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At the heart of successful automated manufacturing systems lies the
idea of effective integration of various functions. In any sizeable
application of a Computer Integrated Manufacturing (CIM) system, an
enormous amount of complex data needs to be logically integrated and
managed. Presents and discusses the complex nature of CIM data and the
difficulties associated with managing them. Given these difficulties,
effective data management of such advanced manufacturing systems poses a
challenging task for system designers and managers. Given the growing
rate of diffusion of relational databases, it is important to explore
the capabilities of this technology in serving the data management needs
of manufacturing systems. Proposes a relational database schema, as
opposed to a hierarchical or a network model. Uses appropriate examples
from a Cellular Manufacturing setting to illustrate the proposed schema.
Discusses issues related to distributing and logically integrating
databases, and outlines managerial implications associated with rapidly
changing information management technologies.

The concept of flexibility in computer integrated manufacturing is
introduced. A production control hierarchy is developed as an
evolutionary method towards computer integrated flexible manufacturing
(CIFM). A strategically comprehensive implementation model is presented.
The components of CIFM are identified, defined and their relationships
examined. Potential benefits from incorporating flexibility and
integration are indicated.

ABSTRACTThis study focuses on the organizational adoption of Executive Information Systems (EIS). A distinction is made between two related, complementary EIS capabilities—EIS for collaboration support (EISc) and EIS for decision support (EISd). EISc is relatively standardized and replicable, while EISd has to be developed in situ given the specific characteristics of the user and task. The adoption process is conceptualized as an initial transition from a state of nonadoption to adoption (adoption status) and subsequent internal propagation of the technology (adoption level). Data collected from a national survey are used to test hypotheses between identified contextual variables and the adoption status and adoption level of EISc and EISd. Adopters and nonadopters of both EISc and EISd do not differ in their organization size, suggesting that the traditional paradigm of "EIS as a technology for large firms" is no longer true. Environmental uncertainty is found to promote the transition from a state of nonadoption to adoption of both EISc and EISd while continuing to catalyze the internal propagation of EISd. While no differences are observed in IS department size between adopters and nonadopters of EISc, our results suggest that larger IS departments provide the resource base to explore the less standardized of the two capabilities, EISd. IS support is also found to be critical for the subsequent internal propagation of EISd. Furthermore, the adoption level of both EISc and EISd are found to be promoted by top management support. Implications of these results are discussed for the organizational adoption of EIS.

ABSTRACTEscalation of commitment to a failing course of action is an enduring problem that remains central to the study of managerial behavior. Prior research suggests that escalation behavior results when decision makers choose to ignore negative feedback concerning the viability of a previously chosen course of action. Previous work has also suggested that certain cognitive biases might promote escalation behavior, but there has been little attempt to explore how biases other than framing affect escalation. In this article, we explore the extent to which decision makers actually perceive negative feedback as indicative of a problem and how this influences their decision to escalate. Although problem recognition and cognitive biases have been intensively studied individually, little is known about their effect on escalation behavior. In this research, we construct and test an escalation decision model that incorporates both problem recognition and two cognitive biases: selective perception and illusion of control. Our results revealed a significant inverse relationship between problem recognition and escalation. Furthermore, selective perception and illusion of control were found to significantly affect both problem recognition and escalation. The implications of these findings for research and practice are discussed. To improve problem recognition and reduce the incidence of escalation, practicing managers should implement modern project management practices that can help to identify and highlight potential problems while guarding against these two key cognitive biases that promote the behavior.

ABSTRACTTo reduce the high failure rate of software projects, managers need better tools to assess and manage software project risk. In order to create such tools, however, information systems researchers must first develop a better understanding of the dimensions of software project risk and how they can affect project performance. Progress in this area has been hindered by: (1) a lack of validated instruments for measuring software project risk that tap into the dimensions of risk that are seen as important by software project managers, and (2) a lack of theory to explain the linkages between various dimensions of software project risk and project performance. In this study, six dimensions of software project risk were identified and reliable and valid measures were developed for each. Guided by sociotechnical systems theory, an exploratory model was developed and tested. The results show that social subsystem risk influences technical subsystem risk, which, in turn, influences the level of project management risk, and ultimately, project performance. The implications of these findings for research and practice are discussed.

In this paper we examine how Internet technologies are useful in managing thin (amount of knowledge is low) and thinly distributed (density of expertise is low) medical knowledge. Our specific focus is to highlight the usefulness of the Internet in managing such knowledge, and that the nature of the "basket of Internet technologies" used to manage knowledge varies based on whether knowledge is thick or thin, and thickly or thinly distributed. We also draw attention to the need to examine the semiotic process management while designing Internet‐enabled solutions for managing thin and thinly distributed knowledge. Our study used medical genetics as the research context and collected data from physicians in the US Midwest through semi‐structured interviews.

ABSTRACTIntense competition in the marketplace is forcing organizations to examine different ways by which they could enhance or retain their competitive edge. Strategic alliance is one such option through which an organization can leverage its resources to emerge as an effective competitor. Such alliances are burgeoning in the information technology industry, which is characterized by rapid change and short innovation cycles. Successful management of alliances has proved to be very elusive for the most part, and there is a lack of theoretical and empirical work in this area. Literature on critical factors was synthesized, and then a parsimonious set of critical factors was identified using a combination of interview and survey methodologies. Our study has implications for both practice and future research.

ABSTRACTThis study investigates how long‐term partners can establish successful supply chain collaboration to accrue relationship benefits. Informed by the relational view, we identify governance and resource sharing as key mechanisms to create relationship benefits in supply chain relationships. We draw on the ambidexterity perspective to suggest that long‐term relationships require governance ambidexterity and resource‐sharing ambidexterity to handle new problems emerging in the future while successfully managing current problems, or to have a duality of short‐ and long‐term orientation. We also draw on the alignment perspective to suggest that governance ambidexterity mechanisms and resource‐sharing ambidexterity mechanisms need to be aligned. We develop a research model that explains the influence of (1) alignment/misalignment of two governance ambidexterity mechanisms (incentives and goals) on one resource‐sharing ambidexterity mechanism (knowledge sharing) and (2) alignment/misalignment of each of these governance ambidexterity mechanisms (incentives and goals) with resource sharing (knowledge sharing) ambidexterity on relationship benefits. The data for our empirical study were collected from 238 customers of a leading logistics vendor firm. A polynomial regression and response surface approach was employed to test our model. The results were supportive of our model and suggest that establishing and aligning governance ambidexterity mechanisms and resource‐sharing ambidexterity mechanisms enable firms to generate relationship benefits from supply chain relationships.