[AISWorld] Contents of JAIS, Volume 13, Issue 7 (July)

[Gregor, Shirley]

Contents of Volume 13, Issue 7 (July) Journal of the Association for Information Systems (JAIS) Official Publication of the Association for Information Systems

Published: Monthly Electronically
ISSN: 1536-9323
Published by the Association for Information Systems, Atlanta, USA http://aisel.aisnet.org/jais/

Editor-in-Chief: Professor Shirley Gregor, The Australian National University, Australia

PAPER ONE
Complementarities and Substitutabilities Among Knowledge Sourcing Strategies and Their Impact on Firm Performance by Byounggu Choi and Jae-Nam Lee

Abstract
Knowledge sourcing strategy (KSS) is regarded as a key determinant of successful Knowledge Management (KM). However, prior research on how KSSs can improve firm performance has produced inconsistent results. This may be due to inadequate consideration of complementary and substitutable relationships in KSSs. Whereas previous studies have assessed the impact of individual KSS on firm performance, in practice firms adopt several different KSSs simultaneously. Drawing on the Knowledge-based View (KBV) and the complementarity theory, this study investigates the impact of multiple KSSs, in terms of sourcing type and origin, to develop three sets of hypotheses on complementarity and substitutability. Survey data collected from 372 firms in Korea are analyzed to test the hypotheses using the supermodularity and submodularity functions. The results confirm complementary relationships between system- and external-oriented, between person- and internal-oriented, and among system-, person-, and internal-oriented strategies, as well as substitutable relationships between person- and external-oriented strategies. Interestingly, different knowledge sourcing patterns between knowledge intensive and non-knowledge intensive environments are revealed. This study expands KM research by developing a new conceptual framework of KSSs and employing advanced analytical approaches to explore the relationships between KSSs and firm performance. It also offers valuable practical suggestions for managers in selecting successful combinations of KSSs using a judicious combination of system- and external-oriented, of person- and internal-oriented, or of system-, person-, and internal-oriented strategies.

To obtain a copy of the entire article, click on the link below:
http://aisel.aisnet.org/jais/vol13/iss7/3/


PAPER TWO
Lateral Collinearity and Misleading Results in Variance-Based SEM: An Illustration and Recommendations By Ned Kock and Gary S. Lynn

Abstract
Variance-based structural equation modeling is extensively used in information systems research, and many related findings may have been distorted by hidden collinearity. This is a problem that may extend to multivariate analyses, in general, in the field of information systems as well as in many other fields. In multivariate analyses, collinearity is usually assessed as a predictor-predictor relationship phenomenon, where two or more predictors are checked for redundancy. This type of assessment addresses vertical, or "classic", collinearity. However, another type of collinearity may also exist, here called "lateral" collinearity. It refers to predictor-criterion collinearity. Lateral collinearity problems are exemplified based on an illustrative variance-based structural equation modeling analysis. The analysis employs WarpPLS 2.0, with the results double-checked with other statistical analysis software tools. It is shown that standard validity and reliability tests do not properly capture lateral collinearity. A new approach for the assessment of both vertical and lateral collinearity in variance-based structural equation modeling is proposed and demonstrated in the context of the illustrative analysis.

To obtain a copy of the entire article, click on the link below:
http://aisel.aisnet.org/jais/vol13/iss7/2/


PAPER THREE
Antecedents and Consequences of Board IT Governance: Institutional and Strategic Choice Perspectives By Jennifer Jewer and Kenneth N. McKay

Abstract
In spite of the potential benefits of board IT governance and the costs of ineffective oversight, there has been little field-based research in this area and an inadequate application of theory. Drawing upon strategic choice and institutional theories, we propose a theoretical model that seeks to explain the antecedents of board IT governance and its consequences. Survey responses from 188 corporate directors across Canada indicate that both board attributes and organizational factors influence board involvement in IT governance. The results suggest that proportion of insiders, board size, IT competency, organizational age, and role of IT influence the board's level of involvement in IT governance. The responses also indicate that board IT governance has a positive impact on the contribution of IT to organizational performance. Overall, the results support the integration of strategic choice and institutional theories to explain the antecedents to board IT governance and its consequences, as together they provide a more holistic framework with which to view board IT governance.

To obtain a copy of the entire article, click on the link below:
http://aisel.aisnet.org/jais/vol13/iss7/1/



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