Post on 27-Mar-2015
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Journal of Information Systemsjis@sc.edu
• Why JIS exists• FYI Statistics• The future of AIS
research
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Why JIS?
Source: Stone, D.N. Researching the Revolution: Prospects and Possibilities. Journal of Information Systems 16(1): 1-6.
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Why JIS?
Source: Stone, D.N. Researching the Revolution: Prospects and Possibilities. Journal of Information Systems 16(1): 1-6.
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New Submissions 1998-2005
0
10
20
30
40
50
60
70
1998-1999
1999-2000
2000-2001
2001-2002
2002-2003
2003-2004
2004-2005
Year
# s
ub
mis
sio
ns
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First Round Turn Around Times
0
20
40
60
80
100
1999-2000
2000-2001
2001-2002
2002-2003
2003-2004
2004-2005
2005-2006
Days
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Acceptance RatesAAA Method
• Accepted papers divided by papers accepted + rejected + withdrawn + work-in-process
• 2002-2003 = 16.1%• 2003-2004 = 17.3%• 2004-2005 = 20.2 %
Decision Method
• Accepted papers divided by papers accepted + rejected + withdrawn
• 2002-2003 = 26.0%• 2003-2004 = 31.1%• 2004-2005 = 30.9%
Smaller WIP = higher %
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JIS Trends
Recently Accepted• Archival• Essays• Experiments• Field/case studies• Surveys• Design Science• Other
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Special ForumThe Role of Technology in Accounting in the
New Information Era
• Guest editors– Chris Wolfe– Bruce Dehning
• Benefit of Forum
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Thank you• 23 manuscripts submitted jointly to JIS and
conference• Five associate editors reviewed 18 papers• 49 reviews completed by editorial board
members and ad-hoc reviewers• 45 days on average from date manuscript
received to date of editor’s JIS letter• Kelvin processed at least 270 pieces of
correspondence within this time frame
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The Future of Accounting Research
Disclaimer:
Generalities not particulars
Not just authors – also reviewers
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Institutional Isomorphism
• Organization change occurs as the result of processes that tend to make organizations more similar without necessarily making them more efficient.
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How Do Fields of Human Endeavor Develop?
InitialStages of FieldDevelopment
InstitutionalIsomorphism
CompetitiveIsomorphism
Diversity in approach and form
Competitive, regulatory,and professional pressures encourage conformity
Large numbers of similar organizations produce more similarity for similarity sake
Source: DeMaggio, P.J. and W. W. Powell. 1983. The Iron Cage Revisited: Institutional Isomorphism and Collective Rationalityin Organization Fields American Sociological Review 48: 147-160.
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Competitive Pressures on Accounting Research
• Academic credibility
• Policy making
• Practice
• Pedagogy
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Institutional Isomorphic Pressures
Coercive isomorphism• Pressures exerted by other organizations
upon which one is dependent• Stems from:
– Cultural expectations– Ritualized controls of credentials and group
solidarity
• Social Science versus Economics paradigms
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Institutional Isomorphic Pressures
Mimetic processes
• Occurs when:– technologies are complex and poorly
understood– goals are ambiguous– Uncertain environment
• Organizations tend to model themselves on other organizations
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Institutional Isomorphic Pressures
Normative pressures
• The collective struggle of members of an occupation to– define the conditions and methods of their work– to control the production of producers– to legitimatize occupational autonomy
• AAA Journals
Notes
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Institutional Isomorphism
• Strategies that are rational for individual organizations may not be rational if adopted by large numbers. Yet the very fact that they are normatively sanctioned increases the likelihood of their adoption.
• Counter Intuitive Result: Change leads to less diversity
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What Kind of Research Will I Do?
What makes the most
contribution to accounting?
What is most likely to be published in “top” accounting journals?
Is my research main-stream?
What research is highly prized by my
peers?
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The Accounting Profession
Integrated, comprehensive
design
Patches to address
environmental changes
Brittle: no longer an integrated solution
Notes
Redesign
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What is the Solution?
Current State• Historical• Descriptive Theories
of what is• Mono-Method bias• Battle lines drawn
according to Methodology
Needed State• Future• Predictive Theories
about what may be• Research cycle
approach• Battle lines drawn
according to theory