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- Brattström, Anna, et al.
(author)
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From Trust Convergence to Trust Divergence: Trust Development in Conflictual Inter-Organizational Relationships
- 2019
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In: Organization Studies. - : SAGE Publications. - 1741-3044 .- 0170-8406. ; 40:11, s. 1685-1711
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Journal article (peer-reviewed)abstract
- Whereas extant research on trust in interorganizational relationships tends to focus on trust convergence – i.e. members of one focal firm developing similar trust perceptions toward a partner firm – we shift focus to trust divergence – i.e. members of one focal firm developing different trust perceptions toward a partner firm. To explore trust divergence, we conduct an inductive, longitudinal study of one interorganizational relationship characterized by mutual transgressions. We identify shifts in attentional perspectives and referent categorizations as two novel mechanisms for theorizing trust development in interorganizational relationships. In particular, we develop a process model illuminating how these two mechanisms can contribute to trust development patterns in interorganizational relationships that are more discontinuous than existing models would predict. Moreover, we highlight the constructive implications of trust divergence for interorganizational collaboration in the presence of transgression and conflict.
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- Cedering Ångström, Rebecka, et al.
(author)
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Getting AI Implementation Right: Insights from a Global Survey
- 2023
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In: California Management Review. - : University of California Press. - 2162-8564 .- 0008-1256. ; 66:1, s. 5-22
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Journal article (peer-reviewed)abstract
- While the promise of artificial intelligence (AI) is pervasive, many companies struggle with AI implementation challenges. This article presents results from a survey of 2,525 decision-makers with AI experience in China, Germany, India, the United Kingdom, and the United States—as well as interviews with 16 AI implementation experts—in order to understand the challenges companies face when implementing AI. The study covers technological, organizational, and cultural factors and identifies key challenges and solutions for AI implementation. This article develops a diagnostic framework to help executives navigate AI challenges as companies gain momentum, manage organization-wide complexities, and curate a network of partners, algorithms, and data sources to create value through AI.
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- Chatterjee, Samir, et al.
(author)
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Information Systems Research: Making an Impact in a Publish-or-Perish World
- 2018
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In: Communications of the Association for Information Systems. - : Association for Information Systems. - 1529-3181. ; 43:1, s. 466-481
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Journal article (peer-reviewed)abstract
- This paper reports on the panel discussion that took place at the European Conference on Information Systems (ECIS) in Guimarães, Portugal, on 9 June, 2017. The discussion focused on three central questions: 1) “What does research impact mean for you?”, 2) “What is your approach to making an impact with your research?”, and 3) “What advice would you give to PhD students and early-career scholars?”. While the five panelists (Samir Chatterjee, Alan R. Dennis, Shirley Gregor, Magnus Mähring, and Peter Mertens) partly differed in their views on what impactful research is and how to conduct it, they seemed to largely agree that assessing impact requires a multidimensional view, that impactful IS research requires a clear link to real-world problems (“grand challenges”), and that young scholars need to avoid the trap of confusing research gaps with research relevance. With the panel discussion and this report, we hope to initiate a discussion on the essential topic of research impact in the IS discipline and to contribute to the development of a more uniform, yet more diverse, understanding and appreciation of different approaches to making an impact with IS research.
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Control modes versus control styles: Investigating isd project control effects at the individual level
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Editorial proceedings (peer-reviewed)abstract
- Most previous research on ISD project control conceptualizes control activities in terms of control modes and focuses on performance effects at the project level. This seems to oversimplify the way controls 'work' by neglecting the multidimensionality of control activities and their effects at the individual level. In this paper, we adopt an expanded view of ISD project control, employing data from 92 ISD projects to analyze how different control modes (what?) and control styles (how?) relate to controllee task performance and job satisfaction. Importantly, our results suggest that control style is more important than control modes in explaining individual-level control effects. Moreover, as hypothesized, formal and informal controls positively affect task performance, while only informal controls have a positive effect on job satisfaction. Finally, we find significant interaction effects between control style and formal controls, suggesting a complex non-linear relationship between the two, which opens interesting avenues for future research.
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