Today’s healthcare workers, specifically nurses, are experiencing technostress associated with the use of healthcare information technology (HIT). Technostress is often characterized by IS researchers as negative, or as being on the “dark side” of technology. However, a broader reading of the stress literature suggests that technostress may be both positive and negative, and can therefore have a “bright side” in addition to a dark side. The objective of this study is to conceptualize a holistic technostress process that includes positive and negative components of technostress embedded in two subprocesses: the techno-eustress subprocess and the techno-distress subprocess, respectively. The study instantiates this holistic technostress model through a sequential mixed-methods research design in the context of HIT. Phase 1 of the design is a qualitative, interpretive case study involving interviews with 32 nurses. Based on the findings from the case study, the paper builds a research model that operationalizes the concepts embedded in the holistic technostress model and identifies contextually relevant challenge and hindrance technostressors and outcomes. In Phase 2, the research model is empirically validated by analyzing survey data collected from 402 nurses employed in the United States. Results reveal that several challenge and hindrance technostressors are related to positive and negative psychological responses, respectively, and that such responses are related to job satisfaction and attrition, which impact turnover intention. Contributions to theory and practice are also discussed.

Although technologies spurred by the “Internet of things” are increasingly being introduced in homes, only a few studies have examined the adoption or diffusion of such household technologies. One particular area of interest in this context is electricity consumption, especially the introduction of smart metering technology (SMT) in households. Despite its growing prominence, SMT implementation has met with various challenges across the world, including limited adoption by consumers. Thus, this study empirically examines the antecedents of SMT adoption by potential consumers. Using a mixed-methods design, the study first unearths the SMT-specific antecedents, then develops a contextualized model by drawing on theories from motivational psychology and the antecedents identified earlier, and finally tests this model using a large-scale survey of German consumers. The results provide support for many of the hypotheses and highlight the importance of motivational factors and some household demographic, privacy, and innovation-related factors on consumers’ intention to adopt SMT.

Contemporary business organizations are increasingly turning their attention to jointly creating value with a variety of stakeholders, such as individual customers and other business organizations. However, a review of the literature reveals that very few studies have systematically examined value cocreation within business-to-business (B2B) contexts. Using a revelatory case study of the relationship between an ERP vendor with a global reputation and its partners, and informed by the resource-based view of the firm and related theoretical perspectives, we develop an understanding of value cocreation in B2B alliances associated with selling, extending, and implementing packaged software, specifically ERP systems. Our study reveals that there are different mechanisms underlying value cocreation within B2B alliances, and also points to several categories of contingency factors that influence these mechanisms. In addition to providing insights about the phenomenon of cocreation itself, the study contributes to the stream of packaged software literature, where the implications of value cocreation in alliances between packaged software vendors and their partners for the client organizations have not been sufficiently explored.

As the highest level of cloud computing delivery model, Software-as-a-Service (SaaS) has gained considerable popularity in the industry as a new way of deploying IT solutions, due to its low cost and high elasticity. However, the new business model associated with SaaS highlights the importance for SaaS vendors to understand how to retain customers in a hyper-competitive market. In particular, increasing customer retention and preventing customers from replacing the adopted SaaS applications has become a crucial task for all SaaS vendors. In this study, using a mixed-methods approach, and drawing on the cognitive–affective–conative– action (CACA) framework, we investigate the IS replacement phenomenon in the context of SaaS-delivered applications. Our qualitative study allows us to develop an IS-centric view of customer commitment by differentiating between organizations’ commitment to the SaaS application and to the cloud computing technology in general, while the subsequent quantitative study validates the difference between the two types of commitment and helps understand how they together influence organizations’ intentions to replace a SaaS application. Our results generate important theoretical implications for research on IS replacement and clarifies the concept of customer commitment. We also offer practical guidelines to SaaS vendors on how to retain customers so as to survive/thrive in this competitive market.

Value destruction is intertwined with value co-creation in the technology alliances and ecosystems; this is a key reason that most partnerships fail in the real world. Managers and policymakers will be enabled to identify destructive behavioral signals right from the onset drawing on our findings that opportunism, unjust appropriation of rents, shirking, exploitation of asymmetric power, and undue dependence can initiate the value destruction process. For the partners in an ecosystem, our findings underscore that opportunistic and exploitative behaviors do not pay off in the long run as these result in collateral and unintended losses for all. Dominant partner’s opportunism and exploitation of power asymmetry could give rise to a proverbial “pack of wolves,” a collective of resentful partners, for “challenging/killing the lion”—replacing the hub firm itself. In this vicious cycle, original intent of value co-creation gets lost with multidimensional losses on multiple fronts to the extent that opportunities open up even for the competitors with the help of hub’s former resentful complementors. Equipped with this knowledge, leaders can proactively manage ecosystem relationships keeping them on the path of originally intended value co-creation by remaining alert toward catching the signals of value destruction and reverting it deftly toward value co-creation.

This commentary explores multiple perspectives on the potential use of digital technologies to improve organizational resilience in the context of climate change. Such an approach is needed to address this complex problem space, especially since it encompasses a wide variety of phenomena, including floods and landslides, disruptions to global supply chains, heat waves, biodiversity loss, greenhouse gas emissions, and food insecurity. We assembled a diverse set of five scholarly teams specializing in multiple problem topics, research approaches, and theoretical perspectives on this project. Each team identified and problematized a specific facet of digital resilience for the climate crisis. The perspectives cover a range of rich narratives, including digital resilience in the context of floods and landslides in Brazil and Indonesia, conceptual development efforts incorporating the natural environment with people and technology, reconceptualization of the problem space in terms of time and type, and two applications of digital resilience in the domains of global supply chains and carbon emissions tracking. This research commentary thus presents a multi-perspective examination and interrogation of digital resilience for addressing the climate crisis, out of which four transcending themes emerge: the need to integrate nature into sociotechnical thinking, the need to examine actions at both micro and macro levels, the need to include both reactive and proactive strategies, and the need to view climate crisis as a process rather than a series of events. This commentary aims to motivate other scholars who take diverse theoretical perspectives to join us in developing fundamental knowledge and practical solutions needed to achieve digital resilience for the climate crisis.