Information Technology Vision Research Articles

Protective Measures and Security Policy Non-Compliance Intention

Internal vulnerabilities and insider threats top the list of information security (InfoSec) incidents; prompting organizations to establish InfoSec policy (ISP). Yet, mitigating user's ISP non-compliance is still an arduous task. Hence, this study aims to minimize user's ISP non-compliance intention by investigating their perception and attitude toward ISP non-compliance. Specifically, protective measures drawing upon the protection motivation theory - perceived severity of ISP non-compliance, rewards and familiarity with ISP - analyze users' attitude toward ISP non-compliance. Further, the new construct, information technology (IT) vision conflict, is the mismatch between the values that users hold and those embedded in the ISP. The misalignment of the two conflicting values moderates the relationship between the protective measures and attitude toward ISP non-compliance. Findings show that IT vision conflict weakens the negative relationship between perceived severity of ISP non-compliance and attitude toward ISP non-compliance; indirectly affecting ISP non-compliance intention.

Decision aids and health information technology: One size does not fit all.

74 Background: Nearly 3 million cancer survivors in the US reside in rural areas. Existing survivorship care models were developed mainly at large academic centers, and thus require adaption to meet the challenging needs of the rural community. Rural cancer survivors (RCS) face issues with coordination of care, decision-making, access to specialty services, supportive care resources, and time and resources required for travel. RCS are at greater risk for social isolation and inadequate emotional support. To address these challenges, many studies propose information technology (IT), mobile, and video solutions. We assessed the potential of online and mobile video technology applications to reduce barriers to survivorship care for RCS, families, and caregivers. Methods: We conducted 2 in-person focus groups with rural care managers, providers, and public health professionals, and one virtual cross-disciplinary focus group of patients, caregivers, and provider stakeholders to evaluate acceptability of video modules. Using a Community-Based Participatory Research approach, we worked with community partners to design and develop materials that adequately addressed their needs. Results: Focus group results indicate that video modules added little value for RCS due to sporadic internet access, limited patient IT literacy, vision and memory problems, and patient difficulty interpreting information. Therefore, we designed and piloted a paper RCS Checklist to be taken to appointments, available in waiting areas or through care managers, and to serve as a guide for shared patient-provider decision-making. The resulting checklist includes evidence-based information about survivorship care goals and approaches, care coordination strategies, information about local cancer supportive services, health insurance reimbursement, state disability policies, psychosocial support, and stress-reduction tips. Conclusions: In some special patient populations like RCS, use of health IT for patient empowerment and care coordination may be a poor choice. Engaging relevant stakeholders in the development of location-specific communication and decision aid materials is paramount to successful engagement of patients and caregivers.

Effective implementation of health information technologies in U.S. hospitals.

Two issues pertaining to the effective implementation of health information technologies (HITs) in U.S. hospitals are examined. First, which information technology (IT) system is better--a homegrown or an outsourced one? In the second issue, the critical role of in-house IT expertise/capabilities in the effective implementation of HITs is investigated. The data on type of HIT system and IT expertise/capabilities were collected from a national sample of senior executives of U.S. hospitals. The data on quality of patient care were gathered from the Hospital Compare Web site. The quality of patient care was significantly higher in hospitals deploying a homegrown HIT system than hospitals deploying an outsourced HIT system. Furthermore, the professional competence and compelling vision of the chief information officer was found to be a major driver of another key IT capability of hospitals-professionalism of IT staff. The positive relationship of professionalism of IT staff with quality of patient care was mediated by proactive employee behavior. A homegrown HIT system achieves better quality of patient care than an outsourced one. The chief information officer's IT vision and the professional expertise and professionalism of IT staff are important IT capabilities in U.S. hospitals.

The Relationship Between Organisational Strategic IT Vision and CIO Roles: One Size Does Not Fit All

The organisational strategic IT vision has been considered as a key contingency that affects the role of Information Technology (IT) leadership in organisations. Using the theoretical lens of the contingency approach to leadership, this study investigates the influence of strategic IT vision of an organisation on the Chief Information Officer (CIO) role and structural power. A large-scale survey was conducted with CIOs of Australian organizations. The results of the data analysis show that the Educator role of the CIO seems to be more important in organisations that articulated a ‘transform’ vision of IT compared to organisations that focus on IT for automation. The results also show that CIOs in organisations that strategically view IT as a transformation or informate-down orientation gave the role of Information Steward more attention than CIOs working in organisations where IT is viewed as a means to automate processes. The findings also show that there is significant positive association between the organisation’s strategic IT vision and the CIO’s structural power in terms of reporting structure and CIO job title. This study has implications for practitioners as the findings indicate the necessity for CIOs to align their roles with their firm’s IT vision and suggest that Chief Executive Officers (CEOs) should empower their firm’s CIOs in terms of their reporting structure and job title as the role of IT in the organisation progresses from the lower strategic vision of IT (automate) to the highest vision (transform).

Construction in year 2030: developing an information technology vision

Emerging technologies offer new solutions to the construction industry, improving processes, enabling automation and effective decision-making mechanisms and changing current ways of work. Previous research has tended to consider a direct causal relationship between the emerging and prospective technologies and the future of construction. However, the future of construction will be influenced not only by the developments in the information technology (IT) industry, but also by other technological changes. Societal, economic, environmental and political factors will shape the future, together with emerging technologies. This paper presents a scenario-planning exercise that aimed to identify possible futures that the construction industry might face. In order to achieve the aims of the research, a literature review was carried out on scenario planning and future studies related to construction and construction IT, which was followed by a mini survey and two prospective workshops as part of the La Prospective scenario-planning approach. In a future study, it is important to understand the forces, issues and trends in order to inform and enable further thinking and action towards achieving a preferred future state whilst being prepared for what might be round the corner. Therefore, the paper first investigates the driving forces of change, main trends, issues and factors that might shape the future, focusing on factors related to society, technology, environment, economy and politics. Secondly, four future scenarios that were developed keeping these factors in mind are presented. The scenarios start from a global view and present the images of the future world in year 2030. They later focus on the construction industry, imagining how it will be shaped by the future world and trying to visualize the information and communication technology implications for construction. Finally, a preferred future scenario for 2030 is introduced based on the principle that the future can be influenced if we know what we want it to be. Focusing mainly on the IT vision, the paper concludes with recommendations in the areas related to innovation, communication and collaboration, education and training, process improvement, interoperability, user-centred IT and sustainability, in order to reach the desired state determined by the vision.

Investing In Health Information Infrastructure: Can It Help Achieve Health Reform?

Health care reform has reemerged as a policy imperative. Congressional discussions regarding sizable federal investments in health information technology (IT) infrastructure have revitalized the vision of health IT as a critical component of accelerating improvements in the quality and value of health care for all Americans. Policymakers will be challenged to link investments in the health information infrastructure to the objectives of health care reform. The purpose of this paper is to articulate some near- and long-term steps that increase the likelihood of achieving high-value health care with the aid of health IT.

EGads! A Health Futurist Lost In Cyberspace

eGads! A Health Futurist Lost In Cyberspace

E-Enterprise and management course development using strategy formulation framework for vocational education

The proposed strategy formulation (SF) framework, integrates three widely used business management strategic tools and makes use of the Education Criteria 1999 adopted from the Malcolm Baldrige National Quality Award (MBNQA) for strategy development in vocational education. The methodology of the proposed framework used is to conjoin the SWOT matrix with the balanced scorecard (BSC) identifying the four critical successful perspectives. The next step is to analyse the MBNQA Education Criteria 1999 for education performance excellence using quality function deployment (QFD) methodology. This paper presents an illustration in the strategic planning of new curriculum by making use of the proposed framework. The emergence of an information and knowledge-based economy in recent years, coupled with the advancement in Internet technology, has placed a significant emphasis on training of the youngsters in these fields. It is the intention that they can play a vital role in the HKSAR Government’s information technology vision and innovation such as the Digital 21 and the Cyberport. They need to create agile, therefore, change-adaptive business processes is the key to success in business world. The ability to reduce cycle-time, to provide high value-added services and to integrate business across many functions and geographical locations through e-Commerce, information technology and knowledge management will, no doubt, provide the competitive edge for any business enterprise in the 21st century.

IT Strategy for Construction Companies: A Pragmatist’s Vision

It is contended that leading constructors will alter the economic model in order to take advantage of information technology (IT) opportunities in the coming years. Strategic business leaders, it is noted, aren’t interested in playing with computer tools that nibble at the margins of individual productivity; they seek the substantial savings in costs and improvements in service that have been achieved in other industries. The construction industry, however, is currently organized on an “every man for himself” basis, each firm holding its information within its walls. Therefore, the compelling IT strategies in construction and engineering will incorporate economic incentives that overcome this barrier and make it worthwhile for individual actors to aid the whole supply chain. Attention is given to the way in which such incentives might be structured. The marriage of technology tools and business incentives is seen as forming the core of a strategic vision for IT in construction during the next decade.

Factors That Influence the Social Dimension of Alignment between Business and Information Technology Objectives

The establishment of strong alignment between information technology (IT) and organizational objectives has consistently been reported as one of the key concerns of information systems managers. This paper presents findings from a study which investigated the influence of several factors on the social dimension of alignment within 10 business units in the Canadian life insurance industry. The social dimension of alignment refers 'Lynda M. Applegate was the accepting senior editor for this paper. to the state in which business and IT executives understand and are committed to the business and IT mission, objectives, and plans. The research model included four factors that would potentially influence alignment: (1) shared domain knowledge between business and IT executives, (2) IT implementation success, (3) communication between business and IT executives, and (4) connections between business and IT planning processes. The outcome, alignment, was operationalized in two ways: the degree of mutual understanding of current objectives (shortterm alignment) and the congruence of IT vision (long-term alignment) between business and IT executives. A total of 57 semi-structured interviews were held with 45 informants. Written business and IT strategic plans, minutes from IT steering committee meetings, and other strategy documents were collected and analyzed from each of the 10 business units. All four factors in the model (shared domain knowledge, IT implementation success, communication between business and IT executives, and connections between business and IT planning) were found to influence short-term alignment. Only shared domain knowledge was found to influence long-term alignment A new factor, strategic business plans, was found to influence both short and long-term alignment. MIS Quarterly Vol. 24 No. 1, pp. 81-113/March 2000 81 I~~~~~fl This content downloaded from 207.46.13.115 on Sat, 08 Oct 2016 04:53:48 UTC All use subject to http://about.jstor.org/terms Reich & Benbasat/Alignment Between Business and IT Objectives The findings suggest that both practitioners and researchers should direct significant effort toward understanding shared domain knowledge, the factor which had the strongest influence on the alignment between IT and business executives. There is also a call for further research into the creation of an IT vision.

Code of ethics? which one?

We all have ideas about our local, national, and global professional code of ethics. But, we do not really know for sure how they interact. With the growth of global business practices, information technology (IT) professionals are wandering in a circle when it comes to ethical dilemmas. Which ethical standards should they follow? Should they adhere to their local IT professional standards; should they swear allegiance to their national IT vision, their country and its cultural and historical influences on professional IT practices? Or, should they give in to the global set of ethical behaviors dictated by their global employer when power, profit and politics impose new codes of ethics across the whole world. Furthermore, with the new structures of the global organizations, the global market has a pool of professionals and each one of them has his/her own interpretation of their own respective code of ethics. All these issues will certainly leave our young professional graduates in a state of divided loyalty. Whichever way our IT graduates choose, they are bound to have conflicts.The pursuit of good ethical practices is indeed a desirable aim. But, anyone waiting for a standard global solution is in a deep trouble, because there is none. This paper will propose a framework aimed at providing a contribution towards the socialization of students' self-regulated multicultural societies through international student exchange programs. The aim of the framework is to create a suitable environment where students can and will develop, assess, review and educate their own professional code of ethics for the current and future members of their students' mini-societies. This will eventually prepare them to be active participants in the bigger debate dealing with the issue of global professional code of ethics.

2 An IT Enterprise Architecture Process Model

AbstractThis paper describes the authors' experiences using a process to develop Information Technology (IT) Enterprise Architectures. An IT Enterprise Architecture is a blueprint that explains how all the IT and Information Management elements work together as a whole. The IT Enterprise Architecture is characterized by four views: Work and Location, Information Sets, Applications, and Technology Infrastructure. The IT Enterprise Architecture Process is based on a seven step model. The seven steps are: (1) Define the IT Vision, Objectives and Principles, (2) Characterize the IT Baseline, (3) Create the IT Target Architecture, (4) Identify the Immediate and Future Opportunities and Perform a Gap Analysis, (5) Develop Migration Options, (6) Implement the IT Architecture, and (7) Continuously Review and Update IT Enterprise Architecture.

Information Resource Center Management (IRCM)

Cet article presente le nouveau role des centres de ressources d'information des entreprises : il participent activement dans la creation de systemes de gestion des connaissances dans les entreprises, ils entrent donc, comme l'entreprise, dans la concurrence. Apres une presentation de la situation actuelle des centres de ressources d'information, la place que ces centres prennent sur le marche du developpement electronique est dessinee. Et enfin, l'evolution de la gestion des connaissances est examinee

Supporting the Information Technology Champion

The literature on strategic uses of information technology suggests that are often a key to successful implementation. This article describes a field study of 15 information technology (IT) champions and their needs for support from their information systems units. Innovation research is used to hypothesize that IT champions, like other champions, need information, technical resources, and political support from their information systems department units. Interview findings suggest that IT champions strongly value (1) assistance in developing information to help sell their IT vision, (2) a flexible implementation process, and (3) legitimation their ideas for using information technology. Moreover, IT champions do not want bureaucratic process or arm’s length dealings with information systems departments. The way a firm should conduct its dealings with an IT champion depends in large part on a number of organizational factors, including the IS department’s mission.