Mobile information systems hold great promise to support organizational processes. Clear guidelines however, of how to design effective mobile information systems in support of organizational processes have not been developed. Based on earlier research studies that emphasized the importance of a fit between organizational tasks and technology (Goodhue and Thompson 1995), and that developed a systematic fit profile for one particular task−technology combination, namely group support systems to support group tasks (Zigurs and Buckland 1998), this research paper seeks to develop a fit profile for mobile information systems to support managerial tasks. We suggest to determine task−technology fit as a three−way match between managerial tasks (operationalized by non−routineness, interdependence and time−criticality), mobile information systems (operationalized by functionality, user interface, and adaptability), and the mobile use context (operationalized by distraction, quality of network connection, previous experience, and mobility). The analysis shows that use situations characterized by high distraction and poor quality of network connection are particularly challenging for the design of mobile information systems, and that the user interface requires particular attention. The proposed framework provides guidelines for the design of effective mobile information systems and for future research studies. AbstractMobile information systems (IS) hold great promise to support organizational processes. Clear guidelines, however, of how to design effective mobile IS in support of organizational processes have not been developed. Based on earlier research that emphasizes the importance of fit between organizational tasks and technology and that develops fit profiles for specific task-technology combinations, this paper develops a task-technology fit (TTF) profile for mobile IS to support managerial tasks. We suggest a three-way match between dimensions of managerial tasks, mobile IS, and the mobile use context. We find that use situations characterized by high distraction and poor quality of network connection are particularly challenging for the design of mobile IS, and that the user interface requires particular attention. The proposed conceptual model of task-technology fit provides guidelines for the design of effective mobile IS and for future research studies.

In this exploratory study, Internet adoption decisions are examined from an organizational perspective. We postulate that when the technology considered for adoption demands a shift of paradigm, involves support of a corporate-wide infrastructure, and/or nascent skills of technology developers, individual-based technology adoption models may lack explanation power. This study identifies eight factors that may facilitate or inhibit technology adoption.Results from the interviews of top managers reveal that Internet technologies indeed demand the considerable deliberation in adoption decisions since Internet technologies requires a re-examination of existing business models and strategies.Yet, interestingly, this same technology was adopted with very different reasoning logic, ranging from using the Internet as an additional channel for promotion and advertisement to being pressured from competitors to adopt (the "we gotta have one, too" syndrome).A wide range of research on technology adoption has been published during the last decade. Many of these studies have either adapted Davis's Technology Acceptance Model (TAM) [6] by adding distinct variables [11,18] or have tested the TAM under different conditions [20,22]. The findings of these studies have furthered our understanding of the technology adoption and acceptance process. However, the issue of technology adoption has primarily focused on the understanding of individual behavior, not the adoption behavior of an entire organization. As new technology may require new infrastructure and nascent skills that are beyond individual control, it becomes necessary that researchers investigate the decisions made by those in a position to influence technology adoption for an entire organization. In addition to determining what factors influence an organization's decision to adopt a new technology, we should also consider how the technology is adopted.This exploratory study investigates the technology adoption decision process for organizations and identifies factors that affect organizational technology adoption.The focus of our research was the organizational adoption of Internet technologies. Internet technologies were selected because of the strong network externality property associated with them. Such technology adoption decisions not only have an internal impact (e.g., employees' usage) but they have an external implication as well (e.g., fulfilling customers' needs, matching competitors' offerings).Interviews were held with upper-level managers from 76 companies within a mid-sized university community.Selected companies varied in age, company size, and product industry, with ownership ranging from national to local levels. Studying the development and strategies for Internet technologies from this wide range of businesses is not only valuable in our understanding of organizational adoption, but it also furthers our understanding of the impact that the Internet has on the small-and mid-sized companies that are less frequently researched in electronic commerce studi...

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This report summarizes educational adoption instances of computing and communication technologies for blended learning environments. We focus on the technologies of desktop videoconferencing and podcasting as they were adopted in the 2005-07 time period. We also expand and present major issues from a panel discussion on this topic at the 2007 Americas Conference on Information Systems (AMCIS) held at the Keystone Resort in Colorado.

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