Selected Faculty Research Presentations
The next HSATM Roundtable meeting will be held on Tuesday, November 15th. Highlights of selected faculty research will be presented and the potential business implications discussed. Abstracts of the presentations are below. The Roundtable meeting will begin at 1:30, preceded by the annual HSATM Advisory Board meeting from 12:00-1:15. All Roundtable meeting attendees are encouraged to sit in at the Advisory Board meeting and to join the luncheon that will be served from 11:00-12:00. At the Advisory Board meeting we will be discussing how to further enhance the value that HSATM brings to its members, and everyone's input would be welcomed.
The meetings will take place in room 430 of the Babbio Center, River Street between Fifth and Sixth Streets, Hoboken, NJ. Driving directions are at /sit/maps/driving_directions.cfm Dress code is business casual. To register, please notify Sharen Glennon at email@example.com or 201-216-5381, and indicate whether you intend to have lunch. Thank you.
Structural Effects in Collaborative Learning
Prof. Winter Mason
Complex problems in science, business, and engineering typically require some tradeoff between exploitation of known solutions and innovating for novel ones, where in many cases information about known solutions can also disseminate among individual problem solvers through formal or informal networks. In this research, we conducted a series of 256 web-based experiments in which groups of 16 individuals collectively solved a complex problem and shared information through different communication networks. As expected, we found that collective exploration improved average success over independent exploration because good solutions could diffuse through the network. Moreover, the structure of the information diffusion network differentially affected the relative success of groups as a whole and individuals embedded in those groups. These results could have implications for managing information sharing within and between organizations.
Implementing New Information Technology: The Role of Workplace Values, Climate, and Technology Perceptions on Quality and Consistency of Technology Use
Prof. Patricia Holahan
Prior research has documented that perceived usefulness and ease of use are important determinants of individuals' decisions to adopt new information technologies (ITs). However, in the organizational setting it is often the case that the targeted users of a new IT did not make the decision to adopt the IT, nor do they necessarily hold highly favorable beliefs about its usefulness and/or ease of use. There is limited research in the IT implementation literature that deals with what managers can do to influence employees' acceptance and effective utilization of new information technologies. This research attempts to fill that gap. Our research seeks to explain how users' perceptions of new technology are formed. Specifically we are interested in understanding key determinants of perceived usefulness and ease of use. Our findings have important implications for actions managers can take to increase employee acceptance and utilization of new information technologies.
The Role of Leader Personal Style in New Product Development Success: An Examination of Teams Developing Radical and Incremental Innovations
Prof. Zvi Aronson
Teams developing innovations work in a context ripe with uncertainty, and handling this uncertainty places special demands on the leaders of such teams. This research examines the role of leader personal style in the success of two different types of New Product Development (NPD) teams: radical and incremental. Using the five-factor model of personal style as a framework, results based on a sample of 116 NPD teams suggest that for NPD leaders, conscientiousness and emotional stability are important variables for NPD success. Additionally, depending upon the type of innovation, specific personal style variables may be more important. Strong support was found for our proposal that NPD teams working on radical innovations would benefit from a more open leader. Radical NPD teams operate under conditions of market and technical uncertainty. More open leaders should be more easily able to encourage and handle new ideas that are necessary for managing radical innovations. Implications for selection and training of individuals to lead radical NPD teams are provided.
Semantic Enterprise Architecture
Prof. Michael Zur Muehlen
Enterprise Architecture (EA) helps stakeholders understand, manage, or change organizations and their technical infrastructure. Enterprise architecture facets are typically organized according to the views they describe, such as process, data, rules and organization models, among others. While EA has the potential to improve Business/IT alignment and lower the cost and risk of strategic change projects, a number of obstacles hinder consistent architecture efforts: Divergent viewpoints, different frameworks, multiple modeling methods, and inconsistent interpretations of individual methods. For organizations that engage in large architecture projects, a systematic organization of the architecture content is essential to efficiently identify organizational and technical interfaces, streamline cross-functional operations, and assert compliance to rules and regulations. To date, this meant choosing either a single modeling framework and language, or sticking to a particular architecture tool. Semantic Enterprise Architecture uses techniques born out of the Semantic Web efforts to better understand and analyze the information generated in Enterprise Architecture projects, irrespective of the tool or method used. This presentation discusses the goals and techniques of Semantic Enterprise Architecture, and reports on its application in a large US government agency.