Articles Published by MSIM Students

 

Robertson, C. (MSIM Alum), Efthimiadis, E. N., & Hammond, K. W. (2008). Assessing Information Value in Computerized Patient Care Documentation Systems: Nurse Documentation Usage in the VA Computerized Patient Record System. AMIA 2008 Annual Symposium. Washington, DC, AMIA.[poster]

Cam, K. M. (MSIM Alum), Efthimiadis, E. N., & Hammond, K. W. (2008). An Investigation on the Use of Computerized Patient Care Documentation: Preliminary Results. In HICSS-41: IEEE Hawaii International Conference on System Sciences, Waikoloa, Big Island, Hawaii., January 7-10, 2008. http://faculty.washington.edu/efthimis/pubs/Pubs/cam.efthi.ham.VA-CPD.hicss08.subm.pdf

• Abstract: We report results of a pilot study on the use of the Department of Veterans Affairs (VA) computerized patient care documentation system by three stakeholder groups: doctors, nurses, and administrators. The study is informed by the Cognitive Work Analysis methodology. Results identified both benefits of using the system as well as limitations. Based on these findings, design recommendations will be developed and validated in a larger follow-up multi-site study.

Sweers, N.D. (MSIM Day Student) and Desouza, K.C. “Shh!  It’s Vive La Résistance…,” Journal of Business Strategy, Forthcoming.

• Abstract: This case study highlights the challenge of dealing with underground resistance when leading organizational change. Underground resistance has deterred many change management efforts. Moreover, strategies to address underground resistance are still at a nascent stage of development in management practice and literature. The case tells the story of Sam Bridgeport, a Senior Partner at a major consulting firm in Seattle, who has been charged with leading a restructuring effort that will significantly affect the everyday operations of the organization.  Unlike past change management initiatives, which often failed, Sam was wise to encourage employee participation from the start.  As a result, Sam was able to mitigate most of the opposition against his plan, but he soon finds out that he gravely underestimated the natural human tendency to resist change.  Sam discovers a covert, underground resistance effort is quickly gaining steam, and he must put a stop to it before it’s too late.
• Executive response by: Mark R. Jones, CEO, The Sunyata Group; George Head, Senior Vice President Broadband Services for Stratos Global.

Keller, J. (MSIM Alum), Desouza, K.C., and Lin, Y. (PhD in Information Science Student),  "Dismantling Terrorist Networks: Evaluating Strategic Options Using Agent-Based Modeling," Technology Forecasting and Social Change, Forthcoming.

• Abstract: Dismantling dark networks remains a critical goal for the peace and security of our society. Terrorist networks are the most prominent instantiation of dark networks, and they are alive and well. Attempts to preemptively disrupt these networks and their activities have met with both success and failure. In this paper, we examine the impacts of four common strategies for dismantling terrorist networks. The four strategies are: leader-focused, grassroots, geographic, and random. Each of these strategies has associated pros and cons, and each has different impacts on the structure and capabilities of a terrorist network. Employing a computational experimentation methodology, we simulate a terrorist network and test the effects of each strategy on the resiliency of that network. In addition, we test scenarios in which the terrorist network has (or does not have) information about an impending attack. Our work takes a structural perspective to the challenge of addressing terrorist networks. Specifically, we show how various strategies impact the structure of the network in terms of its resiliency and capacity to carry out future attacks. This paper also provides a valuable overview of how to use agent-based modeling for the study of complex problems in the terrorism, conflict studies, and security studies domains.

Bhagwatwar, A. (MSIM Day Student), Atesci, K. (MSIM Day Student), , Deo, T. (MSIM Day Student), Desouza, K.C., and Baloh, P. “Business Process Outsourcing: A Case Study of Satyam Computers,” International Journal of Information Management, Forthcoming.

• Abstract: The prominence of business process outsourcing (BPO) continues to intensify in today’s hyper-competitive marketplace. Engaging in BPO can help an organization focus on its core competencies, while gaining specialized knowledge, skills, and processes in auxiliary spaces. The literature is laden with evidence that engaging in a BPO will help organizations secure financial, operational, and even strategic advantages. While there is little doubt that organizations can attain these benefits, few BPO arrangements work out as planned. Managing risks in BPO arrangements is paramount. In this case analysis, we describe a significant failure through chronological description of scandals that took place at one of India’s largest outsourcing vendors, Satyam Computer Services. In describing the study, we draw attention to the fact that organizations need to (1) improve their sensing capabilities and keep abreast of strategic transformations at their outsourcing vendors, (2) be able to plan for and execute contingency plans, and (3) balance the risks and rewards of BPOs in terms of knowledge and capabilities dependencies.

Yuttapongsontorn, N. (MSIM Day Student), Desouza, K.C., and Braganza, A. “Complexities of Large-Scale Technology Project Failure:  A Forensic Analysis of the Seattle Popular Monorail Authority,” Public Performance & Management Review, 31 (3), 2008, 443-478.


Smart, B.A. (MSIM Graduate 2008), and Desouza, K.C. “Overcoming Technology Resistance,” Business Strategy Review, 18(4), 2007, 25-28.

Moon, J. (MSIM Graduate 2009), and Desouza, K.C. “Customer Managed Knowledge Factories,” Business Information Review, Forthcoming.

• Abstract:  Most organizations spend millions, if not billions, on knowledge management. There is no doubting the fact that organizations must manage knowledge if they are to be successful, or even survive, in the marketplace. While this remains an accepted fact, one thing has changed over the last few years – the role of the organization in how knowledge is managed. This transformation is especially visible when it comes to managing knowledge from external sources. The most important source are the customers (users), both current and future, of an organization’s products and services. Organizations need to relinquish control over customer knowledge management. Customers will, and in many cases, already are taking on a more active role in managing knowledge for the benefit of the organization. The organization should not try to duplicate this nor try to force the customers into a top-down mode of knowledge management. Instead, the ideal organization will find ways to leverage the grassroots, and customer driven, knowledge factories that emerge around them. In this paper, we develop the concept of customer managed knowledge factories and share examples on how the concept is implemented in leading organizations.

Ellis, P.C. (MSIM Graduate 2009), and Desouza, K.C. “On Information Management, Environmental Sustainability, and Cradle to Cradle Mentalities, A Relationship Framework,” Business Information Review, 26 (4), 2009, 257-264.

• Abstract: Attempting to merge the topics of environmental sustainability and information management, this article works towards defining both fields and constructing a viable framework that creates a strong relationship between the two topics. Reviewing literature on information management and environmental sustainability, the authors argue that the two topics must become inseparable — the work in one discipline must inform and advance the other. The need to do so is further underscored by the evolving nature of both disciplines.