No abstract

This paper analyses the reliability of the double-blind peer review systems used for submissions to the 2001 and 2002 UK Academy for Information Systems (UKAIS) conferences. The level of reliability found in the first conference was marginally lower than would be expected from a model based on chance. In the second conference the reliability level was significantly better, but still low. The paper explores some of the implications of this for the reviewing system, and suggests a model for assessing the impact of low levels of reliability.

This paper is a case study of the use of information systems (IS) by a micro enterprise. In particular, it attempts to answer the question: can micro enterprises use IS strategically? It examines the distinguishing characteristics of micro enterprises and the use of IS in micro enterprises. It gives a brief history and description of the micro enterprise in question (Lanzarote First) and then analyses the use of IS from two angles: functionality and benefits. Importantly, the strategic benefits of the various IS are differentiated from other efficiency and effectiveness benefits. The case also tests the use of an IS planning methodology. The case illustrates that a micro enterprise can use IS strategically and, because of the absence of certain factors which are present in large organisations, the impact of IS may be even greater.

IS spending by high‐growth medium‐sized enterprises is at a significantly lower level than that for other companies. However, there was no set pattern or correlation that identified relatively high IS investment with high growth or vice versa. The future forecast for IS investment favours a modest increase in the one to three years planning horizon. Although, given that these are high‐growth companies growing at rates in excess of 15 per cent per annum, the modest increase could represent a real reduction unless the price of technology reduces at a significant rate. The most notable evaluation criteria were “to facilitate change” and “formal financial investment”, but these were closely followed by “act of faith” or “gut feel” approaches. When asked to identify preferred project options, in the past the clear choice of most was medium risk and medium pay off. In the future the preferred options support medium risk and high pay off.

Looks at the use of computerized information systems by a start‐up manufacturing company in the south of England. Describes the company ‐ Solent Technical Mouldings Ltd ‐ decided that these information systems would play a major role in assisting its entry into an industry where there were already many established companies. Later, information systems were a key factor in ensuring the company’s survival and growth. Outlines the information systems strategy adopted, and some of the benefits which followed. Draws some tentative lessons for other organizations in a similar position.