Journal of Information Systems jis@sc

1. Journal of Information Systemsjis@sc.edu • Why JIS exists • FYI Statistics • The future of AIS research

2. Why JIS? Source: Stone, D.N. Researching the Revolution: Prospects and Possibilities. Journal of Information Systems 16(1): 1-6.

3. Why JIS? Source: Stone, D.N. Researching the Revolution: Prospects and Possibilities. Journal of Information Systems 16(1): 1-6.

4. New Submissions 1998-2005

5. Days

6. AAA Method Accepted papers divided by papers accepted + rejected + withdrawn + work-in-process 2002-2003 = 16.1% 2003-2004 = 17.3% 2004-2005 = 20.2 % Decision Method Accepted papers divided by papers accepted + rejected + withdrawn 2002-2003 = 26.0% 2003-2004 = 31.1% 2004-2005 = 30.9% Acceptance Rates Smaller WIP = higher %

7. Recently Accepted Archival Essays Experiments Field/case studies Surveys Design Science Other JIS Trends

8. Special ForumThe Role of Technology in Accounting in the New Information Era • Guest editors • Chris Wolfe • Bruce Dehning • Benefit of Forum

9. 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

10. The Future of Accounting Research Disclaimer: Generalities not particulars Not just authors – also reviewers

11. Institutional Isomorphism • Organization change occurs as the result of processes that tend to make organizations more similar without necessarily making them more efficient.

12. How Do Fields of Human Endeavor Develop? InitialStages of FieldDevelopment CompetitiveIsomorphism InstitutionalIsomorphism Diversity in approach and form Large numbers of similar organizations produce more similarity for similarity sake Competitive, regulatory,and professional pressures encourage conformity 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.

13. Competitive Pressures on Accounting Research • Academic credibility • Policy making • Practice • Pedagogy

14. 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

15. 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

16. 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

17. 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

18. What Kind of Research Will I Do? What is most likely to be published in “top” accounting journals? What makes the most contribution to accounting? Is my research main-stream? What research is highly prized by my peers?

19. The Accounting Profession Integrated, comprehensive design Patches to address environmental changes Brittle: no longer an integrated solution Redesign Notes

20. 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 What is the Solution?