Abstract-Prior research argues that alignment between business and information systems (IS) strategies enhances organizational performance. However, factors affecting alignment have received relatively little empirical attention. Moreover, IS strategic alignment is assumed to facilitate the performance of all organizations, regardless of type or business strategy. By using two studies of business firms and academic institutions, this paper: 1) develops and tests a model relating alignment, its antecedents, and its consequences and 2) examines differences in these relationships across organizational types and strategies. Findings indicate that alignment depends on shared domain knowledge and prior IS success, and also support the expected positive impact of alignment on organizational performance. Differences across Prospector, Analyzer, and Defender business strategies are examined. A key research contribution is the empirical demonstration that the importance of alignment, as well as the mechanisms used to attain alignment, vary by business strategy and industry. In past alignment studies, controlling for industry has not been uncommon. The findings suggest that future research studies should also control for business strategy. The article also empirically demonstrates that past implementation success influences alignment. In addition, it highlights the influence of a process variable, strategic planning, on the development of shared knowledge and, consequently, on alignment. This paper examines strategic issues related to the management of technology. Data from multiple surveys are used to test the extent to which strategic planning, shared business-IS knowledge, prior IS success, and other variables consistently enhance IS alignment. The study also provides empirical support for the popular argument that IS alignment improves organizational performance. It extends the current literature by examining the extent to which these findings hold across firm strategies and industries. The authors argue that not all firms are equally well served by allocating scarce resources to improve IS alignment. Index Terms-Academic institutions, antecedents of alignment, business strategy, information systems strategy, organizational characteristics, organizational performance, strategic alignment.

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To better understand how individual differences influence the use of information technoiogy (IT), this study models and tests relationships among dynamic, IT-specific individual differences (i.e.. computer self-efficacy and computer anxiety). stable, situation-specific traits (i.e., personal innovativeness in IT) and stable, broad traits (i.e.. ''Cynthia Beath was the accepting senior editor for this paper. trait anxiety and negative affectivity). When compared to broad traits, the model suggests that situation-specific traits exert a more pervasive influence on IT situation-specific individual differences. Further, the modei suggests that computer anxiety mediates the influence of situationspecific traits (i.e., personal innovativeness) on computer self-efficacy. Results provide support for many of the hypothesized relationships. From a theoretical perspective, the findings help to further our understanding of the nomological network among individual differences that lead to computer self-efficacy. From a practical perspective, the findings may help IT managers design training programs that more effectiveiy increase the computer self-efficacy of users with different dispositional characteristics.

Trust plays an important role in many Information Systems (IS)-enabled situations. Most IS research employs trust as a measure of interpersonal or person-to-firm relations, such as trust in a Web vendor or a virtual team member. Although trust in other people is important, this article suggests that trust in the Information Technology (IT) itself also plays a role in shaping IT-related beliefs and behavior. To advance trust and technology research, this article presents a set of trust in technology construct definitions and measures. We also empirically examine these construct measures using tests of convergent, discriminant, and nomological validity. This study contributes to the literature by providing: (a) a framework that differentiates trust in technology from trust in people, (b) a theory-based set of definitions necessary for investigating different kinds of trust in technology, and (c) validated trust in technology measures useful to research and practice.

Nearly 2 decades ago, social influence theorists called for a new stream of research that would investigate why and how influence tactics are effective. The present study proposed that political skill affects the style of execution of influence attempts. It utilized balance theory to explain the moderating effect of employee political skill on the relationships between self- and supervisor-reported ingratiation. Additionally, supervisor reports of subordinate ingratiation were hypothesized to be negatively related to supervisor ratings of subordinate interpersonal facilitation. Results from a combined sample of 2 retail service organizations provided evidence that subordinates with high political skill were less likely than those low in political skill to have their demonstrated ingratiation behavior perceived by targets as a manipulative influence attempt. Also, when subordinates were perceived by their supervisors to engage in more ingratiation behavior, the subordinates were rated lower on interpersonal facilitation. Implications of these findings, limitations, and future research directions are provided.

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This dissertation focuses on the negative and positive outcomes of information and communication technology (ICT) in facilitating and reducing stress. The goals of this dissertation are twofold: 1) to deepen our understanding of how ICT-enabled interruptions influence individuals' episodic stress and 2) to examine whether ICTs may also be used to diminish stress evoked by ICT-enabled interruptions. Originating from psychology, the demands control model (Karasek, 1979) is used as an overarching theoretical lens to explain this technology-based duality, where technology serves as both a problem causing and a solution alleviating stress. The demands control model suggests