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The authors examine the use of tenets of diffusion of innovations theory in the medical informatics literature to reveal how the theory has and can continue to provide a basis for scholars seeking to align their research with the theory. A content analysis method was used to examine over 2,000 journal articles from the fields of medical informatics, medicine, and information systems. The authors found that tenets of diffusion of innovations theory were prevalent in the literature. Although several theories are useful in explaining phenomenon in the domain of medical informatics, diffusion of innovation is one such theory that can be applicable to a vast amount of medical informatics research that is focused on new technologies or work processes.

Taking a sequential qualitative-quantitative methodological approach, we propose and test a theoretical model that includes four variables through which top management can positively influence security effectiveness: user training, security culture, policy relevance, and policy enforcement. During the qualitative phase of the study, we generated the model based on textual responses to a series of questions given to a sample of 220 information security practitioners. During the quantitative phase, we analyzed survey data collected from a sample of 740 information security practitioners. After data collection, we analyzed the survey responses using structural equation modeling and found evidence to support the hypothesized model. We also tested an alternative, higher-order factor version of the original model that demonstrated an improved overall fit and general applicability across the various demographics of the sampled data. We then linked the finding of this study to existing top management support literature, general deterrence theory research, and the theoretical notion of the dilemma of the supervisor.

The success of an organization depends on rapid, reliable, and direct communications within the organization and with the outside world. To determine if electronic mail (e-mail) provides a competitive benefit, a sample of 99 management-level participants in 41 companies responded to a survey that assessed their intraorganizational (internal) and interorganizational (external) uses of e-mail. Through the use of factor analysis and regression methodologies, the researchers investigated whether a significant relationship exists between the internal and external uses and benefits of e-mail. The intraorganizational uses of e-mail indicated a significant and positive relationship with the organizational benefits of e-mail, thus, supporting the electronic exchange of information within organizations.However, the results indicated that interorganizational uses of e-mail did not promote corporate communication outside the company. Thus, managers need to know which communication technology is appropriate for intraorganizational and interorganizational uses.

The textile industry is slowly developing expert system applications to increase production, improve quality, and reduce costs. Such systems are surfacing in a variety of areas throughout the textile manufacturing process. This paper describes an expert system developed to support an important decision scenario in the textile industry. The scenario concerns a sequence of production planning decisions necessary to produce a specific category of end product. This sequence is described as follows: given the decision to produce a particular type of end product, the appropriate fiber type is chosen; next, the appropriate yarn count group is chosen; next, the appropriate spinning system is chosen; and finally, the appropriate preparation method is chosen. Each decision in the sequence depends on the combination of decisions made in the preceding stages. The resulting system is described and its application is illustrated through the presentation of a sample consultation. The integration of the expert system into a broader environment for textile manufacturing decision support is also discussed.

Despite a growing number and variety of information security threats, many organizations continue to neglect implementing information security policies and procedures. The likelihood that an organization’s information systems can fall victim to these threats is known as information systems risk (Straub & Welke, 1998). To combat these threats, an organization must undergo a rigorous process of self-analysis. To better understand the current state of this information security risk analysis (ISRA) process, this study deployed a questionnaire using both open-ended and closed ended questions administered to a group of information security professionals (N=32). The qualitative and quantitative results of this study show that organizations are beginning to conduct regularly scheduled ISRA processes. However, the results also show that organizations still have room for improvement to create idyllic ISRA processes.

Knowledge-based systems support for the consulting/troubleshooting function within information centers was investigated. This function is defined and characteristics are identified which make it an appropriate target for knowledge-based systems support. A general architecture for a troubleshooting expert system was developed and its elements are described. A case is described which illustrates the application of an expert system in the provision of troubleshooting service by the information center of a major state university. The results illustrate the impact that such a knowledge-based system approach can have in the troubleshooting area, especially in relation to the efficient utilization of information center personnel.

This study proposes using an established common body of knowledge (CBK) as one means of organizing information security literature. Consistent with calls for more relevant information systems (IS) research, this industry-developed framework can motivate future research towards topics that are important to the security practitioner. In this review, forty-eight articles from ten IS journals from 1995 to 2004 are selected and cross-referenced to the ten domains of the information security CBK. Further, we distinguish articles as empirical research, frameworks, or tutorials. Generally, this study identified a need for additional empirical research in every CBK domain including topics related to legal aspects of information security. Specifically, this study identified a need for additional IS security research relating to applications development, physical security, operations security, and business continuity. The CBK framework is inherently practitioner oriented and using it will promote relevancy by steering IS research towards topics important to practitioners. This is important considering the frequent calls by prominent information systems scholars for more relevant research. Few research frameworks have emerged from the literature that specifically classify the diversity of security threats and range of problems that businesses today face. With the recent surge of interest in security, the need for a comprehensive framework that also promotes relevant research can be of great value.

The role of the chief information officer (CIO)_ continues to be the subject of much discussion and speculation. Is this just a new name for the MIS manager, or is there truly a new and significantly different function? How has the role of the information systems manager evolved with the changing needs of business? How does the CIO bridge the gap between the organization's strategy and its use of information technology?According to much of the prescriptive literature, bridging this gap is the CIO's definitive function. This article addresses these questions by studying five successful CIOs in five divergent industries. The CIOs were studied using the structured observation methodology employed by Mintzberg in his study of CEOs and by Ives and Olson in their study of MIS managers. The findings suggest that the CIO operates as an executive rather than a functional manager. He or she is an active participant in strategy planning and acts as a bridge between the information technology group, the functional areas, and external entities. This study provides a view of how these difficult tasks are accomplished on a day-to-day basis: through scheduled meetings, interaction outside the information technology unit, a skilled reading of situations, and a strategic focus. Factors affecting the CIO's participation in strategy planning meetings include whether he or she has formal are source allocation authority and their level of peer acceptance. Lessons learned from this research pertain to the delegation of day-to-day tasks, expenditure authority, avoiding adversarial relationships, liaison activities, careful use of language, being perceived as a user of information technology, and the need for quiet time.