Table of Contents

• Information technology: highway to heaven or road to hell?Libby Flanagan. 19-22 [doi]
• Information systems planning and entrepreneurial culture in medium-sized enterprisesPanagiotis Lybereas, Nikolaos A. Mylonopoulos, Georgios I. Doukidis, Robert D. Galliers. 23-32 [doi]
• A transaction-based approach to strategic information systems formulationRamon O'Callaghan, Rafael Andreu. 33-50 [doi]
• Relationships in outsourcing: Contracts and partnershipsGuy Fitzgerald, Leslie P. Willcocks. 51-66 [doi]
• Executive information systems as repositories of organizational understandingFrederick P. Wheeler. 67-74 [doi]
• Data derivation in information systemsAnette Kirschenbauer, Robert Winter. 75-87 [doi]
• Computer-based support for executive teams in organizations in high-velocity environmentsSven A. Carlsson. 88-95 [doi]
• Managers and information systemsAndrew Doswell. 96-118 [doi]
• The roles and success of IS steering committees: An empirical evaluationMarkku Sääksjärvi. 119-130 [doi]
• Adoption of innovations and the role of the data processing manager in the IT strategy processTor Jarl Trondsen, John A. Sharp. 131-152 [doi]
• Design in an organizational context - an experimentKeld Bødker, Finn Kensing. 153-164 [doi]
• The informatization of St Petersburg: A growth pathMichael I. Smirnov. 165-174 [doi]
• Lessons in the application of systems analysis in developing countriesSimon Bell, Pam J. Mayhew. 175-194 [doi]
• EDI in Greece: Rationale, applications and benefitsGeorgios I. Doukidis, Anna Fragopoulou, Steve Smithson. 195-208 [doi]
• Strategic use of information technology: Concept, meaning and measurementNordin H. Zain, Keith Fletcher. 209-222 [doi]
• Critical information systemsCiaran Murphy, Frédéric Adam. 223-236 [doi]
• Strategic MIS planning parametersFrancis N. Pavri, Nancy C. Shaw, James Soo Keng Ang. 237-250 [doi]
• Factors for success in the adoption of CASE: An empirical studyPaul N. Finlay, Andrew C. Mitchell. 251-260 [doi]
• Fuzzy techniques and database technology: A blessed marriageRita M. M. De Caluwe, Nancy Van Gyseghem, R. Vandenberghe. 261-272 [doi]
• An empirical study of strategic inter-organisational systems: Accountants as surrogates for EDI useJui-Chih Chen, Bernard C. Williams, David M. Lawrenson. 273-284 [doi]
• Basic needs policy-making framework based on the use of the cognitive mapping procedure and executive support systemsIdir Moualek. 285-294 [doi]
• Choosing appropriate approach for research on user participation: A literature reviewLei Lei. 295-310 [doi]
• Lessons from an electronic marketDonald Peters, Brian Andrews. 311-324 [doi]
• Contexts in interpreting methodology: Addressing paradoxical situationHeather Watson, Trevor Wood-Harper. 325-338 [doi]
• Information resource management: A critical analysis of a new intellectual technologyJohn K. Christiansen, Jan Mouritsen. 339-358 [doi]
• Euromethod: The lessons from SSADMPeter Middleton. 359-368 [doi]
• The case for non-alignment of information, systems and business strategiesJanice M. Burn. 369-376 [doi]
• Fourth generation information management: IT-conscious corporate managementWalter Brenner. 377-390 [doi]
• Some empirical evidence on IS strategy alignment in bankingWalter Baets. 391-406 [doi]
• IT implementation as organizational innovationW. M. De Jong, J. L. Simons. 407-423 [doi]
• Service task allocation as internal marketRainer Alt, Stefan Klein, Christoph Kuhn. 424-433 [doi]
• Computer-based systems and organizational control structures: A case study developmentFrancis A. Wilson, Nathalie N. Mitev. 434-448 [doi]
• Interorganizational relationships and information technology: A conceptual synthesis and a research frameworkBen M. Bensaou, N. Venkatraman. 449-462 [doi]
• Between heterarchies and serendipity: Exploring the development of international information systemsHans P. Lehmann. 463-486 [doi]
• Information management transfer over sector, space and timeSam J. Waters. 487-502 [doi]
• In search of a strategy for the successful implementation of information technology at low costD. Rajan Anketell. 503-512 [doi]
• Barriers to successful implementation of information technologyKeith Fletcher, George Wright. 513-532 [doi]
• The 'transfer of rationality': Acceptability, adaptability and transparency of methodsErik Stolterman. 533-542 [doi]
• Business process-orientation in IS managementBettina Schwarzer. 543-552 [doi]
• Business process monitoringHubert Österle, R. Saxer, T. Hüttenhain. 553-568 [doi]
• The effect of investing resources in information technology on the performance of an organisationSam Lubbe. 569-592 [doi]
• On the relevance of the declared Shabda knowledge representation scheme in Sanskrit to the design of data structures for computer systemsNandish V. Patel. 593-604 [doi]
• Knowledge-based systems and information systems methodologies: Strategic planning and the selection of expert systems applicationsNathalie N. Mitev. 605-616 [doi]
• Expert systems in banking: British scene-a preliminary reportYuan Pu Shao, Charles Oppenheim. 617-630 [doi]
• Reflections on EDIFACT: Seven issues for the future international EDI message standardizationAiri Salminen. 631-642 [doi]
• Benefits and barriers to adopting EDI in the UK: A sector survey of British industriesBenita Cox, Sherine Ghoneim. 643-654 [doi]
• User participation in the development of inter-organisational systemsAngèle L. M. Cavaye, Paul B. Cragg. 655-680 [doi]
• Soft dialectics: Structured handling of problem situations in system developmentTone Bratteteig, Leikny Øgrim. 681-690 [doi]
• The systems development dilemma: Whether to adopt formalized systems development methodologies or not?Brian Fitzgerald. 691-706 [doi]
• Information systems development with generic systemsJørgen P. Bansler, Erling C. Havn. 707-718 [doi]
• Information infrastructure as a basis for business process redesign: Results of a case studyR. J. van den Berg, A. C. M. van den Hurk, H. Maassen, Jos J. M. Trienekens. 719-728 [doi]
• Organizational morphology in re-engineeringRonald K. Stamper, Kecheng Liu, Kaiyin Huang. 729-738 [doi]
• Team-based business process redesignJuha Pärnistö. 739-748 [doi]
• An interactive learning mechanism for encouraging the strategic use of information systemsGwo-Guang Lee, Tom G. Gough. 749-758 [doi]
• Cognitive mapping for information requirements determination in the learning organizationJudy McKay, Peter Marshall, Donald McDermid. 759-770 [doi]
• Information systems: social technology in social systemsEdgar A. Whitley, Susan Darking. 771-778 [doi]
• The role of benchmarking services in demonstrating IS effectiveness to senior managementMary Lacity, Rudy Hirschheim. 779-794 [doi]
• The evaluation of investment in multimediaAnnet Nottinghma-Schaafsma, Marcus J. Cent. 795-804 [doi]
• A model of the information systems evaluation process: a synthesis of politico- rational and interpretivist viewsChris Sauer. 805-824 [doi]
• The systems analyst as political agent: an empirical study of user requirements determinationSamar Mouakket, John A. A. Sillince, F. A. Fretwell-Downing. 825-852 [doi]
• How to deal with complex information systemsBas K. Brussaard, Theo J. G. Thiadens. 853-866 [doi]
• Data modelling of accounting systems based on time-oriented structures of contractsHolger Dresing, Joachim Fischer. 867-872 [doi]