Abstract Augmented Intelligence - effective human-computer symbiosis - has the potential to address emerging challenges successfully, possibly more so than pure AI. It integrates the unique abilities of human beings that cannot be replicated by AI. Large-scale IoT problems often cannot be solved by either computers or human beings alone. Therefore, there are significant opportunities in IoT applications that are coupled with the notion of Augmented Intelligence. Managers need to consider carefully for which task, in which way and to what extent IoT applications will be applied. They must make their choices based on the expected performance, cost and risk of autonomous IoT solutions that would operate without human oversight. For example, automated manufacturing, predictive maintenance and security IoT solutions may be cautiously fully automated. However, human-oriented applications, such as smart retail, could still maintain a certain level of human oversight.
Globalization and the ubiquitous nature of the Internet facilitate e‐commerce activities across nations. An empirical study was conducted using data from Greek and US consumers in order to obtain a better understanding of cross‐cultural e‐commerce adoption. The results give support for the proposed hypotheses, emphasizing the moderating role of cultural differences on consumer e‐commerce adoption. The unique contributions of this paper are three fold. First, we introduce Hofstede's cultural dimension of uncertainty avoidance to the study of cross‐cultural e‐commerce adoption model. Second, we apply the theory of planned behavior perspective to capture behavioral intentions to transact online in two dissimilar countries – Greece and the US. Finally, the paper discusses several insights from this exploratory study that enrich the cross‐cultural e‐commerce literature.
ABSTRACTA major challenge for managers in turbulent environments is to make sound decisions quickly. Dynamic capabilities have been proposed as a means for addressing turbulent environments by helping managers extend, modify, and reconfigure existing operational capabilities into new ones that better match the environment. However, because dynamic capabilities have been viewed as an elusive black box, it is difficult for managers to make sound decisions in turbulent environments if they cannot effectively measure dynamic capabilities. Therefore, we first seek to propose a measurable model of dynamic capabilities by conceptualizing, operationalizing, and measuring dynamic capabilities. Specifically, drawing upon the dynamic capabilities literature, we identify a set of capabilities—sensing the environment, learning, coordinating, and integrating—that help reconfigure existing operational capabilities into new ones that better match the environment. Second, we propose a structural model where dynamic capabilities influence performance by reconfiguring existing operational capabilities in the context of new product development (NPD). Data from 180 NPD units support both the measurable model of dynamic capabilities and also the structural model by which dynamic capabilities influence performance in NPD by reconfiguring operational capabilities, particularly in higher levels of environmental turbulence. The study's implications for managerial decision making in turbulent environments by capturing the elusive black box of dynamic capabilities are discussed.
ABSTRACTHypotheses were developed to capture the dynamic capabilities that result from interfirm partnerships during the joint new product development (NPD) process—the ability to build, integrate, and reconfigure existing resources to adapt to rapidly changing environments. These capabilities, in turn, were proposed to have a positive impact on NPD performance outcomes: (a) proportion of new product success and (b) superior new product commercialization. In contexts where the locus of innovation is rapidly changing, the impact of interfirm NPD dynamic capabilities was hypothesized to be diminished in high‐technology contexts, especially for buyers (original equipment manufacturers) and to a lesser extent for suppliers. Still, technology‐based interfirm NPD partnerships were predicted to ultimately outperform low‐technology ones in both NPD performance outcomes. Finally, information technology (IT) support for NPD was hypothesized to influence the interfirm NPD partnership's dynamic capabilities. Using survey data from 72 auto company managers and their suppliers, the proposed model in which IT support for NPD influences the success of interfirm NPD partnerships through the mediating role of interfirm NPD partnership dynamic capabilities in high‐ and low‐technology contexts was generally supported. The results shed light on the nature of technology‐based interfirm NPD partnerships and have implications for their success. Theoretical and managerial implications are discussed.
Electronic commerce (EC) transactions are subject to multiple information security threats. Proposes that consumer trust in EC transactions is influenced by perceived information security and distinguishes it from the objective assessment of security threats. Proposes mechanisms of encryption, protection, authentication, and verification as antecedents of perceived information security. These mechanisms are derived from technological solutions to security threats that are visible to consumers and hence contribute to actual consumer perceptions. Tests propositions in a study of 179 consumers and shows a significant relationship between consumers' perceived information security and trust in EC transactions. Explores the role of limited financial liability as a surrogate for perceived security. However, the findings show that there is a minimal effect of financial liability on consumers' trust in EC. Engenders several new insights regarding the role of perceived security in EC transactions.
The following article is taken as an excerpt from the proceedings of the annual Acquisition Research Program. This annual event showcases the research projects funded through the Acquisition Research Program at the Graduate School of Business and Public Policy at the Naval Postgraduate School. Featuring keynote speakers, plenary panels, multiple panel sessions, a student research poster show and social events, the Annual Acquisition Research Symposium offers a candid environment where high-ranking Department of Defense (DoD) officials, industry officials, accomplished faculty and military students are encouraged to collaborate on finding applicable solutions to the challenges facing acquisition policies and processes within the DoD today. By jointly and publicly questioning the norms of industry and academia, the resulting research benefits from myriad perspectives and collaborations which can identify better solutions and practices in acquisition, contract, financial, logistics and program management. For further information regarding the Acquisition Research Program, electronic copies of additional research, or to learn more about becoming a sponsor, please visit our program website at: www.acquisitionresearch.org. For further information on or to register for the next Acquisition Research Symposium during the third week of May, please visit our conference website at: www.researchsymposium.org.;A fundamental problem for IS academics and managers is how collaborative IT tools can be properly used to create business value. To shed light on this problem, this paper introduces the notion of Collaborative IT Tools Leveraging Competence as the ability of groups to effectively leverage the IT functionalities of collaborative IT tools to facilitate their group activities. Collaborative IT Tools Leveraging Competence is conceptualized as a formative second-order construct formed by the group's effective use of the following six key IT functionalities: workspace sharing, conferencing, file sharing, scheduling, chat, and email. Collaborative IT Tools Leveraging Competence is hypothesized to facilitate group performance (process efficiency, project effectiveness, and situational awareness), particularly in intense work environments. To enhance a group's ability to effectively leverage collaborative IT tools, the study proposes a set of enabling factors: customization of the collaborative IT tools, the group's habit in using collaborative IT tools, the group's perceived usefulness and ease of use of collaborative IT tools, the group member's mutual trust, and the degree of environmental intensity. Data from 365 group managers support the proposed structural model with the antecedents and consequences of Collaborative IT Tools Leveraging Competence at different levels of environmental intensity. The paper discusses the study's contributions of better understanding the nature, antecedents, and consequences of Collaborative IT Tools Leveraging Competence. Implications for evaluating and enhancing the role of collaborative IT tools are discussed. ; Third Annual Acquisition Research Symposium ; Approved for public release; distribution is unlimited.
Despite massive investments in transportation infrastructure, traffic congestion remains a major societal and public policy problem. Intelligent transportation systems (ITS) have been proposed as a potential solution to this challenge, but their effectiveness has remained unclear in both research and practice. To understand whether and how ITS affect traffic congestion, we consolidate a unique longitudinal data set on road traffic and the deployment of a large federally supported ITS program in the United States-511 systems-in 99 urban areas between 1994 and 2014. The difference-in-differences estimates show that the adoption of 511 systems is associated with a significant decrease in traffic congestion, saving over $4.7 billion dollars and 175 million hours in travel time annually in U.S. cities. 511 systems also reduce about 53 million gallons of fossil fuel consumption and over 10 billion pounds of CO2 emissions. We offer two theoretical explanations for this effect: (i) ITS help individual commuters to make better travel decisions, and (ii) ITS help local governments to develop an urban traffic management capability. Empirical evidence supports the underlying theoretical mechanisms and shows that ITS help commuters to schedule travel more efficiently, choose better navigation routes, and optimize their worktrip transportation mode. Second, the effect of ITS is contingent on road supply and public transit services. We also find that the traffic-reducing effect of ITS is larger when commuters use more online services for traffic information and when state governments incorporate more functionalities into their 511 systems. This study contributes to the literature on IT capabilities, public-sector IT value, and the societal impact of IT, while also extending the transportation economics to IT-enabled traffic interventions. Finally, we inform policymakers of ITS as a cost-effective means to mitigating traffic congestion.
