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In this paper we consider what it means to be an informed IS researcher by focusing attention on theory adaptation in IS research. The basic question we seek to address is: "When one borrows theory from another discipline, what are the issues that one must consider?" After examining the role of theory in IS research, we focus on escalation theory applied to IS projects as an example. In doing so, we seek to generate increased awareness of the issues that one might consider when adapting theories from other domains to research in our field. This increased awareness may then translate to a more informed use of theories in IS. Following a self-reflexive tale of how and why escalation theory was adopted to IS research, we offer four recommendations for theory adaptation: (1) consider the fit between selected theory and phenomenon of interest, (2) consider the theory's historical context, (3) consider how the theory impacts the choice of research method, and (4) consider the contribution of theorizing to cumulative theory.

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This study is part of a program aimed at creating measures enabling a fairer and more complete assessment of a scholar's contribution to a field, thus bringing greater rationality and transparency to the promotion and tenure process. It finds current approaches toward the evaluation of research productivity to be simplistic, atheoretic, and biased toward reinforcing existing reputation and power structures. This study examines the use of the Hirsch family of indices, a robust and theoretically informed metric, as an addition to prior approaches to assessing the scholarly influence of IS researchers. It finds that while the top tier journals are important indications of a scholar's impact, they are neither the only nor, indeed, the most important sources of scholarly influence. Other ranking studies, by narrowly bounding the venues included in those studies, distort the discourse and effectively privilege certain venues by declaring them to be more highly influential than warranted. The study identifies three different categories of scholars: those who publish primarily in North American journals, those who publish primarily in European journals, and a transnational set of authors who publish in both geographies. Excluding the transnational scholars, for the scholars who published in these journal sets during the period of this analysis, we find that North American scholars tend to be more influential than European scholars, on average. We attribute this difference to a difference in the publication culture of the different geographies. This study also suggests that the influence of authors who publish in the European journal set is concentrated at a moderate level of influence, while the influence of those who publish in the North American journal set is dispersed between those with high influence and those with relatively low influence. Therefore, to be a part of the top European scholar list requires a higher level of influence than to be a part of the top North American scholar list.

Experts and business pundits forecasted drastic changes in Vietnam’s fledgling e-commerce when the Southeast Asian country became an official member of the World Trade Organization (WTO) in 2007. Over the past few years, as part of the Reform – called Doi moi – some Vietnamese enterprises have adopted e-commerce and already benefitted from it. In this research, the authors adapt the Technology-Organization-Environment (TOE) framework and test a model of e-commerce adoption including numerous internal and external factors identified in empirical studies. The final sample of 926 small and medium-sized enterprises in Vietnam includes both adopter and non-adopter firms. The policy implications of this study on promoting e-commerce adoption by SMEs in transition economies, such as Vietnam, are discussed.

The degree of organizational change is reaching a frenzied pace. Organizational change is currently driven by the rapid development of commercial technology, global markets and reengineered, quality-oriented organizations. This constant need to change gives rise to a recognition that human organizations in the current era are no longer stable, but are continuously adapting to their shifting environment. These organizations can be said to be in a state of constantly seeking stability, while never achieving it. Such organizations are said to be “emergent,” and include many of today’s commercial and government organizations.