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ABSTRACTInformation systems (IS) researchers are now calling for the need to draw from the empirically rich field of organizational innovation. As the impact of strategic systems is increasingly being felt by organizations, the view that these systems are innovations or innovative uses of technology is becoming prevalent. Customer based interorganizational systems (CIOS) represent one of the most prominent types of such systems. This research investigates CIOS adoption. A model is constructed based on significant studies in innovation to identify factors facilitating the adoption decision of a CIOS. Data are gathered from 226 senior executives. Discriminant analysis is used to identify factors that distinguish adopters from nonadopters. Factor analysis of significant variables yielded a parsimonious model of CIOS adoption. The five factor model includes (1) a proactive technological orientation and (2) an internal push for the system as the two most significant sets of facilitators. Implications for research and practice are then discussed.

ABSTRACTThis paper examines how computer‐based support for strategic decision‐making processes varies across the phases of decision making under a variety of conditions (represented by five contingency variables). The paper draws extensively from empirical research on the strategic decision‐making processes, recognizing that these processes can be conducted in different ways. The relationships between the modes of the strategic decision process, the contingency variables, and the characteristics of computer‐based support are examined. The paper thus represents an important first step towards deriving prescriptive implications for designers of computer‐based support, whereby they can understand and design tools/systems for various phases and types of strategic decision‐making processes.

Even though much research has been published in operations and information systems, both functional areas find their roots in other disciplines. While operations management evolved from operations research in the 1960s, the field of information systems is of more recent vintage and traces its original roots to computer science. Both disciplines now naturally have come closer together as information and process‐technology‐based changes force manufacturing firms to become more efficient and customer focused. Market and technology‐driven e‐commerce initiatives that are likely to dominate business strategies in the future cannot be successfully achieved without a successful integration of operations and information systems. In this paper, we present a unifying framework that can be used to better understand the management of the functional interface between operations and information systems. We also categorize and highlight the contributions of the articles that appear in this special research focus issue. Finally, research directions that emerge from our understanding of this interface are outlined in an effort to stimulate further thinking and research that can advance our knowledge of this interface area.

ABSTRACTThe rapid growth of global telecommunication networks, and in particular the Internet, has placed emphasis on electronic mail's potential as an interorganizational communication medium allowing people from different organizations to communicate, gather information, form teams, and pass knowledge across time and place. An important area of research is to understand those factors affecting interorganizational computer‐mediated communication usage decisions. This study examines how interorganizational electronic mail (email) systems are being used and what factors relate to this use. This was accomplished by electronically surveying a randomly selected sample of interorganizational email users. The 613 Internet‐based respondents were located in 20 different countries and were from education, business, and government. This research examines the characteristics of interorganizational email users, their perceptions of task and channel attributes, and the relationship between these characteristics and interorganizational email use. Three empirically derived patterns of interorganizational email use emerged that showed it was regularly used for broadcast, task, and social communication. Broadcast usage, which reflects an informationgathering communication function, most likely through public bulletin boards, electronic discussion groups, and list servers, was the most frequent use of interorganizational email. Multivariate regression tests showed that the three different usage types were best predicted from different sets of independent variables. Results support past claims that there is a need to differentiate among types of use in explaining computermediated communication usage behavior. Implications and recommendations for both researchers and practitioners are drawn from the results.

As noted by several observers, information technology (IT) has rapidly evolved from "part of the organizational overhead" into a strategic resource capable of changing patterns of competition within industries [8, p. 275]. However, while this evolution has become part of the fabric for literature exploring the strategic impact of IT, very few studies have been undertaken to determine the specific influence(s) of technology‐based competition on industry structure. The development of analytical frames for capturing aspects of industry behavior provides a potentially powerful tool for evaluating the influence strategic IT initiatives may have on current bases of competition. Drawing from the theoretical disciplines of industrial economics and strategic management, this study develops a framework for analyzing longitudinal changes in industry structure. Working within this frame, the study then analyzes the nature and change of structure in three industries during and after the introduction of strategic information technology. The findings suggest that in each of these industries structural characteristics were dramatically altered subsequent to the introduction of competitive‐based IT. In two of the industries (airlines and industrial chemicals), early adopters broke away from other industry participants, in effect, forming unique bases of competition. In the remaining industry (drug wholesalers), previously distinct bases of competition consolidated, resulting in a more competitive industry structure than that which existed prior to the technological innovation.