Is IS Research Contributing? Implications for Process and ERP Research
1 / 23

- PowerPoint PPT Presentation

  • Uploaded on

Is IS Research Contributing? Implications for Process and ERP Research Some Data, Thoughts, Directions & Ideals. Varun Grover William S. Lee (Duke Energy) Distinguished Professor of IS Department of Management College of Business & Behavioral Sciences. FRAMING CONTRIBUTION.

I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
Download Presentation

PowerPoint Slideshow about '' - Gideon

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.

- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
Slide1 l.jpg

Is IS Research Contributing? Implications for Process and ERP ResearchSome Data, Thoughts, Directions & Ideals

Varun Grover

William S. Lee (Duke Energy) Distinguished Professor of ISDepartment of Management

College of Business & Behavioral Sciences

Slide2 l.jpg


We make a contribution if…..

We believe in ourselves

Others listen to what we say

We create unique knowledge

Our knowledge is useful

Do we believe in ourselves l.jpg
Do We Believe in Ourselves? ERP Research

Research and pedagogy in Information Systems is primarily concerned with the understanding and advancement of “knowledge in the development, management and use of information technology to improve organizational performance”

(Mission of the AIS).

Organizational information system, its development (modeling), management and strategic use, and how it is tied data, processes, and decisions

data and information systems, their development (modeling), management and strategy, and how they are related to organizations, processes, decisions and users

Slide4 l.jpg

Co-Citation Analysis of 70 authors and ERP Research

Clusters in their Research

Slide5 l.jpg

The Good ERP Research

  • There is consistency between what we say we are and what we do

  • IT as the catalyst – does change the issues we research – but our innate core remains the same

  • We are a fragmented adhocracy – working within our definitional boundaries with integrators at work

  • The Bad

  • IS is a weak paradigm field

We disagree on importance of phenomena,

methods, theories…even

philosophical assumptions

Adverse Consequences

Slide6 l.jpg

We Make a Contribution if….. ERP Research

We Believe in Ourselves

  • Possible Directions

  • Multi-theoretical Perspectives (think Supra-additive)

  • Positive Affective Tone

  • (negativity breeds negativity)

  • Celebrate Success

  • (Institutional Responsibility)

  • Provide Solutions

  • (Community Responsibility)

  • Act as a Steward

  • (Individual Responsibility)

Slide7 l.jpg

Do Others Listen to What We Say? ERP Research

Does IS Listen?

Citations in

IS Journals

Trend: p<0.05

Slide8 l.jpg

Sociometric Analysis ERP Research

Of Work Points

and Reference Points

Do Others Listen?

quantitative analysis of over 72,600 citations spread across

1406 IS articles in 16 journals over the period 1990-2004

Top IS Journals compare well to top business journals in “Impact Factor” Ratings

Slide9 l.jpg

  • The Good ERP Research

  • IS is beginning to contribute back to Disciplines (OS, MS, CS)

  • Impact Factor Compares Well

  • IS research is expanding – building its cumulative tradition

  • The Bad

  • IS has a long way to go for more established disciplines like MKG and ECN

  • IS still lacks the clout of established disciplines in institutional structures

Slide10 l.jpg

We Make a Contribution if….. ERP Research

Others Listen to What We Say

Possible Directions

  • Cross Disciplinary Journal Alliances

  • (What makes an article at the IS Workpoint be Cited at other Workpoints)

  • Value Created in IS =

  • f (extent of relevance X

  • extent of theory reconstitution X

  • cumulative tradition within a nomological network)

Slide11 l.jpg

Do We Create Unique Knowledge? ERP Research

IS Density:

Ratio of IS Constructs to

Total No of Constructs

Nomological Density:

Ratio of IS-IS relationships to

Total No of Relationships

Slide12 l.jpg

  • The Good ERP Research

  • IS is gaining some uniqueness in its constructs

  • The Bad

  • No real indigenous theory in IS

  • Theory on a pedestal (difficult to define)

Slide13 l.jpg

We Make a Contribution if….. ERP Research

We Create Unique Knowledge

  • Nurture More Innovative Theory Building

    • Open Sea Theorizing (rather than only closed loop from reference disciplines or theoretical games)

  • Value Without Theory

    • Theory as a Means Not an End

    • (Results Can Precede Theory; We need theorists and empiricists)

Slide14 l.jpg

Is Our Knowledge is Useful? ERP Research


Comparison of topics in academic research to comparison of

topics found in practitioner literature

Results: Very few significant correlations between practitioner ranking of topics in a year with academic ranking of research incidence

– even after accounting for lag effects.

Slide15 l.jpg

We Make a Contribution if….. ERP Research

Our Knowledge is (Perceived) as Useful

The Problem





Rigor Gap












Bridge BOTH

Relevance and

Rigor Gaps




The Best Policy?






(Academic Investment)

Slide16 l.jpg

OVERALL SUMMARY: We make a contribution if….. ERP Research

We believe in ourselves

Good consistency, innate core & integrators at work

BUT weak paradigm

NEED supra-additive theories and positive affective tone

Others listen to what we say

We are establishing a cumulative tradition, contributing back to some disciplines, and having an impact factor

BUT we only take from other disciplines and we lack institutional clout

NEED cross disciplinary journal alliances and a clear research value proposition

We create unique knowledge

We are increasing uniqueness of our constructs

BUT we don’t have our own theories and we practice closed theoreticalloops

NEED moreinnovative theory & strong results

Our knowledge is useful

We do not seem to contribute toward practice

despite the emphasis on researching practical issues

NEED to bridge both the relevance AND rigor gap

Slide17 l.jpg

Creating Contributions (unique and useful knowledge) ERP Research

in Process/ERP Research

ERP/Process Research is Fundamental to IS

IS Implementation

IS Project Management

IT Value

IT Adoption, Use & Impact

Technical Issues

(enterprise modeling, software configuration, system integration)

….and more

It deals with…..

…..and is evolving with

new exciting questions

…it is a growing area of inquiry – with tremendous opportunities

for research at all levels (individual, organizational, inter-organizational,

national, global, etc.) using a diversity of methods and theories.

  • A Travelogue

  • Some Directions

Slide18 l.jpg

My Travelogue of IT-Process Research ERP Research

Learning Point: BPR requires an organization wide integrated

approach where strategy, IT, and an innovative environment

need to be aligned. Acceptance and continuous assessment of

process change is nurtured through an innovative environment.

  • Strategy

  • IT

  • innovative environment

  • management of process change

  • (inductive)

Learning Point: Cross-functional and cross-organizational

projects benefit from an alignment of business strategy with IT.

Low cost oriented businesses streamline cross functional

processes and, alignment of IT strategy with the cost orientation helps.

What kind of strategy?


Learning Point: IT can reduce physical coupling and

increase information coupling in processes. These

parallel-collaborative processes have implications for

structure, management and people in progressive

process oriented enterprises.

What kind of IT?

Learning Point: Business reengineering will only be successful

if accompanied with the management of change, people and the

project. IT competency is not instrumental for success; however,

success requires concurrent changes in a breadth of environmental

and managerial facilitators.

What kind of change, process &

technology management?

(conceptual, empirical – survey, case)

Learning Point: Use of consultant based methodologies to

document existing processes does not yield commensurate

results. Technology management must be part of a broader

change program in order to have an effect.

Learning Point: Organic structures that facilitate innovation and

recognition of the broader strategic role of IS are important for both

readiness for reengineering and its successful implementation.

What kind of innovative


(conceptual, empirical)

Slide19 l.jpg

Increasing Contribution of IT-Process Research ERP Research

  • Some Directions:

  • IT-Process Management Research

  • Gap between process management and IT

  • (What makes a process oriented enterprise?)

  • Linking process and IT governance

  • Process metrics and information architecture

  • IT-Process Fit (structuration)

Slide20 l.jpg

Some Directions: IT-Process Value Research ERP Research

  • Processes that build and transfer digital capabilities

  • (Business driven performance-capabilities –

  • agility, exploration, exploitation, absorptive capacity)

Slide21 l.jpg

Some Directions: ERP Research

IT-Process Implementation Research

  • Management factors (commitment, top mgmt support, change mgmt, education, champion, team selection)

  • Process Factors (documentation, BPR, alignment)

  • Technology Factors (hardware, software, data structures, integration)

  • People Factors (training, skills)

  • Project Factors (project management, project phasing, project governance)

  • Knowledge Factors (knowledge management, consultants, knowledge transfer)

  • Richer treatment of performance

  • Stakeholder analysis

  • e.g., adaptation to ERP at the user level

  • (sociological), vendor dependencies

  • Emergent process models (e.g., upgrades)

Slide22 l.jpg

Broad Closing Comments on IS Research ERP Research

For the IS discipline to make a contribution

we need to believe in who we are and what we do;

leverage our diversity – by searching for ways to appreciate the

richness of our phenomena from diverse perspectives;

be open to fresh, unfettered theorizing without empirics

and strong empirics without theory;

appreciate that our usefulness also lies in communicating the value of our rigor;

and recognize that our

challenges are no greater than other field – if we can handle

them constructively and with optimism

Slide23 l.jpg

Thank You! ERP Research