The 2021 impact factor for ISJ was 7.767, for 2022 it was 6.4. These are some of the highest impact factors of any IS Journals. See past ISJ impact factors and the Editor’s comment on impact factors here. The next impact factor (2023) will not be available until around mid June 2024.

Information Systems Journal, EarlyView. Source

ABSTRACT

Information systems (IS) research often seeks to deliver practical impact in addition to the traditional requirement for theoretical contribution. While an admirable goal, it is nevertheless a challenging prospect, as key questions remain around how best to facilitate a relationship between IS academic and practitioner communities. To explore this issue, we analyse multi-case study data from interviews with 24 IS practitioner doctorates, industry contact points, and senior IS academics who sought to create a joint field between academia and practice during their research. Our findings reveal several boundary spanning activities needed to traverse field boundaries and maintain the joint field’s existence across the stages of proof-of-concept, proof-of-value, and proof-of-use. Building on insights from the work of Pierre Bourdieu, we further discuss how IS practitioner doctorates operationalised capital, doxa, and habitus to achieve varying degrees of practical impact in their work. Action-oriented recommendations are presented to support practical impact going forward including creolised messages and the mobilisation of capital to change inter-field relationships. By adapting Bourdieu’s Theory of Practice to the engaged scholarship discourse in IS, we contribute new insights into how the academia-practice gap might be addressed.

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ABSTRACT

In this study, we examine how the Industrial Internet of Things platform ADAMOS successfully entered the German mechanical engineering market using a consortium-based approach. By establishing a joint venture among industry incumbents, ADAMOS followed consortium governance that separated platform ownership from platform operation. In so doing, ADAMOS navigated the complexities of market entry and overcame many challenges typical to business-to-business (B2B) markets. Drawing from the case, we develop a four-step framework for effective business-to-business platform market entry: (1) Spinning out a neutral legal entity, (2) designing a valuable platform core, (3) seeding the supply side with internal offerings, and (4) opening the platform to broader audiences. Based on this description, we discuss lessons learned and provide actionable recommendations for platform operators considering a consortium-based approach for their business-to-business platform market entry.

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Information Systems Journal, EarlyView. Source

Information Systems Journal, EarlyView. Source

Information Systems Journal, EarlyView. Source

ABSTRACT

This study examines how external pressures drive a platform leader to fight counterfeiting over time. Acknowledging the tension between the illegality and legitimacy of counterfeiting, we find that the fighting effort involves an enduring balance between the two poles of the tension until counterfeits have been sharply reduced. We demonstrate how the management of the tension entails an interactive process in which a platform leader decouples counterfeit fighting actions to pursue legitimacy. We suggest that pressures from external forces predict a process of decoupling and legitimation through which the platform leader promotes ecosystem acceptance and builds a shared understanding of ecosystem purposes, and the endeavours to balance platform quality and activity prompt the platform leader to pursue legitimation which demonstrates the viability of an ecosystem. We show that these processes are accompanied by activating and stabilising the tension, which predicts varied strength and scope of measures and the reduction of counterfeits over time.

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ABSTRACT

This study investigates inherent tensions between social media participation and the ways of life in an Indigenous community and subsequent navigation approaches. Relying on an in-depth qualitative study and the notion of two-eyed seeing as a theoretical approach, the study focuses on the complex relationship between social media platform participation and the ways of life in a ‘Guarani’ Indigenous community in South America. This community successfully navigates tensions between participation on social media platforms and preserving their traditional ways of life. We contribute to two streams of literature. First, we contribute to the literature on digital platforms and indigeneity showing that social media use by Indigenous communities leads to specific tensions, as these communities try to balance the use of social media with their desire to preserve their ways of life and protect the natural environment and how they navigate these tensions. Second, we contribute to the literature in relation to digital platforms and non-economic value as we unpack social and environmental value in the context of the Indigenous community and show that non-economic value benefits multiple entities. Overall, we contribute to a deeper understanding of how Indigenous communities navigate tensions between participation on social media and their traditional way of life. Our study also offers practical insights into how policy makers and designers of social media platforms can better meet Indigenous communities’ needs.

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ABSTRACT

Algorithms used in data analytics (DA) tools, particularly in high-stakes contexts such as hiring and promotion, may yield unfair recommendations that deviate from merit-based standards and adversely affect individuals. While significant research from fields such as machine learning and human–computer interaction (HCI) has advanced our understanding of algorithmic fairness, less is known about how managers in organisational contexts perceive and respond to unfair algorithmic recommendations, particularly in terms of individual-level distributive fairness. This study focuses on job promotions to uncover how algorithmic unfairness impacts managers’ perceived fairness and their subsequent acceptance of DA recommendations. Through an experimental study, we find that (1) algorithmic unfairness (against women) in promotion recommendations reduces managers’ perceived distributive fairness, influencing their acceptance of these recommendations; (2) managers’ trust in DA competency moderates the relationship between perceived fairness and DA recommendation acceptance; and (3) managers’ moral identity moderates the impact of algorithmic unfairness on perceived fairness. These insights contribute to the existing literature by elucidating how perceived distributive fairness plays a critical role in managers’ acceptance of unfair algorithmic outputs in job promotion contexts, highlighting the importance of trust and moral identity in these processes.

Source

Information Systems Journal, EarlyView. Source