One Laptop Per Child: Vision vs. Reality
The vision is being overwhelmed by the reality of business, politics, logistics, and competing interests worldwide.
Kenneth L. Kraemer
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Who Captures Value in a Global Innovation Network?: The Case of Apple's iPod
Innovation is often touted as a key driver of economic growth. However, when firms operate within production and innovation networks that span national and firm boundaries, the question arises as to who actually benefits from innovation.
IT Diffusion in Developing Countries
Policymakers need to recognize that developing economies have different drivers for IT investment than their wealthier brethren.
Rule of Law and the International Diffusion of E-Commerce
Strong institutional environments serve as a foundation for e-commerce growth opportunities.
Evolution and organizational information systems: an assessment of Nolan's stage model
Richard Nolan's stage model is the best known and most widely cited model of computing evolution in organizations. The model's development over a decade demonstrates its own evolution from a simple theory, based on the factoring of change states indicated by changes in computing budgets, to an elaborate account of the characteristics of six stages of computing growth. An analysis of the model's logical and empirical structure reveals a number of problems in its formulation that help to account for the fact that its principal tenets have not been independently validated. The model is shown to be an “evolutionistic” theory within the theories of evolution in the social sciences, focusing on assumed directions of growth and an implied end state toward which growth proceeds, and suffering from problems inherent in such theories. Further research based on an “evolutionary” view of computing growth is suggested as a means of improving theories of computing in organizations.
Management utilization of computers in American local governments
Traditional concepts of management information systems (MIS) bear little relation to the information systems currently in use by top management in most US local governments. What exists is management-oriented computing, involving the use of relatively unsophisticated applications. Despite the unsophisticated nature of these systems, management use of computing is surprisingly common, but also varied in its extent among local governments. Management computing is most prevalent in those governments with professional management practices where top management is supportive of computing and tends to control computing decisions and where department users have less control over design and implementation activities. Finally, management computing clearly has impacts for top managers, mostly involving improvements in decision information.
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