Participation on Electronic Bulletin Board Systems: An Empirical Analysis of Work Value Congruency

Tillquist, John

doi:10.1080/07421222.1996.11518114

Cited by 5 publications

(3 citation statements)

References 31 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Following structural contingency theory, marketing managers as technology users, and IT managers as technology designers, occupy positions in a firm that affect their interpretations of whether technology strategies are in support of, or in conflict with, their work duties (Tillquist, ; Robey & Boudreau, ; Lamb & Kling, ). Rather than questioning whether technology improves performance, they may ask who benefits from it.…”

Section: Differences In Worldviewsmentioning

confidence: 99%

“…Cultural orientations are shared values and beliefs that are embodied in ritualized practices and material objects (e.g., business strategies and technology artifacts) (Sergiovanni & Corbally, ; Martin, ; Tillquist, ; Alavi, Kayworth, & Leidner, ). They are critical for managers to understand organizational functioning and priorities (Deshpande, Farley, & Webster, ), and are manifested in strategic choices and actions.…”

Section: Differences In Worldviewsmentioning

confidence: 99%

See 1 more Smart Citation

Marketing Is from Mars, IT Is from Venus: Aligning the Worldviews for Firm Performance

Huang

Wang

2013

Decision Sciences

View full text Add to dashboard Cite

A typical firm is operated by multiple functional managers who may collaborate as well as compete to achieve firm performance. In the digital age, firm performance is essentially customer-dependent and technology-dependent, with both marketing and information technology (IT) playing key roles. Unfortunately the two functions often have very different worldviews. We show how these differences can damage firm performance, and suggest ways to mitigate this damage. We build a worldview difference model, synthesized from multiple disciplines. The model is tested using both matched and nonmatched observations from marketing and IT managers, and is analyzed with hierarchical linear models using both perceptual and objective firm performance data over a 4-year period. We find that differences between the beliefs and perceptions of marketing managers and IT managers generate a negative impact on firm performance, and suggest appropriate technology-culture associations to effectively align their worldviews for firm performance. To improve firm performance, a cross-functional appreciation for market and technology drivers can be achieved by making marketing managers more learning-oriented and by providing IT managers a culture that is congruent with technology.

show abstract

Section: Differences In Worldviewsmentioning

confidence: 99%

Section: Differences In Worldviewsmentioning

confidence: 99%

Marketing Is from Mars, IT Is from Venus: Aligning the Worldviews for Firm Performance

Huang

Wang

2013

Decision Sciences

View full text Add to dashboard Cite

show abstract

“…If processes and systems are not aligned it may either be perceived as an example of malfunctioning integration or thought of as deliberately unintegrated -situations where systems utilisation is not addressed in the formal business processes. When the systems are not formally integrated in the processes, they are labelled discretionary in this article, similar to "voluntary-use information systems" described by Tillquist (1996) in a survey on what effects congruence between work values and embedded values of the system have on the employee's decision to use it (Tillquist, 1996, p. 107).…”

Section: Mandatory and Discretionary Information Systemsmentioning

confidence: 99%

Employee‐propelled Information Provision: How ABB Facilities Management uses Performance Measurements to Boost Employee Participation in the Organisational Information Provision

Petri¹

2000

Journal of Human Resource Costing &Amp; Accounting

View full text Add to dashboard Cite

show abstract

A model to develop effective virtual teams

Lin

Standing

Liu

2008

Decision Support Systems

163

124

View full text Add to dashboard Cite

A review of the literature shows the factors that impact on the effectiveness of virtual teams are still ambiguous. To address this problem we developed a research design that included a meta-analysis of the literature, a field experiment and survey. The meta-analysis identified factors which impact on the effectiveness of virtual teams which were then validated by a field experiment and survey. The results of the study indicate that social dimensional factors need to be considered early on in the virtual team creation process and are critical to the effectiveness of the team. Communication is a tool that directly influences the social dimensions of the team and in addition the performance of the team has a positive impact on satisfaction with the virtual team. A major contribution of the paper is an integrated model of factors that contribute to virtual team effectiveness

show abstract

Participation on Electronic Bulletin Board Systems: An Empirical Analysis of Work Value Congruency

Cited by 5 publications

References 31 publications

Marketing Is from Mars, IT Is from Venus: Aligning the Worldviews for Firm Performance

Marketing Is from Mars, IT Is from Venus: Aligning the Worldviews for Firm Performance

Employee‐propelled Information Provision: How ABB Facilities Management uses Performance Measurements to Boost Employee Participation in the Organisational Information Provision

A model to develop effective virtual teams

Contact Info

Product

Resources

About