensive information when searching in unfamiliar domains. © 2006 Wiley Periodicals, Inc.

/pdf/strategy-hubs-domain-portals-to-help-find-comprehensive-1945arn238.pdf

Strategy hubs: Domain portals to help find comprehensive information

This paper critically analyses the nature and state of decision support systems (DSS) research. To provide context for the analysis, a history of DSS is presented which focuses on the evolution of a number of sub-groupings of research and practice: personal DSS, group support systems, negotiation support systems, intelligent DSS, knowledge management-based DSS, executive information systems/business intelligence, and data warehousing. To understand the state of DSS research an empirical investigation of published DSS research is presented. This investigation is based on the detailed analysis of 1,020 DSS articles published in 14 major journals from 1990 to 2003. The analysis found that DSS publication has been falling steadily since its peak in 1994 and the current publication rate is at early 1990s levels. Other findings include that personal DSS and group support systems dominate research activity and data warehousing is the least published type of DSS. The journal DSS is the major publishing outlet; US ‘Other’ journals dominate DSS publishing and there is very low exposure of DSS in European journals. Around two-thirds of DSS research is empirical, a much higher proportion than general IS research. DSS empirical research is overwhelming positivist, and is more dominated by positivism than IS research in general. Design science is a major DSS research category. The decision support focus of the sample shows a well-balanced mix of development, technology, process, and outcome studies. Almost half of DSS papers did not use judgement and decision-making reference research in the design and analysis of their projects and most cited reference works are relatively old. A major omission in DSS scholarship is the poor identification of the clients and users of the various DSS applications that are the focus of investigation.

/pdf/a-critical-analysis-of-decision-support-systems-research-4mg5e9u4dm.pdf

A critical analysis of decision support systems research

Executive information systems may be used in different ways by managers in retrieving information. Two common modes of use are scanning, or general browsing of data; and focused search, or seeking answers to specific questions or well-defined problems. The purpose of this study was to investigate the antecedents of these two different modes of EIS use and also to examine their implications for perceived performance changes.The results show that, whenexecutives focus their use of EIS to answer specific questions or solve well-defined problems, they help to fine-tune operations and verify assumptions -- in other words, they help to make the organization more efficient. However, an EIS may also lead an executive to challenge fundamental managerial assumptions and preconceptions when using it to scan through information without having specific questions in mind. In this mode, an EIS may be used to help formulate problems and foster creativity -- thereby improving organizational effectiveness.EISs were found to contribute to gains in efficiency much more frequently than to gains in effectiveness. Companies that want to achieve greater effectiveness should pay attention to the role of the EIS in the scanning behavior of their managers. Factors that influenced the extent to which managers would engage their EIS in scanning included the extent to which EIS scanning was undertaken by others in the organization and the characteristics of the EIS itself.

Searching and scanning: how executives obtain information from executive information systems

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Searching and scanning: how executives obtain information from executive information systems