Table Of ContentIFIP Advances in Information
and Communication Technology 301
IFIP–TheInternationalFederationforInformationProcessing
IFIPwasfoundedin1960undertheauspicesofUNESCO,followingtheFirst
WorldComputerCongressheldinParisthepreviousyear.Anumbrellaorgani-
zation for societies working in information processing, IFIP’s aim is two-fold:
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technologytransfertodevelopingnations.Asitsmissionstatementclearlystates,
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andindividualandhonorarymembershipschemesarealsooffered.
Gurpreet Dhillon Bernd Carsten Stahl
Richard Baskerville (Eds.)
Information Systems –
Creativity and Innovation
in Small and Medium-Sized
Enterprises
IFIPWG 8.2 International Conference, CreativeSME 2009
Guimarães, Portugal, June 21-24, 2009
Proceedings
1 3
VolumeEditors
GurpreetDhillon
VirginiaCommonwealthUniversity,SchoolofBusiness
301W.MainStreet,Richmond,VA23284-4000,USA
E-mail:[email protected]
BerndCarstenStahl
DeMontfortUniversity,DepartmentofInformatics
TheGateway,LeicesterLE19BH,UK
E-mail:[email protected]
RichardBaskerville
GeorgiaStateUniversity,DepartmentofComputerInformationSystems
Atlanta,GA30302-4015,USA
E-mail:[email protected]
LibraryofCongressControlNumber:Appliedfor
CRSubjectClassification(1998):D.2,D.1,J.1,K.8,K.7.2
ISSN 1868-4238
ISBN-10 3-642-02387-8SpringerBerlinHeidelbergNewYork
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Preface
This book contains the collection of papers presented at the conference of the
International Federation for Information Processing Working Group 8.2 "Information
and Organizations." The conference took place during June 21–24, 2009 at the
Universidade do Minho in Guimarães, Portugal. The conference entitled
"CreativeSME - The Role of IS in Leveraging the Intelligence and Creativity of
SME’s" attracted high-quality submissions from across the world.
Each paper was reviewed by at least two reviewers in a double-blind review
process. In addition to the 19 papers presented at the conference, there were five
panels and four workshops, which covered a range of issues relevant to SMEs,
creativity and information systems.
We would like to show our appreciation of the efforts of our two invited keynote
speakers, Michael Dowling of the University of Regensburg, Germany and Carlos
Zorrinho, Portuguese coordinator of the Lisbon Strategy and the Technological Plan.
The following organizations supported the conference through financial or other
contributions and we would like to thank them for their engagement:
• International Federation for Information Processing
• University of Minho, Portugal
• Portuguese Coordinator for the Lisbon Strategy and Technological Plan
• Multicert - Serviços de Cerificação Electrónica, S.A
• Virginia Commonwealth University, USA
• De Montfort University, UK
• Georgia State University, USA
Finally, we wish to thank a number of individuals who supported the conference in
a variety of ways. Isabel Ramos and João Álvaro de Carvalho as local Organizing
Chairs made huge efforts in facilitating and preparing the conference. Ravneet Gill
helped with copyediting and formatting of the proceedings.
May 2009 Gurpreet Dhillon
Bernd Carsten Stahl
Richard Baskerville
Organization
Program Committee
Carl Adams University of Portsmouth, UK
Rosio Alvarez Lawrence Berkeley National Laboratory, USA
Liêda Amaral Secretaria da Receita Federal Ministerio da Fazenda,
Brazil
Olivier Braet Vrije Universiteit Brussel, Belgium
Deborah Bunker The University of New South Wales, Australia
Kevin Crowston Syracuse University, USA
Dirk Deschoolmeester Vlerick Leuven Gent Management School, Belgium
Kevin Desouza University of Washington, USA
William Dixon Ernst & Young, LLP, USA
António Dias Figueiredo Universidade de Coimbra, Portugal
José Esteves Instituto de Empresa, Spain
Andreas Gadatsch Bonn-Rhein-Sieg University of Applied Sciences,
Germany
Rui Gomes Instituto Politécnico de Viana do Castelo, Portugal
Noriko Hara SLIS Indiana University, USA
Juhani Iivari University of Oulo, Finland
George M. Kasper Virginia Commonwealth University, US
Julie Kendall Rutgers University, USA
Kenneth Kendall Rutgers University, USA
Frank Land The London School of Economics and Political
Science, UK
Karl Reiner Lang City University of New York, USA
Tors J.Larsen Norwegian School of Management, NO
Linda Levine Software Engineering Institute of CMU, USA
Filomena Lopes Universidade Portucalense, Portugal
Carolina Machado University of Minho, Portugal
Paula Morais Universidade Portucalense, Portugal
Michael Myers University of Auckland, New Zealand
Jan Pries-Heje Roskilde University, Denmark
Nancy Russo Northern Illinois University, USA
António Lucas Soares Faculdade de Engenharia da Universidade do Porto e
INESC Porto, Portugal
Dave Wastell Nottingham University, UK
Table of Contents
Creativity and Innovation Challenges
Creativity and Intelligence in Small and Medium Sized Enterprises:
The Role of Information Systems .................................. 1
Gurpreet Dhillon, Bernd Carsten Stahl, and Richard Baskerville
SMEs, IT, and the Third Space: Colonization and Creativity in the
Theatre Industry ................................................ 10
Julie E. Kendall and Kenneth E. Kendall
SME 2.0: Roadmap towards Web 2.0-Based Open Innovation in
SME-Networks – A Case Study Based Research Framework ........... 28
Nadine Lindermann, Sylvia Valc´arcel, Mario Schaarschmidt, and
Harald von Kortzfleisch
Conducting Creativity Brainstorming Sessions in Small and
Medium-Sized Enterprises Using Computer-Mediated Communication
Tools........................................................... 42
Uday S. Murthy
AnExaminationoftheDisruptiveInnovationParadox:TheApplication
of the Innovators Dilemma to SME’s ............................... 60
Tadhg Nagle and William Golden
Two Paths for Innovation: Parvenuor Pariah........................ 73
Antony Bryant
Identifying and Addressing Stakeholder Interests in Design Science
Research: An Analysis Using Critical Systems Heuristics .............. 93
John R. Venable
Architecture for a Creative Information System ...................... 113
Henrique Sa˜o Mamede and Vitor Santos
Creativity in Agile Systems Development: A Literature Review ........ 122
Kieran Conboy, Xiaofeng Wang, and Brian Fitzgerald
Challenges in Ensuring Effective Governance
IT Governance in SMEs: Trust or Control?.......................... 135
Jan Devos, Hendrik Van Landeghem, and Dirk Deschoolmeester
A Methodology for Electronic Business Initiatives Implementation in
SME ........................................................... 150
Henrique S. Mamede and Lu´ıs Amaral
VIII Table of Contents
IT Governance Practices in Small and Medium-Sized Enterprises:
Recommendations from an Empirical Study ......................... 158
Rui Huang, Robert W. Zmud, and R. Leon Price
Life Cycle Model for IT PerformanceMeasurement:A Reference Model
for Small and Medium Enterprises (SME)........................... 180
Can Adam Albayrak, Andreas Gadatsch, and Dirk Olufs
Challenges in Managing Knowledge
Knowledge Management in Small Firms ............................ 192
Jessada Panyasorn, Niki Panteli, and Philip Powell
An Action Research on Open Knowledge and Technology Transfer ..... 211
Isabel Ramos, Margarida Cardoso, Joa˜o Vidal Carvalho, and
Jos´e Ismael Grac¸a
Services Supporting Knowledge Maturing in Small and Medium-Sized
Enterprises...................................................... 224
Ronald Maier
Organizational Challenges, Power and Politics
The Emergence of ‘Power with’: The Case of a Born Global
Organization .................................................... 239
Lin Yan and Niki Panteli
The Chiasmus of Design: Paradoxical Outcomes in the e-Government
Reform of UK Children’s Services.................................. 257
David Wastell, Sue White, and Karen Broadhurst
How and Why Do IT Entrepreneurs Leave Their Salaried Employment
to Start a SME? A Mixed Methods Research Design.................. 273
Ga¨etan Mourmant
Towards a Model of Technology Adoption: A Conceptual Model
Proposition ..................................................... 287
Pat Costello and Rob Moreton
Author Index.................................................. 307
Creativity and Intelligence in Small and Medium Sized
Enterprises: The Role of Information Systems
Gurpreet Dhillon1, Bernd Carsten Stahl2, and Richard Baskerville3
1 Virginia Commonwealth University, USA
2 De Montfort University, UK
3 Georgia State University, USA
1 Introduction
The work in this volume examines the real-world confluence of several concepts that
are too often studied in isolation from each other. Research into creativity too rarely
considers the presumed ability of smaller organisations to contribute a large propor-
tion of the innovations introduced into the practical information systems field. There
is also far too little research that addresses the notion that smaller organisations more
intelligently manage their creativity and innovation, not only in the organisational
signal products, but also in structures and processes found in smaller organisations.
Because organisational design itself benefits from creativity and innovation (Coo-
per, 2000), smaller organisations have an inbuilt advantage purely in terms of the
smaller scope required to reorganise in innovative ways to match their projects and
products. This smallness in scope also applies to the information systems of smaller
organisations. Quite simply, innovations in smaller organisations do not have to dif-
fuse their innovations as far as in larger organisations. The diffusion can happen
faster, and without the need for complex knowledge management structures and
agencies needed to make innovation happen in larger organisations (Datta, 2007).
This difference in scope means that many of the innovation diffusion principles so
important to larger organisations and markets, such as those of Rogers (Rogers,
2003), are less critical for the internal creativity of smaller organisations.
There are many good reasons for paying attention to small and medium sized en-
terprises (SMEs). They constitute the majority of organisations, they are a main
source of employment, they are flexible, and they are often creative and innovative.
Despite their economic and theoretical relevance, business-oriented research tends to
concentrate on large and multinational organisations. This is true in business studies
in general as well as in the field of information systems. That state of affairs is unfor-
tunate because SMEs hold the potential to develop novel uses of technology and
integrate them in interesting ways in their business processes. At the same time, in-
formation systems have the potential to make uniquely important contributions to
SMEs, for example by extending markets or providing resources that individual
SMEs typically do not have. These IFIP WG 8.2 proceedings aim to address the la-
cuna in the literature and provide a current discussion of the relationship between
SMEs, creativity and innovation, and information systems.
The 8.2 working group is known for its innovative use of theory and its successful
attempts to overcome the weaknesses of established approaches. The 2009 conference
G. Dhillon, B.C. Stahl, and R. Baskerville (Eds.): CreativeSME 2009, IFIP AICT 301, pp. 1–9, 2009.
© IFIP International Federation for Information Processing 2009
2 G. Dhillon, B.C. Stahl, and R. Baskerville
in Portugal aimed at applying those non-conventional ideas to the area of SMEs. The
organisers and chairs were curious to find out how the IFIP WG 8.2 community
would take to a set of concrete business challenges that emerge from the context of IS
use in SMEs. These proceedings show that the community has been successful in in-
corporating extant literature and developing it in new and interesting ways. In order to
discuss the contributions of the authors in a coherent way, we have identified key
challenges related to SME research. The papers pertaining to these have been grouped
into the sections outlined below. In each section some novel ideas emerged, as we
will show in this introduction.
• Creativity and innovation challenges. While many SMEs are creative and innovate
partly because of their need to remain competitive, effective use of information and
communication technologies helps in defining newer opportunities and sustainabil-
ity in a marketplace.
• Challenges in ensuring effective governance. While it is easy for many SMEs to
overlook the need for effective governance, the importance and need for good in-
ternal controls cannot be overstated. Often in the race to achieve high growth, in-
ternal control mechanisms get overlooked.
• Challenges in managing knowledge. Because of the very nature of SMEs, knowl-
edge management is a challenge. The owner-manager structure of most SMEs in-
troduces a lot of variance in managing knowledge and in satisfactory sharing of
experiences.
• Organizational challenges, power and politics. Cultural differences amongst SMEs
and power and politics of managing small firms pose numerous challenges. Fore-
most of these is the inter-organizational relationship and the role information sys-
tems play in facilitating or hindering progress.
2 Creativity and Innovation Challenges
It is a cliché that big organizations are bureaucratic and cumbersome, whereas smaller
ones are more agile and flexible. There is nevertheless some truth in the observation
that small companies can quickly react to changes in their environment and they can
easily be redirected to take advantage of changing markets. This flexibility and ma-
neuverability allows them to profit from creativity and be innovative. These views are
probably not contentious. They nevertheless leave open a range of questions. What do
we mean by these concepts? The definition of an SME is unproblematic because there
are political views on this that are relatively straightforward, even if they may leave
shades of grey. The situation is significantly different for the other terms involved.
What happens if we undertake an analysis of terms such as creativity or innovation?
Can one really allude to creativity with regard to an organization? And what does this
have to do with technology?
Boden (2000) suggests that the core of creativity is always an idea. If creativity is
linked to ideas then one can reasonably argue that the bearers and originators of ideas,
namely human beings, can also be creative. It is much less simple to argue, however,
that organizations can be the originators of ideas. Creativity of organizations is there-
fore presumably something different than creativity of individuals. It may be a property
