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E-health, enabled by ubiquitous computing and communication technologies, is facilitating a fundamental shift in the age old praxis of healthcare. It is revolutionizing healthcare in the 21st century in much the same way as the arrival of modern medicine and vaccines did in the 19th century. E-health lies at the intersection of diverse disciplines including healthcare, computer science, information systems, economics, and political science. The broad impact of E-health on diverse domains, complexity of supporting technologies, and the dizzying interplay of theories bridging multiple disciplines creates a rich problem space for information system researchers and calls on to conduct cross-disciplinary research. In the current paper we present salient characteristics of e-health and discuss its value proposition. The value proposition of e-health presents the entire range of processes supporting the healthcare sector. We also present research opportunities as e-health takes center stage in the delivery of healthcare.

Recent innovations in organizational forms, such as delayered management, empowered workers, telework, and ad hoc work groups, have created a need to ensure that communication between dispersed knowledge workers can be supported. The movement toward a less cohesive workplace suggests a need to deploy computer-based media, but it is not clear which media should be deployed and under what circumstances. Addressing such significant issues must begin with insights into why knowledge workers choose particular media for particular tasks in the first place. Prior research theorizing about media choice has focused on: (1) task, (2) medium, (3) the fit between task and medium, and (4) social environment. It has not sufficiently considered the role of the availability of the intended recipient or the interaction between recipient availability and task social presence variables which could have a significant impact on media choice. To examine the effects of these two factors, the authors conducted an initial exploratory study and a subsequent controlled factor study. In the initial study, an analysis of 1,669 hypothetical scenarios from 100 knowledge workers at a worldwide transportation company indicated that social presence (SP) theory proves to be a good predictor of media choice, as does the recipient availability construct. The analysis also suggested that the interaction between recipient availability and task social presence might be a good predictor. With a partial replication, randomized treatment design, including 1,883 scenarios from 257 workers, the controlled factor study at a large financial institution generally confirmed the study hypotheses. The authors examine rival explanations simultaneously along the dimensions of task, medium, fit between task and medium, and social environment. They propose and test a new model of media choice and suggest directions for future testing of a new "task closure" model of media choice. They conclude by offering guidelines for managers deploying electronic communications in the workplace.

ABSTRACTCooperative logistics relationships require the sharing of information, which must be enabled by the integration of disparate information systems across partners. In this article, we theorize business‐to‐business logistics relationships should be managed using cooperative and competitive postures. Based on data from 91 dyadic relationships using interorganizational information technology (IT), we find that performance gains accrue when parties share strategic information and customize IT; mutual trust enables IT customization and strategic‐information flows and equitable relationship‐specific investments positively impact IT customization, mutual trust, and performance. Among other scholarly and practical implications discussed, partners should compete on resources for IT customization and cooperate to share strategic information. Managers tend to think of relationships with firms as polar opposites and view them as entirely cooperative or entirely competitive. Our results support active balancing and understanding of both competitive and cooperative stances. Such an approach enables conditions for participation symmetry that yields greater performance gains.

This volume in the Advances in Management Information Systems series covers the managerial landscape of information security.

Purpose
The current research aims to answer the following question: To what extent and under what conditions does hiring consultants to implement a customer relationship management (CRM) system produce performance gains for companies? To answer this question, this research delves into the critical interdependent roles of CRM consultant resources (CR) and user involvement (UI) in overcoming CRM's technological and organizational implementation challenges.


Design/methodology/approach
A quantitative field study methodology was used to empirically test the research hypotheses. Cross-sectional data (N = 126) were collected from large client companies using CRM technology. Partial least squares-structural equation modeling was used to estimate the significance levels of the structural model.


Findings
The findings indicate that the extent to which CRM consultants improve CRM system quality (SQ) and, ultimately, firm performance, largely depends on UI, which acts as the key facilitating mechanism to cope with application complexity (APP) and requirements uncertainty (REQ).


Originality/value
This research probes into the largely unexplored interactions between CRM CR, UI, APP and REQ. Using these parameters, this model successfully predicts CRM SQ and firm performance.