Présentation virtuelle de Dr. Jay Barney, Presidential Professor of Strategic Management, at the David Eccles School of Business, University of Utah, and « Editor-in-Chief » of The Academy of Management Review.

Why Resource-based Theory’s Model of Profit Appropriation Must Adopt a Stakeholder Perspective. The debate about whether firms should focus on maximizing shareholder wealth or address the interests of their stakeholders has, we’re afraid, generated more heat than light. This is because most of this debate has taken place in the extremes— »firms must only focus on maximizing shareholder wealth” or “managers must focus on the interests of all their stakeholders.” But, both extremes are difficult to defend. First, consider the decision to only maximize shareholder wealth. Here is the “deal” that a “shareholder supremist” offers to its non-shareholder stakeholders: You work like crazy, demonstrate loyalty and commitment, and make the kinds of investments in my firm that are necessary for us to generate economic profits–and we will give all the profits you helped create to our shareholders. Deal or no deal?

Présentation virtuelle de Joseph (Joe) S. Valacich, Professor of Management Information Systems, at the Eller College of Management, University of Arizona.

Rigor, Relevance and Practical Significance: A Real-Life Journey to Organizational Value. As the information systems discipline continues to evolve and mature, there is ongoing debate on what type of research should be valued and encouraged. The field has weighed the value of rigor over relevance, and vice versa. Increasingly, many believe that relevance and practical significance should be valued as equally important, if not more so, than rigor and statistical significance. In this talk, we will explain our research journey from rigorous foundational research, to more relevant studies with practical significance, and, finally, crossing the last mile of research value, to organizational value. We define organizational value and describe several ways for measuring the organizational value of your research. It is our belief that all research is valuable depending on where you are in your own journey. We also believe that to understand and demonstrate organizational value, you must first understand and demonstrate statistical and practical significance as well as relevance. However, statistical and practical significance as well as relevance are necessary but insufficient to provide organizational value. Our hope is that our experience helps you better navigate your own journey towards more impactful research.

Présentation virtuelle de Andrew Burton-Jones, Professor of Business Information Systems, at the University of Queensland Business School, and incoming « Editor-in-Chief » of the MIS Quarterly Journal.

A Vision for MISQ 2021-2023 and an Early Look at Next-Generation IS Theories. (Désolés pour le résumé en anglais). In this talk, Dr. Burton-Jones will provide his thoughts on the current state of MIS Quarterly and a possible vision for the journal for the coming years. In particular, he will describe how the journal’s many strengths can be sustained and how opportunities and risks can be addressed going forward. Dr. Burton-Jones will also provide insights from the current work on the MIS Quarterly Special Issue on “Next Generation Information Systems Theories.” Theorizing serves as the intellectual engine of a scientific field, and this special issue aims to provide inspiration and direction for where the intellectual engine of our field is heading. The talk will provide an opportunity for faculty and students to ask questions about the state of MIS Quarterly and the role and trajectory of theorizing in the journal.

Panel virtuel avec conférenciers invités provenant de l’industrie.

Digital Transformation in Times of Crises. This panel brings together five speakers from various industry sectors—banking, beverages and consumer goods, consumer technology, health, and global food supply chain—to learn about the effects of crises on digitization efforts, best practices of digital transformation during crises, the digitization challenges of the future, and the role of industry-academia collaborations in addressing future challenges. The panel will consist of short introductory lightning talks by each of the industry speakers, a panel discussion, and a moderated Q&A with the audience.

Présentation virtuelle de Ola Henfridsson, Professor of Business Technology, at Miami Herbert Business School, Univ. of Miami.

Algorithmic management of work on online labor platforms: When matching meets control (in collaboration with M. Moehlmann, L. Zalmanson, and R. Gregory). Online labor platforms (OLPs) can use algorithms for managing work along two dimensions: matching and control. While previous research has paid considerable attention to how OLPs optimize matching and accommodate market needs, OLPs can also employ algorithms to monitor and tightly control many aspects of platform work. In this paper, we examine how platform work on OLPs exhibits this type of control, and the role of algorithmic management in organizing how such work is conducted. Through a qualitative study of Uber drivers’ perceptions, supplemented by interviews with Uber executives and engineers, we present a grounded theory that captures algorithmic management of work on OLPs. In the context of both algorithmic matching and algorithmic control, platform workers experience tensions relating to execution, compensation, and belonging. We show that these tensions trigger market-like and organization-like response behaviors by platform workers. Our research contributes to the emerging literature on OLPs.

Youngjin Yoo, Professor in Entrepreneurship and Professor of IS, Dept. of Design & Innovation, Weatherhead School of Management / Case Western Reserve University

Organizing in the age of Organic Machines. Throughout the history, human design and use tools to augment or replace its innate abilities. Machines are devices that are designed to have a set of material capabilities to afford and constrain human efforts (Gibson, 1986). From simple stone wedges, inclined planes, wheels and levers, to more complex machines like automobiles, airplanes, space crafts and nuclear plants, machines have played decisive roles in shaping the society and economy (Sennett, 2008). All machines take inputs, process them, and produce certain outputs. Until recently, all machines have been inorganic. We are now witnessing the emergence of a completely different kind of machine, which we refer to as organic machines.