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A preface to the journal "Information Resources Management Journal" is presented.

Voice recognition technology-enabled devices possess extraordinary growth potential, yet some research indicates that organizations and consumers are resisting their adoption. This study investigates the implementation of a voice recognition device in the United States Navy. Grounded in the social psychology and information systems literature, the researchers adapted instruments and developed a tool to explain technology adoption in this' environment. Using factor analysis and structural equation modeling, analysis of data from the 270 participants explained almost 90% of the variance in the model. This research adapts the technology acceptance model by adding elements of the theory of planned behavior, providing researchers and practitioners with a valuable instrument to predict technology adoption. [ABSTRACT FROM AUTHOR]

The article informs that organizational change is ubiquitous and continuous process. It permeates organizational processes and life. Many organizations invest significant sums of resources into external consulting. Some organizations even embrace change and attempt to integrate it into their strategic planning. In the MIS academic arena, the most prevalent research topic associated with change over the past decade has focused on a change methodology, namely, business process reengineering (BPR). In the management academic arena, the focus has been on change management as a research construct. MIS research on change tends to be oriented toward applied research, while management research tends to be oriented more toward conceptual research. Quality research, regardless of orientation, must adhere to rigorous academic standards, while being grounded in business practice. Beginning around 1990, BPR came onto the business scene as the savior of under performing organizations. Early advocates of BPR touted it as the next revolution in obtaining breakthrough performance via process improvement and process change.

The failure of dot-coms is a staggering 75% in the first two years. Many of these failures were small and medium-sized enterprises (SMEs). One of the most commonly cited reasons for failure has been lack of a workable strategic business model to guide e-commerce (electronic commerce) efforts. We began this study because we wanted to explore if successful e-commerce SMEs use a guiding strategic process model, and if they do, ask them to articulate the model components. We chose a qualitative research method to obtain a rich description of the e-commerce process. The interview pool consisted of 15 interviews with established SME e-commerce entrepreneurs. From deep analysis of the data, a set of e-commerce process components and interrelationships between those components emerged from the data. We then synthesized (from the rich description) a model of the e-commerce process. [ABSTRACT FROM AUTHOR]

Discusses the information technology revolution. Background on the business process reengineering (BPR) phenomenon; Reasons for BPR failure; Implications of the customer revolution for the management information system field; Details on the four industry models of information technology.

Focuses on the use of the Harel statecharts in modeling business workflows. Importance of statechart mapping in identifying potential workflow problems; Analysis of the specific properties inherent in actual business workflows; Properties of active database systems.

The article presents an interview with Dean Garlick, director of professional services, Silicon Graphics Inc. In response to a query about the critical success factors that drive the organization, Garlick replied that the quality of the staff is most important. Good people are more important than good technology. Clear direction and expectations of the team is critical. Hire stellar performers, provide them with the right tools, give them clear guidance and then get out of the way. In response to another query about how does he effectively manage his project teams, he answered that it is not difficult. Many people believe that to be successful in technology development and project delivery, one must work in the same office. In fact, most computer scientists and engineers would rather close the door and only talk through email or microsoft network messenger anyway. Often meetings are held too frequently and nearly all meetings can be conducted via teleconference. It is nice to put a name with a face, but that only needs to really occur once. With the advent of the ubiquitous high speed networks and the utilization of virtual private network for security, a virtual team can be assembled in multiple locations across the country.