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THE STRATEGIC ASSOCIATION BETWEEN ENTERPRISE CONTENT

MANAGEMENT AND DECISION SUPPORT

A dissertation submitted in partial fulfillment of the requirements for the degree of Doctor of

Philosophy at Virginia Commonwealth University

By:

JAFFAR AHMAD ALALWAN

Master of Business Administration (Management Information Systems and Marketing),

University of Scranton, PA, USA, 2007

Bachelor of Science (Business Administration),

King Abdul Aziz University, Saudi Arabia, 2003

Dr. Heinz Roland Weistroffer (Chair), Associate Professor, Information Systems

Dr. Manoj Thomas (Co-Chair), Assistant Professor, Information Systems

Virginia Commonwealth University, USA

Virginia Commonwealth University

Richmond, Virginia

May, 2012

INFORMATION TO ALL USERS The quality of this reproduction is dependent on the quality of the copy submitted.

In the unlikely event that the author did not send a complete manuscript and there are missing pages, these will be noted. Also, if material had to be removed,

a note will indicate the deletion.

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P.O. Box 1346 Ann Arbor, MI 48106 - 1346

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UMI Number: 3503629

iii

Table of Contents

Table of Contents ......................................................................................................................................... iii

List of Figures ................................................................................................................................................ v

List of Tables ................................................................................................................................................ vi

List of Acronyms .......................................................................................................................................... vii

ABSTRACT ................................................................................................................................................... viii

1. INTRODUCTION ..................................................................................................................................... 1

1.1 BACKGROUND AND DEFINITIONS ....................................................................................................... 1

1.2 MOTIVATION FOR THE RESEARCH ...................................................................................................... 3

1.3 RESEARCH OBJECTIVES, QUESTIONS, AND METHODOLOGY .............................................................. 5

2. LITERATURE REVIEW .............................................................................................................................. 7

2.1 SELECTION OF ECM PUBLICATIONS .................................................................................................. 10

2.2 LITERATURE ANALYSIS ...................................................................................................................... 12

2.3 CONCLUSION FROM LITERATURE ANALYSIS ..................................................................................... 21

2.4 SUMMARY ......................................................................................................................................... 24

3. RESEARCH METHODOLOGY ................................................................................................................. 26

3.1 PHASE 1: STRATEGIC CAPABILITIES OF ECM ..................................................................................... 26

3.2 PHASE 2: STRATEGIC MANAGEMENT FRAMEWORK ........................................................................ 28

4. HYPOTHESES AND MODEL DEVELOPMENT ......................................................................................... 35

4.1 HYPOTHESE DEVELOPMENT: INVESTIGATING THE STRATEGIC (DECISION-MAKING) CAPABILITIES

OF ECM .................................................................................................................................................... 35

4.2 DEVELOPMENT OF THE STRATEGIC MANAGEMENT FRAMEWORK.................................................. 41

4.3 SUMMARY ......................................................................................................................................... 53

5. RESULTS OF PHASE I: STRATEGIC CAPABILITIES OF ECM ..................................................................... 55

5.1 THE MEASUREMENT MODEL ............................................................................................................ 57

5.2 THE STRUCTURAL MODEL ................................................................................................................. 59

5.3 SUMMARY ......................................................................................................................................... 61

6. RESULTS OF PHASE II: EVALUATION OF THE PROPOSED FRAMEWORK .............................................. 63

6.1 DESCRIPTIVE ANALYSIS (SCENARIOS) ................................................................................................ 63

6.2 OBSERVATIONAL EVALUATION (CASE STUDY) .................................................................................. 72

6.3 SUMMARY ......................................................................................................................................... 88

7. CONCLUSION ....................................................................................................................................... 92

7.1 SUMMARY AND CONTRIBUTION ...................................................................................................... 92

7.2 LIMITATIONS AND FUTURE RESEARCH DIRECTION .......................................................................... 95

REFERENCES ................................................................................................................................................ 97

APPENDICES .............................................................................................................................................. 106

A: Number of ECM publications in journals .......................................................................................... 106

B: Number of ECM publications in conferences ................................................................................... 107

C: Survey variables, their measures, and related literature ................................................................. 108

D: Survey instrument ............................................................................................................................ 110

E: The reviewed ECM papers and books ............................................................................................... 117

F: Table shells that are used to gather the case study data ................................................................. 128

List of Figures

Figure 2.1: Distribution of ECM publications by year ................................................................................. 11

Figure 2.2: Main perspectives of ECM research ......................................................................................... 13

Figure 3.1: Designed artifacts and their types in the terms of Hevner et al. (2004) .................................. 33

Figure 4.1: Content lifecycle and DS activities (the figure is based on ECM literature and Mintzberg et al.

1976) ........................................................................................................................................................... 37

Figure 4.2: The proposed hypotheses ......................................................................................................... 40

Figure 4.3: Formal strategic planning for ECM ........................................................................................... 44

Figure 4.4: Four perspectives (Tyrvainen et al. 2006) ................................................................................ 45

Figure 4.5: The ECM balanced scorecard versus the original balanced scorecard ..................................... 46

Figure 4.6: ECM balanced scorecard-strategy Map ................................................................................... 52

Figure 5.1: The structural model ................................................................................................................. 60

Figure 6.1: ImageNow balanced Scorecard-strategy map for Graduate Admission department .............. 70

Figure 6.2: Divisions of the police department ........................................................................................... 74

Figure 6.3: ImageNow strategy map of ABO division ................................................................................. 81

Figure 6.4: ImageNow workflow in ABO division ........................................................................................ 83

Figure 6.5: ImageNow configuration in ABO division ................................................................................. 84

List of Tables

Table 1.1: Research questions, objectives and methodolgoy ....................................................................... 6

Table 2.1: Number of ECM publications ..................................................................................................... 11

Table 2.2: Proposed ECM research agenda ................................................................................................. 22

Table 3.1: Design-science research guidelines (Hevner et al. 2004), and related points from this research

.................................................................................................................................................................... 31

Table 3.2: Evaluation methods of design science artifacts ......................................................................... 31

Table 4.1: ECM balanced-scorecard ............................................................................................................ 49

Table 5.1: The distribution of respondents by department ........................................................................ 56

Table 5.2: Descriptive statistics of respondents ......................................................................................... 57

Table 5.3: Reliability results ........................................................................................................................ 57

Table 5.4: Discriminant validity results ....................................................................................................... 58

Table 5.5: Results of factor loadings and cross loadings ............................................................................. 59

Table 5.6: Results of hypotheses testing ..................................................................................................... 61

Table 6.1: Description of the evaluation methods ...................................................................................... 63

Table 6.2: BSC of ImageNow system in the Graduate Admission department ........................................... 67

Table 6.3: Case study protocol (Yin, 2009) .................................................................................................. 73

Table 6.4: ImageNow BSC for ABO division in the Police department ....................................................... 79

Table 6.5: Four quality tests of the case study ........................................................................................... 91

vii

List of Acronyms

BSC Balanced Scorecard

DSS Decision Support Systems

ECM Enterprise Content Management

FSP Formal Strategic Planning

IS Information Systems

KM Knowledge Management

PLS Partial Least Squares

REDCap Research Electronic Data Capture

SEM Structural Equation Modeling

SMF Strategic Management Framework

GA Graduate Admission

KSF Key Success Factors

ABO Administration and Business Operations

FERPA Family Educational Rights and Privacy

Act

viii

ABSTRACT

To deal with the increasing information overload and with the structured and unstructured data

complexity, many organizations have implemented enterprise content management (ECM)

systems. Published research on ECM so far is very limited and reports on ECM implementations

have been scarce until recently (Tyrväinen et al. 2006). However, the little available ECM

literature shows that many organizations using ECM focus on operational benefits while strategic

decision-making benefits are rarely considered. Moreover, the strategic capabilities such as

decision making capabilities of ECM are not fully investigated in the current literature. In

addition, the literature lacks a strategic management framework (SMF) that links strategies,

business objectives, and performance management although there are several published studies

that discuss ECM strategy. A strategic management framework would seem essential to

effectively manage ECM strategy formulation, implementation, and performance evaluation

(Kaplan and Norton 1996; Ittner and Larcker 1997). The absence of an appropriate strategic

management framework keeps organizations from effective strategic planning, implementation,

and evaluation, which affects the organizational capabilities overall. Therefore, the objective of

this dissertation is to determine the decision support capabilities of ECM, and specify how ECM

strategies can be formulated, implemented, and evaluated in order to fully utilize the ECM

strategic capabilities. Structural equation modeling as well as design science approaches will be

adopted to achieve the dissertation objectives.

1. INTRODUCTION

1.1 BACKGROUND AND DEFINITIONS

As the business environment is getting ever more complex and competitive, the requirement of

good and timely decision-making is becoming increasingly evident, and the employment of

decision support (DS) technology is becoming not only desirable but also essential. DS

technology can reduce uncertainty and increase efficiency in the decision-making process, and

much research has been published focusing on the efficiency and effectiveness of DS systems

(Arnott 2004; Arnott and Pervan 2005). DS technology encompasses many types of systems,

including decision support systems (DSS) in its original and narrow sense (Sprague 1980), expert

systems (ES) (Luconi et al. 1986), executive information systems (EIS) (Watson et al. 1991;

Singh et al. 2002), and group decision support systems (GDSS) (DeSanctis and Gallupe 1986).

In addition, there are hybrid systems and newer types of DS technologies, often developed and

designed around specific problem contexts, including systems that make use of knowledge

management (KM) techniques (Oppong et al. 2005; Anderson-Lehman et al. 2004). For example,

by using a knowledge-based approach, Zack (2007) showed how the organizational and

technological DS systems are linked to solve knowledge-based problems.

Enterprise content management (ECM) systems are implemented in many organizations to deal

with the increasing information overload and with the complexity of the structured and

unstructured organizational data. ECM has many definitions; for instance, the ECM Association

(AIIM) defines ECM as “the strategies, methods and tools used to capture, manage, store,

preserve, and deliver content and documents related to organizational processes. ECM tools and

strategies allow the management of an organization's unstructured information, wherever that

information exists” (www.aiim.org). ECM is also defined as “the strategies, tools, processes and

skills an organization needs to manage all its information assets (regardless of type) over their

lifecycle” (Smith and McKeen 2003, p.648). ECM can be viewed as an evolutionary phase of

information management that involves the management of structured and unstructured content

through the complete content lifecycle (Boiko 2002). There appears to be a consensus in the

published research that ECM is not only a practical set of technologies but also includes

organizational concepts that involve many business perspectives (Blair 2004; Munkvold et al.

2006; Tyrväinen et al. 2006; vom Brocke et al. 2008). Rockley (2006) reported that one of the

main goals of ECM implementation is to have transparent content sharing by making different

and disparate applications (i.e. web content management, records management) interoperable.

Shared transparent content that facilitates cross-departmental collaboration, can facilitate the

capturing of knowledge and content (Jenkins, 2004).

From financial point of view, the market of ECM is appealing for many vendors. Dunwoodie

(2004) mentioned that the ECM market is estimated to be $1.54 billion; Meta Group estimated

the ECM market to be $2.3 billion in software and $7 billion in services (Content Manager,

2004). Gartner estimates the ECM software revenue to exceed $5.1 billion by 2013 (EMC

Corporation, 2009). Although there is a difference in the estimated market figures, the numbers

indicate that the ECM market is growing. The numbers also explain the reason of the great

interest that newer competitors to the market (i.e. Oracle, IBM, Microsoft) have. The senior

director of Oracle noted, “Content management is entering a period of significant change and

potentially explosive growth” (Buchheim, 2006). The market of ECM can be categorized as

commercial (i.e. IBM, EMC, Interwoven, Vignette, Microsoft and Open Text), open-source (i.e.

Plone and Mambo), and hosted systems (i.e. SpringCM and Document Commander) (Kemp,

2007). Commercial ECMs are more popular than the other two categories; Gartner has ranked

EMC Documentum as the leader of ECM 2009 (EMC Corporation, 2009).

There is considerable overlap between the concepts of ECM and KM; in fact, some researchers

consider ECM a subfield of KM, or view ECM as one specific tool of KM (Nordheim and

Päivärinta 2006). Tyndale (2002) defined Knowledge management tools as the tools that

“promote and enable the knowledge process in order to improve decision-making” (p.183); he

mentioned the following as some examples of KM tools: intranet, content management,

document management, and web portals. Duffy (2001), Lee and Hong (2002), and Carvalho et

al. (2001) suggested that ECM is one type of KM. Traditional documents and data, corporate

internet and intranet sites, extranets and external sources, are some examples of the enterprise

content. ECM allows organizations to simplify managing heterogeneous data and to process

structured, and unstructured information (O'Callaghan and Smits 2005) that are essential for the

decision-making process.

1.2 MOTIVATION FOR THE RESEARCH

Though the increased use of Enterprise Content Management (ECM) system makes it an

important topic for information systems (IS) research (Päivärinta and Munkvold, 2005),

published literature on ECM to date is limited (Tyrväinen et al., 2006). The existing ECM

literature indicates that many organizations seem to focus on operational benefits of ECM, while

the strategic long-term benefits are rarely considered. Smith and McKeen (2003) found that the

operational benefits (i.e. cost reduction and work process simplification) are the primary

initiatives for ECM adoption. Some research has analyzed the impact of ECM on organizational

performance based on efficiency and content availability (vom Brocke et al., 2010); however,

long-term benefits (i.e. supporting decision making and competitive intelligence) are not major

drivers for ECM. A more strategic approach may result in better business value from ECM as

organizations desire to do more with the accumulated information content. For example, firms

should be able to utilize the information content to increase corporate knowledge for business

decisions (Davenport et al., 2001). According to Davenport et al. (2001), less than 10% of firms

analyze their transaction data to help in decision-making. Defining and implementing an

effective ECM strategy may turn out to be one of the biggest challenges of the next decade

(Varian and Lyman, 2000).

Many organizations desire to do more with the data and information content at their disposal. For

example, many firms would like to utilize the enterprise content to generate knowledge;

however, in practice, less than 10% of firms analyze their transaction data to help in decision-

making (Davenport et al. 2001). As potential long-term benefits of ECM, the capacity for

decision-making support is not utilized to any great extent, and there appears to be strong need to

investigate the DS capabilities of ECM. Smith and Mckeen (20003) write that ‘very few’ firms

utilize ECM to analyze the content to provide decision-making information to be used to make

informed decision, and thus to help in generating business value.

In addition, the literature lacks a strategic management framework (SMF) that links strategies,

business objectives, and performance management although there are several published studies

that discuss ECM strategy (Smith and McKeen, 2003; O'Callaghan and Smits, 2005; Rockley et

al., 2003). For instance, Tyrväinen et al. (2006) found that there is a paucity of evaluative work

associated with ECM research. A strategic management framework would seem essential to

effectively manage ECM strategy formulation, implementation, and performance evaluation

(Ittner and Larcker, 1997; Kaplan and Norton, 1996). The absence of an appropriate strategic

management framework will limit organizations from reaping the benefits of ECM capabilities.

1.3 RESEARCH OBJECTIVES, QUESTIONS, AND METHODOLOGY

Therefore, this dissertation has two objectives that will be conducted in two phases (see table 1).

The first objective is to have an understanding of the association between ECM and decision

support, and to identify the potential effects of ECM technology on decision support (DS)

activities. This objective will be achieved by linking ECM to decision support activities based on

the sequential framework of Mintzberg et al. (1976). Several hypotheses are proposed, and the

Partial Lease Square (PLS) technique will be used to test the hypotheses. The contribution of this

part is to prove (or refute) the less obvious strategic association between ECM and decision

support; the findings will encourage practitioners to focus on the DS capabilities while

implementing and using ECM.

The second objective is to have a strategic management framework for ECM systems that

supports the formulation, implementation, and evaluation of ECM strategies in order to fully

utilize the ECM strategic capabilities. To achieve the second objectives, several methodologies,

including balanced scorecard (BSC) and strategy map are integrated to drive the strategic

perspective. The contribution of this work is twofold. Firstly, an ECM strategic framework,

which integrates the formal strategic planning (FSP) with the balanced scorecard (BSC), is a

novel addition to the ECM body of knowledge. Implementing the framework in a real-world

organization highlights the importance of linking strategies to performance measures in the ECM

context. Secondly, practitioners can use the strategic framework to help them in more effectively

deploying and evaluating ECM systems, and ultimately utilizing the decision support capabilities

of ECM. Design science approach is used to propose and validate the suggested framework.

Phase 1 Phase 2

Research Problem

• Current focus on operational benefits of ECM

• Strategic decision-making benefits are rarely considered

• There appears to be strong need to investigate the DS capabilities of ECM.

• A SMF would seem essential to effectively manage ECM strategy formulation, implementation, and performance evaluation

• The literature lacks such a framework

Research Question

What are the strategic decision- making capabilities of ECM?

How can the ECM strategies be formulated, implemented, and evaluated in order to fully utilize the ECM strategic capabilities?

Research Objective

• To have an understanding of the association between ECM and DS

• To identify the potential effects of ECM technology on DS activities

To have a SMF for ECM systems that supports the formulation, implementation, and evaluation of ECM strategies to fully utilize the ECM strategic capabilities

Methodology PLS-SEM Design Science

Contribution • Prove (or refute) the less obvious strategic association between ECM & DS

• Encourage practitioners to focus on the DS capabilities while implementing and using ECM.

• The proposed artifacts are novel addition to the ECM body of knowledge

• Practitioners can use the SMF to help deploying and evaluating ECM systems and utilizing the DS capabilities of ECM

Table 1.1: Research questions, objectives and methodolgoy

2. LITERATURE REVIEW All organizations create, classify, and archive information for it to be accessible when needed.

The number of physical and virtual information artifacts created and stored in today’s business

world is increasing exponentially, including rapidly escalating unstructured content in

organizations. Some studies show the rate of increase in the unstructured content to be in the

order of 800 MB per person per year (Gingell 2006). As estimated by the Gartner Group, 75% to

80% of an organization's data is unstructured and not in a standard format that can easily be

retrieved when needed (O'Callaghan and Smits 2005). “It is estimated that unstructured content

is growing at anywhere between 65 percent and 200 percent per annum depending on the

industry sector” (EMC Corporation, 2006 p. 5). This escalation in unstructured content has

caused the emergence of different content management platforms that support various

applications (Tramullas 2005). To deal with the increasing information overload and with the

structured and unstructured data complexity, many organizations have implemented enterprise

content management (ECM) systems. ECM is a term that was coined by AIIM International and

is now widely used by vendors and users (Blair, 2004).

Although there is some confusion as to the precise definition of the term ECM, Smith and

McKeen (2003) defined it as “the strategies, tools, processes and skills an organization needs to

manage all its information assets regardless of type over their lifecycle.” The ECM Association

(AIIM International) defines ECM as “the strategies, methods and tools used to capture, manage,

store, preserve, and deliver content and documents related to organizational processes. ECM

tools and strategies allow the management of an organization's unstructured information,

wherever that information exists.1” According to Gartner, ECM includes the following core

components: document management, web content management, records management, document

imaging, document centric collaboration, and workflow (Woolley and Fletcher, 2007). ECM is

also defined as “the technology that provides the means to create/capture, manage/secure,

store/retain/destroy, publish/distribute, search, personalize and present/view/print any digital

content" (Munkvold et al. 2006, p.71). Despite these definitional differences, there seems to be

consensus on ECM processes (i.e. activities involved with ECM). Many researchers view ECM

as the evolution of document management, records management, workflow (business process)

management, and web content management systems that started in the 1980s.

ECM can be viewed as an evolution of information management that involves the management

of structured and unstructured content through the complete content lifecycle (Boiko 2002).

ECM allows organizations to simplify heterogeneous data and process structured, and

unstructured information (O'Callaghan and Smits 2005). There is a consistent perception among

researches that ECM is not only a practical set of technologies but also includes organizational

concepts that involve various business perspectives (Blair, 2004; Munkvold et al., 2006;

Tyrväinen et al., 2006; vom Brocke et al., 2009). Rockley (2006) reported that one of the main

goals of ECM implementation is to have transparent content sharing by making different and

disparate applications (e.g. web content management, records management) interoperable. By

having shared transparent content that facilitates cross department collaboration, the capturing of

knowledge and content can be made easier (Jenkins, 2004). In the same vein, many researchers

believe that ECM overlaps with knowledge management (KM); Duffy (2001), Lee and Hong

(2002), and Carvalho et al. (2001) suggested ECM as one type of KM. Some researchers

1 www.aiim.org

consider ECM a subfield of KM (Nordheim and Päivärinta 2006), or that ECM is one tool

among KM tools. Tyndale (2002) defined KM tools as the tools that “promote and enable the

knowledge process in order to improve decision-making;” he mentioned the following as some

examples of KM tools: intranet, content management, document management, and web portals.

Though the increased use of ECM makes it an important topic for information systems (IS)

research (Päivärinta and Munkvold 2005), the ECM field lacks meta-analysis research that

explains the current state of the field. Though there have been a few ECM reviews (Tyrväinen et

al., 2006; Usman et al., 2009), they don't seem to be sufficiently comprehensive. Comprehensive

literature reviews are valuable (Saunderlin, 1994), as they help researchers determine where

there is particular need for further investigation, and they may point to specific problems in

earlier studies. Literature reviews also help researchers in developing theoretical frameworks that

can be used as a structure for future studies. Thus this chapter has two objectives: (1) to provide

a reasonably comprehensive literature review of ECM research, (2) to develop a conceptual

framework of areas of concern regarding ECM, and (3) to propose a research agenda needed in

the ECM field based on the developed conceptual framework.

To gain full understanding of ECM literature, a structured research methodology is adopted,

consisting of two phases. The first phase is searching for and selecting ECM research papers.

The second phase is the analysis phase, where we categorize the current ECM research based on

three structural pillars: system component dimensions, system lifecycle, and strategic managerial

aspects.

2.1 SELECTION OF ECM PUBLICATIONS

We decided to include journal papers, conference papers, book chapters, as well as books in the

review. We used the library website and Google scholar. Keywords used include Enterprise

Content Management and ECM. The search was conducted in March 2011. Initially we found

3,360 publications (excluding patents). After refining our search to include only English

language publications and to exclude citations, we still had 1,740 publications. After scanning

through these, many of them were excluded because (1) ECM was not the main topic of the

paper; (2) the paper was written by an ECM vendor and discussed the documentation and

specification of a specific ECM system; (3) they were practitioner directed papers; (4) or the

acronym “ECM” referred to something other than enterprise content management.

Publication types are categorized into: journal articles, conference proceedings (including

workshops and symposia), books, book chapters, and academic theses or dissertations.

Methodology applied in the articles is classified as case study research, theoretical or conceptual

(i.e. the study is based mainly on literature and has no empirical testing), archival (i.e. study is

based on ECM documentations), survey (Piccolo and Ives, 2005), descriptive (i.e. the study

describes the ECM system or its impact), design science (i.e. the study designs and evaluates an

artifact), and mixed methods (i.e. any combination of the previously listed methods). ECM

component dimensions used for classification are tools (i.e. technology related to ECM), strategy

(e.g. investment justification, implementation planning, stakeholders identification), process (e.g.

ECM deployment), and people (e.g. training, stakeholder involvement) (Brock et al. 2010;

Tyrväinen et al. 2006; Smith and McKeen 2003; Salminen et al. 2005; O'Callaghan and Smits

2005).

Ninety-one publications were included in this literature review (see appendix E). Microsoft

Excel was used to tabulate and analyze the results. Table 2.1 shows the number of publications

by publication type.

Publication Type Number of Publications

Journals 33

Conference proceedings 35

Books 8

Book chapters 10

Master theses 5

Total 91

Table 2.1: Number of ECM publications

The time for the ECM publications in this literature review is from 2001 to 2011. The graph in

Figure 2.1 shows the distribution of the articles by year. Except in 2006, 2009, and 2011, the

trend for ECM publications is increasing. The perceived decrease of ECM publications for 2011

is misleading, as only the first quarter of the year (January through March) was included.

Figure 2.1: Distribution of ECM publications by year

Of the 33 journal articles, three appeared in Communications of the Association for Information

Systems; two appeared in the European Journal of Information Systems; and one appeared in

Communications of the ACM. Other than these, most of the journals are non-IS journals. One

can conclude that IS researchers have only started to show interest in the ECM field. The 35

conference papers included two workshops paper and one symposium paper. Six of the others

were presented at the Hawaii International Conference on Systems Sciences (HICSS), three at

the Australian Conference on Information Systems (ACIS), and two at the European Conference

on Information Systems (ECIS). The distribution of ECM papers by journal and conference

names is shown in the appendices A and B. Wirth regard to research methodology, one-third of

the publications is descriptive, which we mostly classified as belonging to tools dimension. Case

study methodology was used in 22% of the publications; design science in 17%; survey papers

made up 6%; and archival papers 5%.

2.2 LITERATURE ANALYSIS

ECM development is a continuous process that involves enterprise content resources,

infrastructure, and managerial practices under the dynamic change of technology, organizations,

and markets (Päivärinta and Munkvold 2005). ECM technology represents only a small part of

ECM complexity. Therefore, ECM systems involve several sophisticated and interacting aspects

including technical, social, organizational, and business aspects. In an attempt to comprise this

complexity, we structured the ECM literature around three pillars. The first pillar consists of four

ECM component dimensions (tools, strategy, process, and people). The second pillar is the

enterprise system lifecycle. Esteves and Pastor (1999) suggested the following lifecycle phases

for enterprise system: adoption, acquisition, implementation, use and maintenance, evaluation,

and retirement. We adopt this lifecycle (excluding retirement, which we believe is not applicable

here, and implementation, because it overlaps with the process dimension) as the second pillar.

The final pillar is the strategic managerial aspect (including change management and

management commitment). Previous ECM research discusses the managerial aspects such as

change management under the people dimension. However, we believe these managerial aspects

should have a separate classification as they are also needed in the phases of the system lifecycle

(e.g. adoption). Figure 2.2 shows the proposed analysis framework.

Figure 2.2: Main perspectives of ECM research

In the next subsections, we discuss the ECM papers as they relate to each of these three pillars.

2.2.1 The four ECM component dimensions

We start with the tools dimension. The majority of the articles (46%) focuses on the technical

dimension and ignores other dimensions. For instance, Chiu et al. (2010) propose a financial

enterprise content management framework that allows intra-enterprise and inter-enterprise

interactions. Privacy and access control policies are demonstrated for internal content

management, and for external access control. The authors demonstrate the achievement of

integration and control in a case study from the banking industry. In another example, Befa et al.

(2010) utilize the benefits of Semantic Web technologies that include semantic interoperability

and dramatic cost reduction, to extend the ECM system for automatically import and export

ontologies. In her master's thesis, Saslaw (2009) used Microsoft SharePoint (one type of ECM)

and inquiry-based design to construct a prototype for a resource portal for the University of

North Carolina Healthcare System. She found that the method is useful in identifying the types

of information in the ECM. By using design science methodology, Aziz et al. (2010) propose a

grid-based content management system for multimedia data in the publishing industry; the

authors argue that the system leads to better controlling of storage resources, and helps in

matching the users’ previous behavior to resource policies.

However, 22% of the articles discuss other dimensions in addition to the tools dimension. Pérez-

Montoro (2011) presents different types of content management systems including document

management, record management, and learning content management; the features of each system

are defined to show the applications of these systems in e-learning and knowledge management.

McNabb (2005) claims that compliance, governance, and process efficiency are the main drivers

of ECM adoption. Large IT infrastructure vendors (e.g. IBM, EMC, Oracle) view ECM as a

growth opportunity while smaller vendors (e.g. Laserfiche) that provide specific parts of ECM

such as web content management, may find themselves obsolete unless they are able to

distinguish themselves. Also, the author makes two important suggestions: organizations should

adopt the ECM suite that aligns with the corporate objectives, and ECM vendors should be

evaluated based on their long-run strategy.

18% of the papers discuss mainly the strategy dimension. For instance, Allen (2008) discusses in

his book the common strategies to solve the “legacy problem domains” that are traditionally

addressed in different ECM modules. It also discusses the converting strategies from traditional

content to digital content. The benefits and barriers of ECM adoption are discussed by Kunstova

(2010). This author found that the most important barrier is the lack of technological, human, and

financial resources, and the most important benefit is productivity increase. Alalwan and

Weistroffer (2011) propose a framework to link ECM to decision-making activities, and present

five propositions based on published literature to identify the potential effects of ECM

technology on decision support activities.

Another 24% of the papers discuss the strategy dimension in addition to one or more other

dimensions. As a case in point, Smith and McKeen (2003) investigate how organizations

implement and develop ECM in order to manage information by having a focus group of

knowledge managers. They discuss the reasons that lead to ECM adoption. Although the authors

conclude that ECM systems enhance the organizational processes by providing essential services

such as capturing, creating, indexing, searching, accessing, organizing, and maintaining content,

they also find that the operational benefits (i.e. cost reduction and work process simplification)

are the primary drivers for ECM adoption. They argue that organizational performance may be

affected significantly by the right practices of content stewardship and the right information

technology and behavior. They claim that managers have more value to gain from ECM systems

if they follow a more strategic approach. In another example, Munkvold et al. (2006) aim to

build an understanding of ECM based on a major ECM project in the oil industry. They claim

that in order to gain effective and efficient electronic collaboration, three types of management

are crucial: management of content, management of infrastructure, and change management.

They include change management as one of the major categories of ECM; according to their case

study, user-related issues require change management such as motivating users for administrative

and technological changes, and improving user skills to deal with ECM technology. To solve this

problem, training programs and active user support are crucial. Finally, the authors conclude that

research is needed in the following areas: ECM personalization and customization, utilizing

content metadata and corporate taxonomy, and justifying the investment of ECM and evaluating

the impact of ECM systems.

Only 7% of the papers discuss process as the main dimension. For instance, vom Brocke and

Simons (2008) and Brocke et al. (2009) claim that business process management and ECM are

two strongly related fields of research; they proposed the ECM-blueprinting framework that

systematizes ECM adoption. Their framework consists of five phases: business process analysis,

content analysis, ECM analysis, ECM-blueprint adaptation, and business process redesign. The

proposed framework is evaluated in the context of a research project accomplished in a large-

scale international cooperation. Based on the evaluation results, the framework provided

valuable insights that can deal with the challenges of ECM. Fennell (2007) discusses the

deployment of an open source content management system, named Drupal, in the libraries of

University of Minnesota.

On the other hand, process is a common dimension along with others in 15% of the papers.

Nordheim and Päivärinta (2004; 2006) concentrate on ECM implementation issues and present a

framework for ECM customization based on an ERP literature review, and a case study from the

oil industry. The authors try to determine the issues that emerge during the process of developing

an ECM system. They summarized four motors of development and change: teleological,

evolutionary, life cycle, and dialectical motors. The authors also discuss the challenges of ECM

and found that content management challenges include lack of management attention and

commitment. Scheepers (2006) proposes a conceptual framework to help in the implementation

of enterprise information portals, which is considered as a key component of ECM infrastructure.

The suggested framework is based on marketing fundamentals. In that framework, the users of

the portals should be viewed as segments and for each segment the following certain factors

should be considered: content, distribution, promotion, and price. O’Callaghan and Smits (2005)

propose a framework to implement ECM that helps in selecting the content brought under ECM;

the authors claim that the proposed framework can guide IT investment and create business

value. By using a portal-based IS design, Zykov (2006) discusses the implementation and

maintenance of ECM systems. The author argues that his new method can help information

resource management by providing consistent and adequate metadata manipulation.

Only one paper was centered solely on the people dimension. Scott (2011) discusses the user

perceptions of ECM systems as one of the determinants of technology acceptance. The research

evaluates the elements that lead to ECM system acceptance. The results reveal that cognitive

engagement is an essential construct of technology acceptance. Also the research emphasizes the

importance of metadata and taxonomy in structuring the content.

In addition, around 12% of the papers were in the people dimension along with other

dimensions. Nordheim and Päivärinta (2004, 2006) suggest that ECM capabilities should satisfy

the user needs and preferences through personalization and customization. They argue that ECM

should facilitate increasing the quality of the content, providing easy-to-use systems, and

meeting the security requirements through authentication and encryption. Smith and McKeen

(2003) emphasize the importance of hiring and training people with analytic skills (viz.

technology skills, statistical modeling and analytic skills, knowledge of the data, knowledge of

the business, communication and partnering). Through a study of ten Italian cases, Bianco and

Michelino (2010) explore the interaction between organizational and technological factors by

studying the impact of content management systems on publishing firms; the authors identify the

organizational factors that are affected by the technology use. The socio-technical context that

favors the adoption of technology is also specified.

2.2.2 ECM system lifecycle

In the adoption phase, the initial needs for ECM system are questioned; the impact of the system

on the organization is analyzed, and the goals and benefits of the system are determined. In

conducting this literature review, we did not find any paper that focuses on ECM adoption as the

main topic. However, looking at the literature, we found that there are complicated and

interrelated adoption problems that involve management (i.e. strategy planning, organizational

culture), technology (i.e. tools and practices), and stakeholders (i.e. training and resistance).

Kemp (2007) noted that many barriers such as organizational culture and user resistance usually

face the adoption of ECM. Dillnut (2006) explores the emergence of the ECM discipline. Also,

he explains the reasons for the increasing demand of document-based information management,

and the reasons behind ECM adoption. He claims that “moving toward smarter knowledge

platforms, and the adoption of common standards and protocols” are the main reasons behind

ECM convergence. The benefits of ECM can be summarized as: compliance, efficiency,

consistency, customer service, consolidation, and risk alleviation.

With regard to the acquisition phase, the ECM system is selected by comparing its features to the

business requirements. Benevolo and Negri (2007) discuss the mismatch between the

organizations’ needs and the functions of information management products including document

and records management systems, web content management systems, and ECM systems. The

authors compare the characteristics of 22 international products to the following organizational

needs: information collection, management, and publication. The results show that the content

management products can deal with three areas (collection, management, publication); however,

the product is generally specialized only in one area. The authors conclude “…there is no

standard and commonly accepted definition for Content Management.” The vendors of content

management systems (CMS) often offer different systems and the organizations should evaluate

the CMS functionalities according to their specified needs. After classifying content management

systems into: digital asset management (DAM), web content management (WCM), source

configuration management (SCM), document management (DM), enterprise content

management (ECM), and knowledge management (KM). Votsch (2001) highlights the problem

that organizational needs usually do not match the solutions offered by vendors, so the author

gives important advise for executives who plan to purchase and implement content management

systems. Vitari et al. (2006) purport that choosing the most suitable CMS for organizational

needs is a complicated task. The authors claim that there are difficulties in pre-purchasing

evaluations of CMS because there is no analysis framework. They proposed two tools based on

the analysis of 23 CMS. One tool is for analyzing CMS and the second is for understanding the

strategy of CMS vendors. The applications of their tools to analyzing CMS and identifying

strategies are also discussed in the paper.

The evolution phase, which overlaps with the tools dimension, includes integrating ECM

systems with existing information sources and IT systems. Reimer (2002) especially focuses on

the structure and functions of ECM systems. He suggests that business process efficiency may be

enhanced greatly by applying integrated ECM. He also suggests that the legacy systems in the

organization need to be considered when implementing ECM. Reimer (2002) argues that

consolidation of existing disparate data into a single enterprise depository is not possible, so he

suggests a federation or warehousing of these data, which can lead to a single logical view. Also,

he argues that ECM functions, after ECM implementation, should be superior to any individual

solution such as documents management, reports management, or records management.

Kunkelmann and Brunelli (2002) describe the integration of advanced retrieval and indexing

modules into a media archive system, which is one type of ECM. The authors claim that the

system supports customizable structure and also supports the content during the whole content

lifecycle.

In the evaluation phase, performance, benefits, and features of the system are assessed based on

the required objectives that are designed in the adoption phase. In this phase, one can ask: does

the system satisfy the needs of the organization? Päivärinta and Munkvold (2005) found that

there is a mismatch between their observation and the actual measurement; they conclude that

the actual ECM evaluation practices bear shortcomings. Norrfors (2007) evaluated the usability

of Platina, which is one of the ECM systems in Sweden; the author provides suggestions to

redesign the user interface based on Microsoft Windows standards.

2.2.3 Strategic managerial aspects

Two predominant strategic aspects that are discussed widely in ECM literature are change

management and management commitment.

With regard to change management, vom Brocke and Simons (2008) and Brocke et al. (2009)

propose an ECM-blueprinting framework, which manages process change in the organization. In

the strategy and people change, Päivärinta and Munkvold (2005) present a content model for

ECM providing an integrated perspective on information management; they conclude that

change management is necessary to optimize fit among the type of content, enterprise,

infrastructure, and administration. They find that change management is crucial to gain

management support by justifying ECM investment, and to deal with users’ resistance.

Munkvold et al. (2006) include change management as one of the major categories of ECM;

according to their case study, user-related issues require change management such as motivating

users for administrative and technological changes, and improving user skills to deal with the

ECM technology. To solve this problem, they suggest that training programs and active user

support are crucial. Based on Joha and Janssen (2010) several suggestions are used to manage

change while implementing content management, such as continuous user involvement in the

system design, providing post-implementation training, and pursuing funding and leadership

engagement.

In addition, management commitment is also considered an important factor in ECM literature.

For example, Nordheim and Paivarinta (2006) found that content management challenges

include lack of management attention and commitment. Top management (and other employees)

commitment is required to ensure that the new business processes and the new types of content

are integrated into the system to benefit the whole organization (Kemp, 2007). Vidgen et al.

(2001) found that lack of senior management commitment was a problem in adopting SiteScape

as web content management.

2.3 CONCLUSION FROM LITERATURE ANALYSIS

From this literature review, we conclude that more research is needed in the three structural

pillars of ECM. Although the tools dimension is the most discussed area in the ECM literature,

there is still a need to discuss emerging technology topics such as cloud computing and

enterprise mobile computing. Table 2.2 summarizes the proposed ECM research agenda.

The Four ECM Dimensions

Tools

• Are the leading ECM systems suitable for the cloud computing platform?

• What are the requirements of cloud computing architectural for ECM?

• How can the existing IT infrastructure be integrated into the enterprise mobile solution? Strategy

• Empirical proving of ECM strategic capabilities

• How the investment of ECM can be justified?

• How can organizations achieve the strategic capabilities of ECM? Process

• More empirical ECM implementation

• What are the potential tools, practices, guidelines that help in ECM implementation? People

• How can different stakeholders be involved in ECM implementation?

• What are the best training strategies that ensure higher workers’ efficiency?

ECM System Lifecycle

Adoption

• What is the impact of ECM adoption on the organizational performance?

• What are the factors that affect ECM adoption? Acquisition

• How can organizations select the ECM system that matches their needs?

• What is the optimal acquisition planning methodology that organizations need to follow? Evolution

• What are the challenges of ECM integration and how can they be solved?

• What are the critical success factors for integrating ECM systems with existing information sources?

Evaluation

• How can the performance of ECM system be evaluated?

• What are the different performance measures that match with different ECM perspectives?

Strategic Managerial Aspects

Change Management

• What are the change management strategies that can handle different perspectives of ECM? How can these strategies be utilized?

Management Commitment

• How can the commitment of management to adopt ECM system be assured for the whole system lifecycle?

Table 2.2: Proposed ECM research agenda

In the strategy dimension, the literature lacks the empirical testing of the strategic effectiveness

of ECM. Empirical research is needed to prove that the adoption of ECM has short-term and

long-term effects. After proving the strategic effectiveness of ECM, researchers need to also

focus on how that effectiveness can be achieved.

In the process dimension, we found that the ECM field lacks academic guidelines for successful

implementation; empirical research that discusses ECM implementation is scarce. Gottlieb

(2005) concludes that “Full and successful ECM implementations are rare, if any exist at all”; he

suggested several strategies for successful ECM implementation.

For instance, the author suggested utilizing the corporate metadata and taxonomy to have a

holistic view of content. Also he suggested integrating content throughout the enterprise by

establishing a federated content architecture. Usman et al. (2009) conclude, “…ECM domain is

currently lacking the set of tools, techniques, practices and guideline for successful ECM

implementations”. In the people dimension, although stakeholders are discussed as a critical part

of change management driver, research is needed to study the effects of involving different

stakeholders in ECM implementation, how different stakeholders can be involved in ECM

implementation, and what the best training strategies would be that ensure higher workers’

efficiency.

In the adoption phase, although understanding the organizations’ adoption of an idea, product, or

technology is important to the success of the implementation of that idea or technology

(Thompson, 1969; Pierce and Delbecq, 1977; Rogers, 1983), research in the adoption phase is

still very scarce. Research is needed to analyze the impact of ECM adoption on organizational

performance, and to determine the factors that affect that adoption.

In the acquisition phase, there is scarce academic research that investigates acquiring the right

ECM system to match the specific needs of the organizations, although there are major

practitioners’ tools (i.e. Magic Quadrant from Gartner, and Forrester Wave report) that provide

useful information about ECM acquisition. Research can focus on the methods of acquiring

ECM systems as well as discussing the optimal acquisition planning methodology that

organizations need to follow.

In the evolution phase, research is required to determine different challenges and solutions of

ECM integration. Also, there is a need to specify the critical success factors of ECM integration

with the existing information sources. For the evaluation phase, as mentioned in the previous

sections, little research has been published, as also pointed out in (Tyrväinen et al. 2006).

Research is needed to address how the performance of ECM can be evaluated, and what the

different performance measures should be that correspond to different ECM perspectives.

In change management, a broader view is required to consider the strategies that can handle

various perspectives (human and organizational) of ECM, and how these strategies can best be

utilized. Management commitment is a critical success factor not only for ECM systems but also

for other enterprise systems. Management commitment is required before, during, and after

system implementation. Thus, research is needed to determine the best ways to assure

management commitment for the whole system lifecycle.

2.4 SUMMARY

Although ECM can be viewed as an evolution of information management and its importance is

becoming rapidly more evident, the ECM field lacks sufficient meta-analysis research that

explains the current state of the field. Previous ECM reviews (Tyrväinen et al., 2006; Usman et

al., 2009) do not adequately cover the diverse interacting aspects of the ECM field. In this

chapter, we have reviewed and classified ninety-one ECM publications. We conclude that ECM

systems involve several sophisticated and interacting aspects such as technical, social,

organizational, and business. We believe that the current ECM literature is congregated around

three pillars. The first pillar consists of the four ECM component dimensions (tools, strategy,

process, and people). The second pillar is the enterprise system lifecycle (adoption, acquisition,

evolution, and evaluation). The final pillar is the strategic managerial aspect (change

management, and management commitment). Based on the review, we suggested a research

agenda around the aforementioned three pillars. We believe this chapter contributes to IS

research by highlighting the significance of the ECM field and by assisting researchers in

determining what has been done and what needs to be done in ECM research. The proposed

research agenda helps in identifying problems in earlier studies, and draws the researchers’

attention to the research gaps in the ECM field.

3. RESEARCH METHODOLOGY This dissertation has mainly two research objectives, each of which will be accomplished by

different methodology. The first objective is determining the decision support capabilities of

ECM. This objective will be achieved by using structural equation modeling. The second

objective is specifying how the decision support capabilities can be achieved. This objective will

be accomplished by following design science guidelines.

3.1 PHASE 1: STRATEGIC CAPABILITIES OF ECM

The existing ECM literature indicates that many organizations seem to focus on operational

benefits of ECM, while the strategic long-term benefits are rarely considered. Some research has

analyzed the impact of ECM on organizational performance based on efficiency and content

availability (vom Brocke et al., 2010); however, long-term benefits (i.e. supporting decision

making and competitive intelligence) are not major drivers for ECM. A more strategic approach

may result in better business value from ECM as organizations desire to do more with the

accumulated information content. Therefore, the first objective is to determine the decision

support capabilities of ECM.

Structural equation modeling (SEM) technique will be adopted to analyze the proposed

hypotheses that are shown in figure 4.2. SEM is a statistical method used for simultaneous

estimating and testing causal relationship among multiple dependent and independent variables

(Gefen et al., 2000). SEM can be considered “second generational” multivariate analysis

technique since it allows analyzing a group of interrelated research questions in a single

comprehensive analysis (ibid).

Specifically, the proposed research model will be analyzed by using the partial least squares

(PLS) technique as an approach of SEM. PLS is a component-based methodology that examines

the structural equation models (Urbach and Ahlemann, 2010). We have selected PLS approach

because it has the following characteristics. First, PLS can be described as “distribution free”

since it has no assumptions (e.g. normality, independence of observation, sample size) regarding

the data distribution (Chin, 1998). Also, sample size usually is not a problem in PLS because

PLS can work with relatively small sample size (Cassel et al., 1999). PLS analysis avoids both

factor indeterminacy and improper solutions that may happen when using other approaches (e.g.

Covariance-based SEM) (Fornell and Bookstein 1982). Finally, PLS is considered a good

causal predictive analysis approach when we have low theoretical information (Jöreskog and

Wold 1982). As we discussed in literature review, we have low theoretical information regarding

ECM and decision support capabilities.

We will conduct a web survey with the users of ImageNow system. ImageNow, which is

manufactured by Perceptive Software Inc., is commercial ECM system for capturing, organizing,

and managing content. The survey questionnaire consists of questions taken from other studies.

Appendix C shows each measure and its related literature. The survey questionnaire consists of

nine sections which includes 33 questions related to the hypotheses, one questions asking for

general feedback, and 6 demographic questions. A five point Likert scale, where 1= strongly

disagree and 5 = strongly agree, is used in the survey. The survey questionnaire is shown in

appendix D.

The survey is reviewed and approved by the Virginia Commonwealth University Institutional

Review Board (IRB). The IRB has determined that this study meets the ethical obligations

required by federal law and University policies. The survey will be sent to 626 users from

different departments at large research university, and SmartPLS software will be used to

analyze the dataset.

3.2 PHASE 2: STRATEGIC MANAGEMENT FRAMEWORK

As we note from the previous chapters, the capacity for decision-making support of ECM is not

utilized to any great extent, and there appears to be strong need to investigate the DS capabilities

of ECM. In addition, the literature lacks a strategic management framework that links strategies,

business objectives, and performance management. A strategic management framework would

seem essential to effectively manage ECM strategy formulation, implementation, and

performance evaluation (Ittner and Larcker, 1997; Kaplan and Norton, 1996). The absence of an

appropriate strategic management framework will limit organizations from reaping the benefits

of ECM capabilities. Therefore, the second objective of this study is to determine how the ECM

strategies can be formulated, implemented, and evaluated in order to fully utilize the ECM

strategic capabilities.

To achieve this objective, design science approach is adopted since it can provide us with a

methodology to design and evaluate the proposed framework with the appropriate relevance and

scientific rigor. Design science is considered a problem-solving process that “addresses research

through the building and evaluation of artifacts designed to meet the identified business need”.

These artifacts are considered innovations that “define the ideas, practices, technical capabilities,

and products through which the analysis, design, implementation, and use of information

systems can be effectively and efficiently accomplished” (Hevner et al., 2004). The goal of

design science is not the same as that of the behavioral science. Design science seeks utility

which enlightens design while behavioral science seeks truth which enlightens theory. Design

science approach is an accepted methodology in IS, and the main contribution of design science

research is its utility. The artifact is considered the core of the IS field (Orlikowski and Iaconno,

2001).

Rigor and relevance are essential requirements in design science. To ensure rigor, the designed

artifacts are based on the literature of ECM, formal strategic planning (Thune and House, 1970;

Greenley, 1994; Cohen and Cyert 1973; Steiner 1997), balanced scorecard, and strategy map (see

next chapter). To ensure relevance, the construction of the artifacts is based on cyclical iteration

of design, implement, feedback, and redesign. Also, evaluation of the artifact will be based on

rigor methods (see table 3.2). Table 3.1 summarizes the design science guidelines, and the

related points from this research.

Guideline Description Related points from this research

Guideline 1: Design as an Artifact

Design-science research must produce a viable artifact in the form of a construct, a model, a method, or an instantiation.

We have designed the following artifacts:

• the strategic management framework

• ECM balanced-scorecard

• the ECM balanced scorecard-based strategy map

Guideline 2: Problem Relevance

The objective of design-science research is to develop technology-based solutions to important and relevant business problems.

• The capacity for decision-making support of ECM is not utilized to any great extent

• The literature lacks a strategic management framework that links strategies, business objectives, and performance management.

• A strategic management framework would seem essential to effectively manage ECM strategy formulation, implementation, and performance evaluation.

• The absence of an appropriate strategic management framework will limit organizations from reaping the benefits of ECM capabilities.

Guideline 3: Design Evaluation

The utility, quality, and efficacy of a design artifact must be rigorously demonstrated via well-executed evaluation methods.

Design evaluation will be (see table 5):

• Observational (case study)

• Descriptive (scenarios)

Guideline 4: Research Contributions

Effective design-science research must provide clear and verifiable contributions in the areas of the design artifact, design foundations, and/or design methodologies.

Academic contribution:

• The designed artifacts, which integrates the formal strategic planning (FSP) with the balanced scorecard (BSC), is a novel addition to the ECM body of knowledge

• Implementing the artifacts in a real-world organization highlights the importance of linking strategies to performance measures in the ECM context

Practical contribution:

• Practitioners can use the artifacts to help them in more effectively deploying and evaluating ECM systems, and ultimately utilizing the decision support capabilities of ECM

Guideline 5: Research Rigor

Design-science research relies upon the application of rigorous methods in both the construction and evaluation of the design artifact.

Construction of the artifacts is based on the following literature:

• Formal strategic planning literature

• ECM literature

• Balanced scorecard and strategy map literature Evaluation of the artifact will be based on the following methods:

• Observational (case study)

• Descriptive (scenarios)

Guideline 6: Design as a Search Process

The search for an effective artifact requires utilizing available means to reach desired ends while satisfying laws in the problem environment.

The artifact design will be based on cyclical iteration of design, implement, feedback, and redesign.

Guideline 7: Communication of Research

Design-science research must be presented effectively both to technology-oriented as well as management-oriented audiences.

• The results will be presented in related conferences and journals in a way that fellow researchers can comprehend

• The results will be communicated to practitioners through the instantiation of the artifact in a case study in a police department at a large research university

Table 3.1: Design-science research guidelines (Hevner et al. 2004), and related points from this research

To evaluate the design science artifact, Hevner et al. (2004) suggested several evaluation

methods that are shown in table 3.2. Observational evaluation (case study) and descriptive

evaluation (scenarios) methods will be adopted in this research to evaluate the designed artifacts

by studying the use of these artifacts in a practical case study setting. Specifically, we will

evaluate the three artifacts in the implantation of ImageNow system (which is one type of ECM

systems) in the police department of Virginia Commonwealth University. The evaluation

methods that we plan to use in our research are checked in the last column of table 3.2.

Evaluation method Description Methods used in this research

1. Observational Case Study – Study artifact in depth in business environment

Field Study – Monitor use of artifact in multiple projects

2. Analytical Static Analysis – Examine structure of artifact for static qualities (e.g., complexity)

Architecture Analysis – Study fit of artifact into technical IS architecture

Optimization – Demonstrate inherent optimal properties of artifact or provide optimality bounds on artifact behavior

Dynamic Analysis – Study artifact in use for dynamic qualities (e.g., performance)

3. Experimental Controlled Experiment – Study artifact in controlled environment for qualities (e.g., usability)

Simulation – Execute artifact with artificial data

4. Testing Functional (Black Box) Testing – Execute artifact interfaces to discover failures and identify defects

Structural (White Box) Testing – Perform coverage testing of some metric (e.g., execution paths) in the artifact implementation

5. Descriptive Informed Argument – Use information from the knowledge base (e.g., relevant research) to build a convincing argument for the artifact’s utility

Scenarios – Construct detailed scenarios around the artifact to demonstrate its utility

Table 3.2: Evaluation methods of design science artifacts

The artifact can be in four forms including: constructs, models, methods, and instantiations

(March and Smith, 1995). In this research, the artifacts that we will design are: (1) the strategic

management framework, (2) ECM balanced-scorecard, and (3) the ECM balanced scorecard-

based strategy map. The combination of these three artifacts forms a method that “provide[s]

guidance on how to solve problems, that is, how to search the solution space. These can range

from formal, mathematical algorithms that explicitly define the search process to informal,

textual descriptions of "best practice" approaches, or some combination” (Hevner et al., 2004).

This method consists of constructs and models. Constructs can be defined as the vocabularies

that “provide the language in which problems and solutions are defined and communicated”

(ibid). Based on this definition, these four types of artifices are included in the proposed strategic

management framework as shown in figure 3.1.

Figure 3.1: Designed artifacts and their types in the terms of Hevner et al. (2004)

As shown in the above figure, the seven steps of the strategic management framework, the four

perspectives, their mission, objectives, and measures of the BSC, and the cause-effect

relationship between the objectives and their measures can form the constructs. Also, Hevner et

al. (2004) define models as follows: “Models use constructs to represent a real world situation

…Models aid problem and solution understanding and frequently represent the connection

between problem and solution components enabling exploration of the effects of design

decisions and changes in the real world.” Therefore, the strategy formulation phase (Model 1),

the strategy implementation phase (Model 2), BSC (Model 3), and strategy map (Model 4) can

represent the models. We plan to demonstrate the utility of the constructs, models, and method

by implementing them in a police department at a large research university. This demonstration

represents the instantiation (the right side of figure 3.1) which “show[s] that constructs, models

or methods can be implemented in a working system” (ibid).

4. HYPOTHESES AND MODEL DEVELOPMENT From the above comprehensive literature review, the scope of this dissertation is the strategy

dimension. Specifically, we attempt to answer the following two strategic questions:

1. What are the strategic (decision-making) capabilities of ECM?

2. How can the ECM strategies be formulated, implemented, and evaluated in order to fully

utilize the ECM strategic capabilities?

In order to answer these two questions, we discuss in this chapter the proposed research models and their

theoretical background. This section consists of two subsections: one for each research question

4.1 HYPOTHESE DEVELOPMENT: INVESTIGATING THE STRATEGIC (DECISION-

MAKING) CAPABILITIES OF ECM

ECM systems enhance organizational processes by providing essential services such as

capturing, creating, indexing, searching and accessing, organizing, and maintaining content

(Reimer 2002; Smith and Mckeen 2003). An organization’s performance is significantly

impacted by effective “content stewardship” using the right information technology (Marchand

et al. 2000). Looking at ECM as content stewardship, activities start with collecting the content

(capture). According to Marchand et al. (2000), organizations should capture not only the content

that facilitates operational activities, but also the content that may be used for business

intelligence (i.e. market shifts, competitive innovation, economic changes, potential problems).

The next activity of content stewardship is organizing the content to make it easily navigable

(organize). The third stewardship activity is analyzing the content to help in decision-making

(process), however only few firms analyze the content to improve decision-making. “In the rush

to use computers for all transactions, most organizations have neglected the most important step

… the human realm of analyzing and interpreting data and acting on the insights” (Davenport et

al. 2001, p.121). The fourth content stewardship activity is keeping content up-to-date

(maintain); the content should be assessed regularly by humans to determine whether it continues

to meet the dynamic needs of the organization (Meyers 2002; Arnold 2003). The ‘maintain’

activity is important to the other three activities because it is responsible for updating the content

that allows for another content lifecycle. The last activity of content stewardship may include

establishing standards for retention and disposal. The left side of figure 4.1 shows the content

lifecycle with some of the ECM components. DS activities involve getting useful information to

decision makers to help them in making decisions. DS activities are widely discussed in the

literature. For example, Walker et al. (2003) investigated those activities from the ‘uncertainty’

point of view and specified policy analysis, integrated assessment, and risk assessment as DS

activities. Howard (1988) defines three essential decision activities and calls them the decision

base: choice, information, and value. In this part of the chapter, we adopt the sequential

framework of Mintzberg et al. (1976), as it appears to be most useful for investigating the

decision process (Molloy and Schwenk 1995), is widely accepted, and has much empirical

support (Mazzolini 1981; Shrivastava and Grant 1985). The sequential framework consists of

three phases: identification, development, and selection. Each phase is described in terms of

several ‘routines’. The right side of figure 4.1 shows these three phases, with the dotted arrows

on the far right indicating that the decision maker may return to a previous phase as needed.

Figure 4.1: Content lifecycle and DS activities (the figure is based on ECM literature and Mintzberg et al. 1976)

4.1.1 Identification phase and capturing content

The identification phase consists of two routines, the first one being ‘decision recognition,’

which initiates the DS process by recognizing problems, opportunities, and crises. The second

routine is ‘diagnosis,’ which refers to collecting the needed data or information to define and

clarify the previously recognized problem, opportunity, or crisis. The content lifecycle plays a

major role in this stage. Vital information about the enterprise can be gained through capturing

the unstructured data (Reimer, 2002). For example, data collection through ‘capturing’ the

content is essential to define the problem; ECM components such as web portals, are very useful

in recognizing and defining the problem (Ackland et al. 2006). According to Marchand et al.

(2000), content capturing includes collecting business intelligence that involves identifying

crucial economic, political, and social problems, changes in customer demands, changes of

Content Lifecycle DS Activities

market trends, and potential problems that may occur with business partners. Such information

will come from a variety of internal and external sources rather than a single source. Thus we

state the following hypothesis:

H1a: the use of ECM systems in the DS identification phase has a positive impact on problem

definition

H1b: the use of ECM systems is positively associated with the speed of problem identification

4.1.2 Development phase and organizing activity

The development phase also has two routines. The first one is the search routine where the

decision makers apply different search activities to explore alternative solutions to the

recognized problem. The second is the design routine where a new solution is suggested, or

solutions that are identified in the search routine are modified to fit the specific problem

situation. One type or component of ECM is information searching (Smith and McKeen 2003),

which facilitates getting the right information to find potential solutions to the problem. The

‘organize’ activity of ECM also facilitates searching since it involves indexing and connecting

content to databases (Marchand et al. 2000). Organizing content is accomplished through

taxonomy and metadata, which facilitate variable analysis. As an ECM strategy, taxonomy

allows users to find relevant data quickly (Kemp 2007). Corcoran (2002) suggested that

taxonomy, which involves classifying content by keywords, is an essential step in organizing

content. Metadata, which is data about content and its location, provides the pathway to the

content, similar to a ‘card catalog’ that specifies the location of a library book (Lee et al. 2001).

Sykes et al. (2009) argued that content management systems are able not only to organize but

also to create better information access. Thus, we state the following hypotheses:

H2: the use of ECM systems in the development phase is positively associated with the decision

making analysis

4.1.3 Selection phase and processing activity

The selection phase starts with a screening routine, which is activated to eliminate any

impractical alternatives. Next, the best alternative is selected through a process of analysis in the

evaluation-choice routine. Finally, the decision goes through the authorization routine, involving

an authorized decision maker, in case the individual controlling the DS process does not have the

required authority to take the organization to a specific course of action. On the ECM side, the

definition of ‘process’ activity includes analyzing the content, which helps in selecting the best

alternative in the shortest possible time. For example, Kettinger et al. (2003) reported that one

company, Skandia Group, did very well in analyzing the content to select the best decision

alternative by using ECM systems that helps in turning human capital (i.e. skills and experience)

into structural capital (i.e. customer relationships). Processes of content management systems,

such as defining, standardizing, storing, and delivering, usually enable more effective

management (Guenther 2001; Sykes et al. 2009). Kemp (2007) reported that respondents found

the primary benefit of ECM in reducing the time looking for content. The content management

systems (CMS) at Volvo Group enhance the efficiency of business processes (Karlsson and

Gennas 2005). The shared-service content management system in Virginia helped in reducing

the time and cost of solving ‘records retention issues’ (Joha and Jannssen 2010). Thus, we state

the following hypotheses:

H3a: the use of ECM systems is positively associated with decision quality

H3b: the use of ECM systems is positively associated with the speed of decision making

The user plays a major role in ECM systems (Davenport et al. 2001) as well as in DS activities

(DeSanctis and Gallupe 1987). Shang and Seddon (2002) argue that ECM systems have a

potential impact on improving employees’ satisfaction due to better work efficiency. ECM

adoption is one method that can improve the organization's efficiency and increase workers’

satisfaction (Andersen 2008). ECM technology is also applied in the medical field: Päivärinta

and Munkvold (2005) found that ECM implemented at Johns Hopkins University Hospital

satisfies both physicians and patients. So we may assume that ECM positively affects the

decision makers’ satisfaction, and we postulate:

H4: the use of ECM systems is positively associated with decision maker satisfaction

Figure 4.2 summarizes the hypotheses, and appendix C summarizes the development of these

measures.

Figure 4.2: The proposed hypotheses

4.2 DEVELOPMENT OF THE STRATEGIC MANAGEMENT FRAMEWORK

Before the 1990s, files and databases were the most common methods to organize information

(Sprague, 1995). With the emergence of Internet technologies, organizations have experienced a

tremendous growth in information assets in intranets, extranets, and websites. The solution that is

used to manage the content of these assets are the enterprise content management systems. Many

prominent software vendors have jumped on this bandwagon. ECM systems enhance the

organizational processes by providing essential services such as capturing, creating, indexing,

searching, accessing, organizing, and maintaining content (Reimer, 2002; Smith and McKeen,

2003). Arnold (2003) found that many localized content management projects end up with cost

overruns and scope confusion due to a lack of strategic insights.

Several studies focus on ECM strategy development. They include justifying ECM investment,

information audit, and implementing ECM technologies. Rockley et al. (2003) proposed standard

guidelines to develop content management strategies. O’Callaghan and Smits (2005) proposed an

approach for creating business value by guiding IT investments and selecting content objects for

ECM. Smith and McKeen (2003) found that organizational performance may be affected

significantly by prescribing the right practices of content stewardship, and the right information

technology and behavior. Literature also discusses ECM implementation and customization

(Nordheim and Paivarinta, 2004; 2006). To provide an integrated perspective on information

management, a content model for ECM was put forth by Päivärinta and Munkvold (2005); they

found that there was a mismatch between their observation and the actual measurement, and they

concluded that the there are shortcomings in the actual evaluation practices.

The Balanced Scorecard (BSC) is a management instrument that provides a framework for

linking performance measures with strategic goals. It was developed by Kaplan and Norton

(1996) and uses four perspectives for performance assessment - financial, customer, internal

process, and learning and growth. One important concept of BSC is the expression of cause-and-

effect links between strategic objectives and performance measures (Banker et al., 2004).

Strategy maps are used to depict the linkages between the goals (i.e. strategic objectives) and the

desired target (i.e. performance measures). It is used as a communication method to help explain

the strategies to all parties in an organization, and to detect major gaps in implemented strategies.

Kaplan and Norton (2003) suggested that a strategy map should be developed starting from the

strategic objective (destination) and end with the strategies (methods) that lead to this

destination. For example, if the organization wants to achieve the financial objectives (financial

perspective), it should accomplish the following: the customer objectives (customer perspective)

by delivering high quality products, the internal process objectives (internal process perspective)

by improving the production efficiency, and the learning and growth objectives (learning and

growth perspective) by building organizational capabilities.

BSC is implemented widely in the information systems (IS) field. For example, Martinsons et al.

(1999) adopted a special information technology (IT) balanced scorecard for the strategic

management process in IT. The justification behind suggesting the IT balanced scorecard was

that IT is typically handled by an internal unit that benefits end users and organizations rather

than external customers in the large marketplace. The four perspectives of the IT balanced

scorecard are - user orientation, business value, internal processes, and future readiness

(Martinsons et al., 1999). Herath et al. (2010) implemented BSC to propose a framework for IT

security strategy, and Chien-Chih (2007) designed a BCS value-based strategic management

framework for electronic government that supports planning and implementation of e-

government strategies. Huang and Hu (2007) used BSC to align four key elements of IT-business

alignment, namely, integrated planning, effective communication, active relationship

management, and institutionalized culture of alignment.

From reviewing the BSC literature, we conclude three important points. First, BSC is an

accepted strategy formulator, not only among practitioners, but also among IS and management

academics. Second, while BSC can be used to design strategic management systems applicable

at the corporate level, it can also be used to design strategic management for functional and

system levels. Third, BSC, with its capability of determining strategies, strategic objectives, and

performance measures of a system can be utilized to design and evaluate a strategic management

framework. Thus, the issue of adopting BSC to the ECM domain deserves further investigation.

4.2.1 Theoretical Background

The proposed framework (see figure 4.3) is based on the strategic management literature that

investigates the relationship between formal strategic planning (FSP) and organizational

performance. As one of the first papers that examine this relationship, Thune and House (1970)

conclude that formal planners get better economic benefits than non-planners. Generally,

strategic management literature implies that there is a positive relationship between FSP and

performance (Greenley, 1994). Two phases are considered essential in FSP, namely a phase for

strategy formulation, and a phase for strategy implementation and performance evaluation

(Cohen and Cyert 1973; Steiner 1997).

Figure 4.3: Formal strategic planning for ECM

The proposed framework integrates the formal strategic planning (FSP), with the balanced

scorecard (BSC). Tyrvainen et al. (2006) proposed a framework (see figure 4.4) for ECM

research that consists of the following four perspectives: content, technology, process, and

enterprise. The content perspective is related to information about content (i.e. dealing with the

semantics of the content, content presentation), users and their relationship with content, and

systems where content resides. The technology perspective pertains to hardware, software, and

standards. Although Tyrvainen et al. (2006) considered technology as an important perspective,

they insisted that ECM research should focus more on systems rather than technologies because

systems encompass several technologies. The process perspective includes development

(implementation and maintaining ECM systems) and deployment processes (implementation of

content lifecycle activities). The enterprise perspective addresses the economic, organizational,

and social aspects.

Figure 4.4: Four perspectives (Tyrvainen et al. 2006)

This theoretical background is an accepted theoretical basis in ECM field. For instance, vom

Brocke et al. (2009) adopted this framework to associate between business process management

and ECM; they proposed the ECM-blueprinting framework, which is a process-oriented

framework, to organize the adoption of ECM system.

We propose that these four perspectives can be used to form a specialized balanced-scorecard for

ECM as depicted in figure 4.5. The content perspective, which consists of users, information,

and systems views, is equivalent to Customer perspective. The ECM process perspective, which

includes development and deployment, can be compared to the perspective of Internal Process.

The Technology perspective, that combines hardware, software, and standards, can be

correspondent to Learning & Growth perspective. Finally, The Enterprise perspective, that

includes economic and social aspects, can be parallel to the Financial perspective.

Figure 4.5: The ECM balanced scorecard versus the original balanced scorecard

4.2.2 Description of the Proposed Framework

As shown in figure 4.3, two phases are considered essential in strategic management, namely a

phase for strategy formulation, and a phase for strategy implementation and performance

evaluation (Cohen and Cyert, 1973).

The strategic management process starts with the strategy formulation phase. The first step in

that phase is identifying the vision and mission. The vision suggests the future probable

outcomes and positions associated with the ECM system, while the mission articulates what

needs to be done in order to reach the future outcomes. Whatever the vision may be, top

management commitment should always be included, since management commitment is a key

success factor of information systems strategic management (Aladwani, 2001). ECM systems are

no exception in this regard. In the second step, strategies and strategic objectives need to be

identified. Also, performance indicators, which measure the accomplishments of strategic

objectives, need to be determined and categorized. The identification of key success factors

comes next in the third step. The key factors for system success should be determined based on

management experience and research. Strategies will help in undertaking the missions and

strategic objectives that have been identified earlier. The key success factors will ensure the plan

includes the right actions required to accomplish the goals. The balanced scorecard should be

designed after completing the first three steps (the design of the BSC is discussed in the next

section). The fourth step consists of allocating the required resources (i.e. skilled workers) that

are necessary for achieving the specified strategies. Also, cause-and-effect relations should be

defined at this juncture. Once all activities that help in achieving the strategic objectives are

explored, the cause-and effect relationships can be built among strategies, strategic objectives,

and performance indicators. The cause-and-effect relationships can be depicted in the strategic

map (an example of strategic map is shown in figure 4.6).

After building the cause-and-effect relations, we move to the second phase of the strategic

management process, namely strategy implementation. Action plans and performance measures

are developed first. Then the action plans are implemented by the responsible team and/or

vendor. After deployment, data for the performance measures are collected and analyzed to

reveal the actual performance. Strategy gaps, i.e. missing links between strategies, strategic

objectives, and performance measures, should be explored at this step. Any difference between

the expected performance and the actual performance may be indicative of a problem that will

require investigation and corrective action. The corrective action, in addition to any feedback

from the strategy formulation and implementation can be utilized to close the strategic gaps by

modifying the vision and mission. The dotted arrow shows that the newly modified vision and

mission will trigger a new cycle for the process of strategic management.

4.2.3 Description of ECM balanced-scorecard

As indicated in the introduction of this section, BSC can be applied both at the corporate level

and the functional and project level (Martinsons et al., 1999). We adopt Tyrvainen et al. (2006)

framework to develop the framework of ECM balanced scorecard. Consistent with Tyrvainen et

al. (2006), the four perspectives of the suggested ECM balanced scorecard are Content

perspective, Process perspective, Enterprise perspective, and Technology perspective. The ECM

balanced scorecard with the mission, strategic objectives, and performance indicators are

depicted in table 4.1. Before discussing the proposed ECM BSC, it is important to highlight two

points. First, the proposed objectives and their performance measures are by no means

comprehensive. We give only some examples based on ECM literature review. Objectives and

performance measures should be modified according to the organizations needs. Second, two

organizations may differ in adopting the objectives and their measures based on their

organizational goals and priorities.

For the Content perspective, it includes information view and user view (i.e. internal and external

beneficiaries) that receive services from the ECM system. Internal beneficiaries are the intranet

users, and the external beneficiaries are the corporate portal users. The mission here is providing

ECM value-adding services to the internal and external beneficiaries. Strategic objectives include

improving internal and external collaboration, providing new (or modified) customer products

and/or services that involve digital content, reducing work load by streamlining tedious routines

(Päivärinta and Munkvold, 2005), enhancing content quality and consistency (Rockley et al.,

2003), information traceability, enabling secure, easy, and correct access to information,

provisioning legal requirements, limiting duplication (Nordheim and Paivarinta, 2006),

improving the speed of search and retrieval (Seeley, 2002), and providing effective training to

raise the efficiency of employees. The associated performance measures may include degree of

participation and collaboration, degree of end-users satisfaction, degree of confidence and trust,

degree of accessibility, number of new (or modified) products/services that involve digital

content, number of registered users, search to retrieval ratio, number of training courses that

match each employee’s training plan, and employees’ skills and productivity ratio.

Content perspective Enterprise perspective

Mission:

Implementing ECM services to provide content value to the internal and external beneficiaries

Objectives

Improve internal and external collaboration Enhance content quality and consistency Search and retrieval function Provide new (or modified) customer products and/or services that involve digital content Make the work easier for workers by reducing the tedious routines Having information traceability Having secure, easy, and correct access to information Provide effective training that raises the efficiency of employees

Performance measures

Degree of participation and collaboration Degree of users’ satisfaction Degree of confidence and trust Degree of accessibility Search to retrieval ratio Number of new digital products and services Number of courses that match employees’ training plan Employees’ skills and productivity ratio

Mission:

Contribution of ECM to the value of the business by enabling corporate communication at all strategic levels

Objectives

Cost savings in information processing Enhance decision making process Satisfy governmental regulations and standards (compliance) Having professional representation of the enterprise in the eyes of its stakeholders Diversify revenue streams Improve the efficiency of the organization Improve the quality of all organization activities Increase the flexibility of dealing with disasters

Performance measures

Return on investment Speed of problem identification Speed of decision making Quality of decisions Percent of cost saving Degree of budget efficiency Degree of fulfilling legal requirements Disaster recovery ratio

Process perspective Technology perspective

Mission:

Implementing and maintaining ECM system, and implementing ECM activities (i.e. create, capture, store) effectively

Objectives

Enhance the organization business processes Enhance metadata flow throughout organization Expect and influence (if possible) the requests of ECM services from end-users and management Maintain an effective content lifecycle among different users Ensure that business processes match legislative requirements

Performance measures

The reuse ratio of previously created content, templates, metadata, and navigation aids The number of simplified business process Cost and time of demanding and delivering services

Mission:

Developing and operating ECM applications while ensuring continuous enhancement and being ready for future challenges

Objectives

Integrate ECM applications with the current and new applications Provide security techniques to ensure content is secure Develop the required platforms and capabilities Manage software updates and revisions Ensure that applications are able to simplify the collaboration and content management process Having customizable tools to support new work processes

Performance measures

Integration success to integration problem ratio ECM application to simplified process ratio Degree of application customizability related to supporting business process

Table 4.1: ECM balanced-scorecard

With regard to the ECM Process perspective, the mission is to implement and maintain ECM

system, and ECM activities (i.e. create, capture, store) effectively. The strategic objectives

include enhancing the organizational business processes (vom Brocke et al., 2010), enhancing

metadata flow throughout the organization (Nordheim and Paivarinta, 2006), expecting and

influencing the requests of ECM services from end-users and management, maintaining an

effective content lifecycle among different users, and ensuring that business processes match

legislative requirements. The performance measures can be the following. The reuse percentage

of previously created content, templates, metadata, and navigation aids, the number of simplified

business process, and the cost and time of demanding and delivering services.

For the Enterprise perspective, the mission is the ability of ECM to contribute to the

organizations’ business value by enabling corporate communication at all strategic levels.

Strategic objectives include cost savings in information processing (Rockley et al., 2003;

Päivärinta and Munkvold, 2005), enhancing decision making (Kettinger et al., 2003), satisfying

governmental regulations and standards (compliance), enhancing professional representation of

the enterprise in the eyes of its stakeholders (Päivärinta and Munkvold, 2005), and increasing the

efficiency and the flexibility of business processes (Reimer, 2002). The associated performance

measures may include return on investment, speed of problem identification, speed of decision

making, quality of decisions, percent of cost saving, degree of budget efficiency, and percent of

redesigned business processes.

For innovation and learning related to Technology perspective, the mission is developing and

operating ECM applications while ensuring continuous enhancement and being ready for future

challenges. The specified strategic objectives include integrating ECM applications with the

current and new applications, developing the required platforms and capabilities, managing

software updates and revisions (Päivärinta and Munkvold, 2005), ensuring that applications are

able to simplify the collaboration and content management process, having customizable tools to

support new work processes (Nordheim and Paivarinta 2006), and planning hardware and

software upgrades as needed. The following performance measures are applicable in this regard.

Integration success to integration problem ratio, ECM application to process simplifying

initiatives, and degree of application customizability related to supporting the business process.

Determining the key success factors is crucial to ensure that the design addresses the correct and

necessary actions required to accomplish the goal. The key success factors (KSF) are the extent

to which usable services and systems, high security, privacy and trust can be provided. KSF can

include top management commitment, stakeholders’ involvement, and adopting effective change

management strategies. Additional success factors can also be specified based on experience,

established literature or industry guidelines.

4.2.4 Description of the ECM balanced scorecard-based strategy map

Strategy maps depict the cause-and-effect relationships among strategic objectives and

performance measures (Kaplan and Norton, 1996; 2003). After determining the strategies,

strategic objectives, the performance indicators, and the key success factors, the strategy map can

be drawn. Figure 4.6 illustrates an example of a strategy map. For instance, a cause-and-effect

link can be drawn between the “Enhance content quality and consistency” strategic objective in

the Content perspective and its performance measures. In this case, the strategy is Content

strategy; the strategic objective is to enhance content quality and consistency, and the

performance measure is the degree of beneficiary’s confidence and trust. A sequence of cause-

and-effect links can be drawn from all strategic objectives in all BSC perspectives. It is expected

that multiple strategic objectives may share one or more key success factors and performance

measures.

Figure 4.6: ECM balanced scorecard-strategy Map

Based on the strategy map and steps mentioned above, action plans can then be developed.

Strategic gaps occur when there are missing links among strategies, strategic objectives, and

performance measures. They highlight strategic objectives that are not supportive of each other.

For instance, if the objective “Provide security techniques to ensure content is secure”, and the

objective “maintain an effective content lifecycle among different users” are not included in the

ECM-balanced scorecard, then the objectives “having secure, easy, and correct access to

information”, and the objective “satisfy governmental regulations and standards” may not be

successfully accomplished. Conversely, any strategic gaps that may be present will have a

negative impact on performance measures. In this case, a thorough analysis of the cause-and-

effect link has to be conducted, the results of which will be inputs to the strategy formulation

phase. The iterative process is repeated until the strategic gaps are minimized or eliminated.

4.3 SUMMARY

Understanding the relationship between ECM and DS is crucial to identifying and utilizing the

potential benefits of ECM technologies for DS activities. The first part of this chapter is an

attempt to analyze this relationship. Based on ECM literature and Mintzberg et al. (1976), this

chapter calls attention to the DS capabilities of ECM. A framework that describes the

relationship, as well as several hypotheses are presented, to prove (or refute) the association

between ECM and decision support capabilities.

In this chapter, we also propose a strategic ECM management framework based on balanced

scorecard and strategy map. We also discuss the theoretical background for the proposed

framework. From this chapter, we propose three artifacts: (1) the strategic management

framework, (2), ECM balanced-scorecard, and (3) the ECM balanced scorecard-based strategy

map.

The proposed artifacts will serve both academics and practitioners. For the academics, the

designed artifacts, which integrates the formal strategic planning (FSP) with the balanced

scorecard (BSC), is a novel addition to the ECM body of knowledge. Implementing the artifacts

in a real-world organization highlights the importance of linking strategies to performance

measures in the ECM context. For practitioners, focusing on the four perspectives of the ECM-

balanced scorecard, provides practical tools (i.e. BSC, and strategy map) to help align ECM

strategies with performance measures. Practitioners can use the artifacts to help them in more

effectively deploying and evaluating ECM systems, and ultimately utilizing the decision support

capabilities of ECM.

5. RESULTS OF PHASE I: STRATEGIC CAPABILITIES OF ECM To examine the proposed hypotheses in chapter 4, we have conducted a web survey with the

users of ImageNow system. ImageNow, which is manufactured by Perceptive Software Inc., is a

commercial ECM system for capturing, organizing, and managing content. The survey

questionnaire consists of questions taken from other studies. Appendix C shows each measure

and its related literature. The survey questionnaire consists of nine sections which includes 33

questions related to the hypotheses, one questions asking for general feedback, and 6

demographic questions. A five point Likert scale, where 1= strongly disagree and 5 = strongly

agree, is used in the survey. The survey questionnaire is shown in appendix D. Data were

collected and managed using REDCap (Research Electronic Data Capture) software hosted at a

large research university. REDCap is a web-based application designed to support data

management for research studies. REDCap provides the following: 1) a validated data entry

through an intuitive interface; 2) tracking data manipulation and export procedures by having

audit trails; 3) allowing data downloads to common statistical packages by having an automated

export procedures; and 4) allowing data importing from external sources (Harris et al., 2009).

In the pilot phase, the committee members have evaluated the usability and the language of the

survey. Based on their feedback, the survey was slightly modified. We sent the survey to 618

ImageNow users. In the collection phase, we received 157 responses; 111 of these were usable.

Table 5.1 shows the distribution of the respondents by department.

Department Number of Respondents

Budget and Resource Analysis 1

Business Operations 1

Business Services 2

Department of Psychology 1

Facilities Management 4

Faculty Affairs 1

Financial Aid 6

Global Education Office 7

Graduate School 5

Grants and Contracts 6

Human Resources 7

International Admissions 2

Massey Cancer Center 3

payroll services 3

Planning & Design 1

Procurement Services 4

Records and Registration 2

School of Business 1

School of Dentistry 1

School of government and public affairs 1

School of medicine 4

School of Nursing 1

School of pharmacy 1

School of Social Work 3

Student Accounting 2

Technology services 3

Transfer Center 1

Undergraduate Admissions 9

Unspecified 28

Total 111 Table 5.1: The distribution of respondents by department

Table 5.2 shows the descriptive statistics of the respondents. The proposed research model is

analyzed using a PLS structural equation modeling tool, which evaluates the psychometric

properties of the measurement model and estimates the parameters of the structural model (Chin,

1998). SmartPLS software is used to analyze the dataset. The results of the PLS analysis are

presented in two sections: the results of the measurement model, and the results of the structural

model.

Measure Value Frequency Percentage

Gender Male 26 24%

Female 69 62%

Unspecified 16 14%

Age 20-29 18 16%

30-39 18 16%

40-49 19 17%

> 50 22 20%

Unspecified 34 31%

Education Bachelor degree 42 38%

Masters degree 25 23%

Doctorate degree 9 8%

Unspecified 35 31%

Ethnicity White, Euro-American 51 46%

Black, African American

27 24%

Asian, Pacific Islander 2 2%

Native American 2 2%

Unspecified 29 26% Table 5.2: Descriptive statistics of respondents

5.1 THE MEASUREMENT MODEL

Reliability results are shown in Table 5.3. As indicated by the composite reliability, the measures

of the internal consistency reliability are robust because the values exceed the recommended

threshold value of 0.70 (Nunnally, 1978). In addition, the average variance extracted (AVE) for

each measure exceeds 0.50, which is consistent with the recommendations of Fornell and

Larcker (1981).

Variable constructs The composite reliability (internal consistency reliability)

Average variance extracted/explained

1. Decision making analysis 0.90 0.75

2. Decision making speed 0.96 0.93

3. Decision quality 0.93 0.78

4. The use of ECM 0.85 0.66

5. Impact on problem definition 0.90 0.66

6. Problem identification speed 0.91 0.83

7. Satisfaction 0.95 0.61 Table 5.3: Reliability results

The discriminant validity of the variable constructs is reported in Table 5.4. The discriminant

validity means that the construct is different from other constructs. The square roots of the

AVEs, which are the numbers in the matrix diagonal, are greater than the off-diagonal elements

in all rows and columns. This result, which matches the recommendation of Hair et al. (2006),

supports the discriminant validity of the scale used.

Latent variables 1 2 3 4 5 6 7

1. Decision making analysis 0.87

2. Decision making speed 0.48 0.97

3. Decision quality 0.59 0.63 0.89

4. The use of ECM 0.31 0.43 0.41 0.81

5. Impact on problem definition 0.62 0.55 0.64 0.57 0.81

6. Problem identification speed 0.49 0.57 0.51 0.59 0.67 0.92

7. Satisfaction 0.57 0.74 0.71 0.64 0.73 0.74 0.78 Table 5.4: Discriminant validity results

We have extracted the factor loadings and the cross loadings of the variables in order to test the

convergent validity. The factor loadings and the cross loadings are shown in table 5.5. All factor

loadings on their assigned latent variables are higher than their cross loadings on all other latent

variables. In addition, the T-statistics of the outer model loadings range from a low value of 11 to

a high value of 151, which demonstrates that each item’s factor loading is highly significant. In

summary, the results of the validity and reliability tests are satisfactory.

DMA DMS DQ IPD PIS SATS USE

DMA1 0.90 0.41 0.54 0.53 0.43 0.52 0.28

DMA2 0.88 0.44 0.56 0.52 0.40 0.50 0.28

DMA3 0.83 0.41 0.44 0.57 0.45 0.45 0.26

DMS1 0.50 0.96 0.61 0.53 0.53 0.71 0.37

DMS2 0.44 0.98 0.61 0.54 0.58 0.73 0.45

DQ1 0.55 0.56 0.90 0.60 0.49 0.63 0.40

DQ2 0.51 0.53 0.89 0.51 0.42 0.60 0.32

DQ3 0.55 0.55 0.87 0.61 0.46 0.62 0.33

DQ4 0.47 0.59 0.90 0.55 0.45 0.67 0.39

IPD1 0.41 0.51 0.46 0.75 0.58 0.58 0.49

IPD2 0.53 0.51 0.59 0.81 0.56 0.63 0.47

IPD3 0.52 0.42 0.54 0.88 0.56 0.67 0.47

IPD4 0.51 0.41 0.51 0.82 0.47 0.51 0.37

IPD5 0.54 0.40 0.50 0.82 0.56 0.57 0.51

PIS1 0.51 0.50 0.47 0.62 0.92 0.74 0.54

PIS2 0.38 0.56 0.47 0.61 0.91 0.62 0.54

SATS1 0.35 0.57 0.56 0.53 0.63 0.83 0.66

SATS2 0.44 0.46 0.44 0.58 0.59 0.77 0.43

SATS3 0.38 0.50 0.51 0.56 0.52 0.79 0.55

SATS4 0.27 0.52 0.47 0.50 0.57 0.79 0.60

SATS5 0.38 0.49 0.47 0.46 0.48 0.72 0.43

SATS6 0.51 0.55 0.58 0.57 0.53 0.77 0.55

SATS7 0.43 0.58 0.66 0.57 0.58 0.77 0.45

SATS8 0.53 0.58 0.60 0.69 0.71 0.82 0.54

SATS9 0.52 0.54 0.59 0.62 0.55 0.74 0.38

SATS10 0.50 0.63 0.65 0.66 0.61 0.83 0.46

SATS11 0.45 0.87 0.59 0.55 0.61 0.79 0.42

SATS12 0.53 0.76 0.58 0.58 0.57 0.77 0.42

SATS13 0.58 0.63 0.60 0.68 0.63 0.78 0.50

USE1 0.24 0.35 0.33 0.47 0.51 0.53 0.87

USE2 0.25 0.32 0.29 0.48 0.46 0.49 0.86

USE3 0.27 0.37 0.38 0.44 0.46 0.54 0.69 Table 5.5: Results of factor loadings and cross loadings

5.2 THE STRUCTURAL MODEL

The path coefficients and significance of each hypothesis and the variance explained (R2) are

shown in Figure 5.1. The beta path coefficients are positive and statistically significant at P <

0.001.

Figure 5.1: The structural model

The ECM use has a positive influence on decision making speed (beta = 0.427, P < 0.001),

decision quality (beta = 0.411, P < 0.001), problem identification speed (beta = 0.591, P <

0.001), decision making analysis (beta = 0.315, P < 0.001), impact on problem definition (beta =

0.574, P < 0.001), and decision makers’ satisfaction (beta = 0.642, P < 0.001). The model

explains 32.9% of the variance in impact on problem definition, 9.9% of the variance in decision

making analysis, 34.9% of the variance in problem identification speed, 16.9% of the variance in

decision quality, 18.2% of the variance in decision making speed, and 41.2% of the variance in

satisfactions of decision makers.

Therefore, all six hypotheses that are proposed in this study (shown in table 5.6) are statistically

significant.

Hypotheses Results

H1a the use of ECM systems in the DS identification phase has a positive impact on problem definition

All hypotheses are

supported H1b the use of ECM systems is positively associated with the speed of problem identification

H2 the use of ECM systems in the development phase is positively associated with the decision making analysis

H3a the use of ECM systems is positively associated with decisions quality

H3b the use of ECM systems is positively associated with the speed of decision making

H4 the use of ECM systems is positively associated with satisfaction of decision makers

Table 5.6: Results of hypotheses testing

5.3 SUMMARY

In this chapter, we have empirically examined six hypotheses that propose the association

between the use of ECM and the capabilities of decision making. By using PLS structural

equation modeling method, we have analyzed the answers of 111 ImageNow users from different

departments of a large research university. In the measurement model, we have found that the

results of the validity and reliability tests, and factor loadings and cross loadings are satisfactory,

and match with the statisticians’ recommendations. Also, all path coefficients are significant at P

< 0.001. In the structural model, we use R 2 to measure the model validity and to determine the

explained variance. Three latent variables have moderate R 2 values as follows: problem

identification speed (34.9%), impact on problem definition (32.9), and decision makers’

satisfaction (41.2%). The other three latent variables have weak R 2 values including decision

making speed (18.2%), decision quality (16.9%), and decision making analysis (9.9%). The main

conclusion is that the use of ImageNow can lead to strategic (decision-making) benefits such as

positive influence on decision making speed, decision quality, decision making analysis, problem

identification speed, impact on problem definition, and decision makers’ satisfaction.

6. RESULTS OF PHASE II: EVALUATION OF THE PROPOSED

FRAMEWORK

In this study, we have proposed three artifacts: (1) the strategic management framework that is

shown in figure 4.3, (2), ECM balanced-scorecard that is depicted in table 4.1, and (3) the ECM

balanced scorecard-based strategy map which is shown in figure 4.6. Based on Hevner et al.

(2004), observational evaluation (case study) and descriptive evaluation (scenarios) methods are

adopted in this research to evaluate the proposed artifacts. A brief description of each evaluation

method is shown in table 6.1. The details of each evaluation method are discussed in the coming

subsections.

Evaluation method Type Description

Descriptive Scenarios Demonstrating the utility of the artifacts by proposing scenarios

Observational Case study Studying and monitoring the use of the artifact in the project

Table 6.1: Description of the evaluation methods

6.1 DESCRIPTIVE ANALYSIS (SCENARIOS)

We analyze the implantation of an ECM system in the Graduate Admissions (GA) department of

a large research university. ImageNow, which is manufactured by Perceptive Software Inc., is a

commercial ECM system for capturing, organizing, and managing content. The GA department

receives extensive amount of document (8 documents for each of 6000 applications in 2008)

during the regular university admission time. Until the implementation of the ECM solution in

2008/2009, the GA department used software with limited ECM capabilities (i.e. Lotus Notes

and SCT Banner) in its routine processes, The director of recruitment and admissions, in one of

the project document, stated “For each graduate application, we typically receive two or more

college transcripts, at least one test score, three reference letters, and a personal statement. We

plan on imaging transcripts and any other of these materials we receive.” ImageNow was

implemented to handle this extensive number of documents in order to assist in the applicants’

admission decisions. The admission decision will be either admit or reject decision. Two teams

are involved in the implementation of ImageNow, one from Perceptive Software Inc. and the

other from the research institution.

The discussion in this section is based on data synthesized from multiple perspectives. We

conducted a structured interview of the manager of business application services at the

department of technology services who oversaw the software implementation. We also

performed a detailed analysis of the documentation that was maintained throughout the lifecycle

of the project. The scenarios of the strategic management process framework (figure 4.3) was

applied to the ImageNow project and elaborated in the following subsections.

6.1.1 Strategy formulation phase

In this subsection, we discuss the strategy formulation phase, which is the left side of the figure

4.3. Based on the documentation analysis, we conclude that the project vision is to provide the

GA department with an efficient, accessible, collaborative, and secure information resource to

support the business processes. Also, we conclude that the mission is to establish an easier and

more advanced method to search, find, use, share, store, and keep high quality information.

Although the frameworks recommends that mission statements be established for every

perspective (content, technology, enterprise, and technology), our analysis did not provide us

with enough details to identify a mission statement for each perspective.

The implemented system in GA is accessed by two business functions, recruiting and graduate

admission programs. The objectives (step 2 of the framework) were synthesized by evaluating

multiple forms of documentation associated with the ImageNow implementation. They include

Project Questionnaire, Project Kick-off Call, Imaging Requirement Survey, and the Project

Charter. According to the Project Charter, the main goal is “to image all relevant application

documents to ensure more timely delivery to Graduate Program Directors and Admission

Committees”. The followings are the detailed objectives of ImageNow:

• To make the application documents available for more than 80 program directors without

the need to copy and mail the time-sensitive documents

• To reduce the storage of paper files by having a long term storage of electronic

documents

• To allow multiple users to access the system simultaneously

• To enable document tracking

• To have secured access to electronic documents

• To have compliance support

• To allow annotation of electronic documents

• To be able to capture, route, and view the internally generated documents

• To be able to integrate with the current software applications (i.e. Lotus Notes, SCT

Banner), and to enhance the reputation of the institution

The analysis did not reveal any performance measures for the objectives. Instead, the Project

Charter mentions, “This project’s success will be measured by the following criteria: full

engagement of the Program Directors via use of the ImageNow product, document retrieval of

the stored images is virtually immediate upon scanning and linking, quicker search, archiving,

and retrieval of documents in ImageNow compared to current methods, and completion of “train

the trainer” sessions to empower the research institution project team to manage ImageNow.”

Thus, we believe that these four measures can be matched to the objectives of three perspectives:

Enterprise, Content, and Process perspective as shown in table 6.2. In this case, the objectives in

Technology perspectives have no performance measure. Moreover, no further information is

provided on how these performance measures are assessed and what the final results are.

The manager of business application services emphasized that the implementation team should

understand the users’ exact needs, the expectations of ImageNow system, and to involve the

stakeholders in the planning process. This corresponds to three key success factors (KSF) to

accomplish the project successfully. The first KSF is top management commitment from both the

research institution and Perceptive Software Inc. Two teams from both sides cooperated to

implement and develop the project. The research institution team was sponsored by the dean of

the graduate school, and was guided by the director of recruitment and admission. The two teams

arranged weekly meetings to follow up on the updates, and to assess the progress of the project

implementation. The second KSF was the involvement of different stakeholders such as the staff,

the program directors, and the students. In order to understand the stakeholder needs, a

comprehensive discussion was carried out with the stakeholders that included surveys,

interviews, and contextual observation. The third KSF is adopting change management in the

early stages of the project. The culture of information management in the GA department was

changed to a new model through consensus negotiation with the different stakeholders. In

addition, the system implementation undertaken in incremental stages which facilitated ease of

adoption and long-term acceptance of the system. Ongoing training, support, and guidance were

also provided to accustom the users with the new practices.

Content perspective Enterprise perspective

Objectives

Collaboration & Accessibility: To make the application documents available electronically for more than 80 program directors To allow multiple users access the system simultaneously To be able to track documents To have secure and easy access to documents

Search and navigation To be able to capture, route, and view the internally generated documents To be able to import and export the needed documents

Users’ objectives To reduce the employees’ time and efforts that are done in routine activities To give the right authority to the right role To Train users: Perceptive Software trains customers using a “train the trainer” approach

Performance measures

Time of search, archiving, and retrieval of documents Completion of “train the trainer” sessions

Objectives

Efficiency To improve quality of the admission activates To enhance the efficiency and effectiveness of the daily admission activities To diversify revenue streams and undertake efficiency reforms resulting in financial viability and sustainability To reduce the storage of paper files by having a long term storage of electronic documents

Reputation To improve and protect reputation of the research institution

Compliance To have compliance support: Meeting legislative requirements (FERPA and the Virginia Public Records Act)

Performance measures

Engagement of program directors

Process perspective Technology perspective

Objectives

Workflow Process To enhance the workflow of the GA activities

Content Lifecycle Process To maintain an effective content lifecycle among different users To help in metadata management, auditing, and reporting To have annotation to electronic documents

Performance measures

Document retrieval of the stored images is virtually immediate upon scanning and linking

Objectives

Accessibility: to provide continuing access to content

Customization: to have customizable tools that help in simplifying the workflow of GA activities

Integration To be Compatible with existing architecture To be able to integrate with the current software applications (i.e. Lotus Notes, SCT Banner)

To ensure having the ability of “data migration”

Security: to provide the security level that matches with different groups of users

Performance measures

No identifiable performance measures were used

Table 6.2: BSC of ImageNow system in the Graduate Admission department

After specifying the KFS, the ECM-BSC should be designed. We have designed the ECM

balanced scorecard as shown in table 6.2. The objectives of content perspective are classified

into collaboration and accessibility, search and navigation, and users’ objectives. For example,

sending electronic documents to program directors reduce the employees’ time and effort in

searching, classifying, and mailing the documents.

Perceptive Software Inc. trains customers using a “train the trainer” approach. In this approach, a

core group of users (typically no more than five people) are trained who then train remaining

users. Training, in addition to integration with other applications, is ranked high in terms of the

importance to the system adoption decision. The objectives of the enterprise perspective are

categorized into efficiency, reputation, and compliance. As a case in point, the research

institution hopes to improve the quality and efficiency of admission activities. The ECM solution

also helps in achieving the sustainability objectives by going paperless and reducing the storage

of paper. Keeping electronic documents is essential to satisfy compliance requirements (i.e.

Family Educational Rights and Privacy Act (FERPA) and the Virginia Public Records Act). The

objectives of process perspective are classified into workflow process, and content lifecycle

process. The workflow chart, for instance, has been changed significantly from the initial stage

to the end stage of the project. Finally, the objectives of technology perspective can be classified

into accessibility, customization, integration, and security. The main security objective is to

provide the security level that matches with different groups of users. The users are grouped into

five types: power users, workflow users, scanners/linkers, viewers, and program directors.

In terms of allocating hardware, software and human resources, the project document mentions

the following:

• “The employees [of the research institution] will attend training as early as possible after

the project kickoff.”

• “All hardware, software, and network components provided by the research institution

will be delivered and made available prior to implementation of ImageNow software.”

• “Deliverables requested by both parties will be received on time to keep the project

moving forward.”

• “Both parties will need to spend additional time outside of joint conference calls and

meetings to ensure that objectives and deliverables are met.”

• “Post install tune-up services must be used within 60-days after the onsite

implementation.”

After allocating the resources, cause-and-effect relationship can be established among strategies,

strategic objectives, and performance measures. These relationships can be used to build the

strategic map that is shown in figure 6.1. For instance, the strategic objective “To provide the

correct security level for each group of users” in the technology perspective can be linked to the

following objective “To give the right authority to the right role” in the content perspective, and

both objectives will be related to the following performance measure in the content perspective:

“Quicker search, archiving, and retrieval of documents.”

Figure 6.1: ImageNow balanced Scorecard-strategy map for Graduate Admission department

6.1.2. Strategy implementation and performance evaluation phase

This phase is depicted in the right side of figure 4.3. In developing the action plans and

performance measures, three stages are specified – the analyze/design stage, the

implement/verify stage, and the deploy/support stage. In the analyze/design stage, the teams plan

to perform product demonstration, review existing process and workflow, identify and develop

script requirements, identify users and their permissions, and perform script Q/A testing. In

implement/verify stage, the teams propose to develop hardware and software, conduct

configuration and components implementation, train the trainer, and have the scripts ready to

install. In the deploy/support stage, the teams plan to perform internal system testing, create

training materials, project wrap-up meetings, highlight transition issues that will require support,

and send project closure announcement.

The analysis of the documentation reveals that the implementation of the action plans and the

strategy gap assessment are addressed at three specific stages of the project - analyze/design,

implement/verify, and deploy/support. After the implementation of action plan, any strategy gaps

that are identified should be explored by analyzing the designed strategy map. Strategy gaps

highlight any difference between the expected performance and the actual performance. For

example, in the case of the GA department, the analysis helped to determine strategy gaps in the

process perspective. The research institution team notices that the GA workflow processes are

not achieved perfectly. This brought to light the missing link between the objectives of workflow

process and its performance measures. The feedback from the diagnosis is used to determine the

corrective action. The corrective action is suggested after determining the need for several

additional scripts to support the workflow process.

By definition, scenario-based evaluation is not perfect. The extensive documentation and the

structured interview that are used for validation in this part did not entirely provide the

comprehensive information needed to assess the framework. To be more specific, we had limited

information especially about the last three steps in the second phase of the framework. For

instance, the project documentation does not provide any performance measure for the

technology perspective objectives. Although the descriptive evaluation has the aforementioned

limitations, we noticed that using the SMF to configure the ImageNow BSC and design the

strategy map is straightforward process, which can facilitate exploring the strategy gaps and

taking corrective actions in the GA department.

Therefore, the information that we currently have from this evaluation leads us to conclude the

practicality and the applicability of the proposed framework.

6.2 OBSERVATIONAL EVALUATION (CASE STUDY)

A police department at a large research university has implemented ImageNow system as one

type of ECM systems. We have evaluated the proposed artifacts in this project. In order to gather

information, we have followed Yin’s (2009) case study protocol. The case study protocol guides

the researchers in gathering data. It provides the procedures and rules that need to be followed in

order to conduct the case study. It also increases the reliability of case study research. The

protocol is shown in table 6.3.

Protocol Stage Description

Over view of the case study project Background information Project objectives

Field procedures Gaining access to an organization Making a clear schedule for the data collection activities

Case study data gathering Table shells are used to collect the data

A guide for the case study report The writing format of the classic single- case study: in order to analyze and describe the case, a single narrative will be used

Table 6.3: Case study protocol (Yin, 2009)

Because they are practical in gathering data, “table shells” will be used to collect the case study

data. Table shells are outlines of tables without actual data (Yin, 2009). Examples of the table

shells that are used in this study are shown in appendix F.

The police department has more than 400 employees including dispatchers, campus security

officers (CSO), sworn officers, business staff, and others. The police department consists of four

divisions as shown in figure 6.2: division of Investigation and Security Services, division of

Patrol Operations, division of Support Services, and division of Administration and Business

Operations (ABO). ImageNow system will be implemented only in the division of ABO. ABO

has four units: payroll and personnel, records management, procurement, and IT unit.

Figure 6.2: Divisions of the police department

Although the ABO division uses other computer systems (e.g. Lotus Notes, SCT Banner, CAD)

most of the operations in the ABO division are paper based which leads to having the following

problems:

1. A huge amount of paper: Payroll and Personnel unit, for instance, has several operations such

as hiring and training. Taking the high turnover of the employees into account, the procedures of

hiring and training each employee requires different amount of forms to be routed from one

department to another which leads to accumulating a huge amount of paper.

2. Difficulties in auditing and in complying with government regulations: the police department

is required by law to satisfy government regulations and standards regarding records

management. Paper-based records are insufficient to comply with the government regulations.

For instance, record retention policies (e.g. keeping records for certain amount of years after job

termination) are mandatory. Examples of these regulations are: the Public Records Act and the

regulations of the Library of Virginia.

3. Traceability: document tracking is done manually based on the location of the document in the

file cabinets. If a security officer is transferred from one department to another, for example,

tracking of this action is based on paper filing, and procedures dictate the time/location of

transfer and the responsibilities that are specified for a certain officer.

4. Document duplication: several hardcopies from the same document can be found which

complicates the problem. Tracking a version of a hardcopy is also done manually which can be

time consuming and inaccurate.

5. Document security: using file cabinet does not ensure complete document security. Security is

required since some employees should have full access to all documents while other should have

only limited access. Currently, department security procedures (locked file cabinets/rooms with

restricted access; keys/card access) dictate the security level for each group of employees.

The above mentioned problems affect the efficiency of the department. For instance, utilization

of the employees’ time is not efficient since the manual searching and retrieving of documents

takes long time. In addition, high costs are incurred in purchasing paper, paper cabinets, locks,

access keys/cards, and in providing file space in the department. Ultimately, the quality and the

consistency of the information are influenced, and the internal and external collaboration are

affected which influence the ability of making the right decisions (e.g. budget decisions,

procurement decisions) at the right time.

6.2.1 Strategy Formulation Phase

The first step in this phase is to identify the project vision and mission. Based on the discussion

with the director of the division of Administration and Business Operations, and with the

implementation team, we have identified the project vision and mission. The project vision is

that “the ImageNow solution for the Campus Police provides an efficient, traceable and secure

content management resource to enhance the campus security processes that support safety

services to all university’s students, faculty and staff to enable the university to achieve its vision

to become a premier urban, public research university focused on student success.” The project

mission is that “Technology Services with assistance from Campus Police will design, develop

and implement an ImageNow solution to minimize paper file storage and cost; enhance

document accessibility and sharing; streamline the business processes and satisfy legal

requirements specific to Campus Security.”

Also in this step, the mission of each perspective (content, enterprise, technology, process)

should be identified. The mission of the content perspective is “Implementing ImageNow

services to provide content value to the internal and external beneficiaries;” the mission of the

enterprise perspective is “Contribution of ImageNow to the value of the business by enabling

corporate communication at all strategic levels;” the mission of the process perspective is

“Implementing and maintaining ImageNow system, and implementing ImageNow activities (i.e.

create, capture, store) effectively;” the mission of the technology perspective is “Developing and

operating ImageNow applications while ensuring continuous enhancement and being ready for

future challenges.”

In the second step of this phase, objectives, and performance measures need to be determined for

each perspective. The division of ABO has many objectives that would like to be achieved from

ImageNow implementation. The following objectives are classified under content perspective:

• Enhance content quality and consistency

• Having information traceability

• Having secure, easy, and correct access to information

The performance measures for these objectives will be as follows:

• Fitness to the purpose of use

• Degree of accessibility

• Search to retrieval ratio

Although the strategic decision making capabilities are not the main driver of implementing

ImageNow in the ABO division, we have included a strategic decision making objective, and its

related performance measures in order to determine the influence of ImageNow on decision

making. We have added the following strategic decision making objective: “Enhance decision

making process”, and the following performance measures:

• Speed of problem identification

• Speed of decision making

Also, the director of ABO division has determined the following as the objectives of ImageNow

implementation that can be classified under enterprise perspective:

• Cost savings in information processing

• Satisfy governmental regulations and standards (compliance)

• Improve the efficiency of the organization

• Increase the flexibility of dealing with disasters

The following can be the performance measures of these objectives:

• Percent of cost saving

• Degree of fulfilling legal requirements

• Disaster recovery ratio

With regard to process perspective, the division of ABO has only one objective, which is to

“Enhance the organization business processes”, and this objective can be measured by “the

number of simplified business process.” Also, technology perspective should have the following

objectives:

• Provide security techniques to ensure content is secure

• Ensure that applications are able to simplify the collaboration and content management

process

The performance measure will be the “Degree of application customizability related to

supporting business process.”

The third step of this phase is to specify the key success factors (KSF) for implementing

ImageNow system. The implementation team and the director of ABO division agree that there

are three KSF that are most important. The first KSF is top management commitment from both

the police department and Technology Services department. Two teams from both sides

cooperated to implement and develop the project. The police department team was sponsored by

the director of the ABO division. The two teams arranged weekly meetings to follow up on the

updates, and to assess the progress of the project implementation. The second KSF is adopting

change management in the early stages of the project. The culture of information management in

the ABO division was changed to a new model through consensus negotiation with the different

stakeholders. In addition, the system implementation undertaken in incremental stages which

facilitated ease of adoption and long-term acceptance of the system. Ongoing training, support,

and guidance were also provided to accustom the users with the new practices. The third KSF is

the involvement of different stakeholders such as the staff and officers. A comprehensive

discussion was carried out with the stakeholders in order to understand the stakeholder needs.

After finishing the first three steps, the BSC needs to be designed. The first version of the BSC is

shown in the following table:

Content perspective Enterprise perspective

Mission:

Implementing ImageNow services to provide content

value to the internal and external beneficiaries

Objectives

Enhance content quality and consistency

Having information traceability

Having secure, easy, and correct access to

information

Performance measures

Fitness to the purpose of use

Degree of accessibility

Search to retrieval ratio

Mission:

Contribution of ImageNow to the value of the business by

enabling corporate communication at all strategic levels

Objectives

Enhance decision making process Cost savings in information processing Satisfy governmental regulations and standards (compliance) Improve the efficiency of the organization Increase the flexibility of dealing with disasters

Performance measures

Speed of problem identification Speed of decision making Percent of cost saving Degree of fulfilling legal requirements Disaster recovery ratio

Process perspective Technology perspective

Mission:

Implementing and maintaining ImageNow system,

and implementing ImageNow activities (i.e. create,

capture, store) effectively

Objectives

Enhance the organization business processes

Performance measures

The number of simplified business process

Mission:

Developing and operating ImageNow applications while

ensuring continuous enhancement and being ready for future

challenges

Objectives

Provide security techniques to ensure content is secure

Ensure that applications are able to simplify the collaboration

and content management process

Performance measures

Degree of application customizability related to supporting

business process

Table 6.4: ImageNow BSC for ABO division in the Police department

In the last step of this phase, we have allocated the resources that are necessary for ImageNow

implementation. The main hardware resource is a Fujitsu FI-6230 Scanner. The software

resources are one ImageNow Client (desktop) Seat License, one WebNow (web) Concurrent

License, and one CaptureNow (scanner) License. The human resources will be three employees

from the ABO division, including the director of the division, and two from the Technology

Services, including the manager of the Technology Services. In this step, we have also built

cause-effect relationships that are required to design the strategy map. For example, the strategic

objective “Provide security techniques to ensure content is secure” in the technology perspective

can be linked to the following objective “Having secure, easy, and correct access to information”

in the content perspective, and both objectives will be related to the following performance

measure in the content perspective: “Degree of accessibility.” In another example, the strategic

objective in the process perspective “Enhance organization business process”, which can be

measured by “Number of simplified business process,” can be linked to “Improve efficiency of

the organization”, which can be measured by “Percent of cost savings” in the enterprise

perspective. The ImageNow strategic map of ABO division is shown in figure 6.3.

Figure 6.3: ImageNow strategy map of ABO division

6.2.2 Strategy implementation and performance evaluation phase

In this phase, the table shell in appendix F is used to collect the required information. In

developing the action plans and performance measures, three stages are specified – the analyze

and design stage, the implement and verify stage, and the deploy and support stage. In the

analyze and design stage, the implementation team performs the following: product

demonstration, review existing process and workflow, identify and develop script requirements,

identify users and their permissions. In the implement and verify stage, the team has conducted

configuration and components implementation, performed component testing, installed client-

side hardware and software, and trained the trainer. In the deploy and support stage, the

following has been accomplished: internal system testing, create training materials, project wrap-

up meetings, highlight transition issues that will require support, and send project closure

announcement.

In the implementation of the action plans step, the details of the three specific stages of the

project – analyze and design, implement and verify, and deploy and support are addressed. In the

analyze and design stage, the implementation team has performed a product demonstration in

order to explain the functionality of ImageNow system to the director and staff of ABO division.

The product demonstration shows the ability of ImageNow to solve the primary problems that

ABO division has such as huge amount of paper, traceability, security, and the difficulties in

adhering to government regulations. Also, the product demonstration shows the ability of

ImageNow to enhance the content quality and consistency which will enhance the decision

making process in the long run.

The implementation team has also reviewed the existing process and workflow. The initial

discussion revealed that the ABO division does not have major business processes and

workflows; rather it has several limited workflow and processes in every unit. Therefore, the

team has proposed a four-step procedure to process every document in the ABO division. These

steps are: start, purge, audit, and complete as shown in figure 6.4. Also, digital drawers have

been proposed to have the document that can be classified into category (i.e. Training,

Employment forms), and in each category, every document should have a certain document type.

For example, under Training category, document type can be First Aid, Test, and Quiz.

Figure 6.4: ImageNow workflow in ABO division

After that the team should identify and develop script requirements. However, the team has

agreed that there are no scripts that need to be identified in this stage. The team emphasized that

scripts will be identified and developed based on the users unique needs after the initial use of

the system.

As one of the key success factors, identifying users and their permissions in order to get the

involvement of different stakeholders is accomplished next. A comprehensive discussion was

carried out understand the stakeholder needs. The police department has more than 400

employees including dispatchers, campus security officers (CSO), sworn officers, business staff,

and others. The staff of the ABO division deals with the other staff in the three divisions in the

police department (division of Investigation and Security Services, division of Patrol Operations,

division of Support Services) as well as dealing with other department at the university (i.e.

Human Resources, Procurement Services). Different permission levels are given to the staff in

the ABO division. For example, the director of the division can access any digital drawer; she

also can add, view, edit, or delete any document type in any document category. On the other

hand, staff in the Records Management unit, and in the IT unit do not have access to all digital

drawers.

In the implement and verify stage, the team has conducted configuration and components

implementation based on reviewing the existing processes and workflows. The software has been

configured to include digital drawers (i.e. sworn officers, CSO), name, campus (Monroe, MCV),

document category (i.e. employment forms, communications, training), and document type under

each documents category (i.e. 1-9 form, evaluation, first aid, test) as shown in figure 6.5. Also,

the software has been configured to include the four-step procedure that is required to process

every document in the ABO division. These steps are: start, purge, audit, and complete.

Figure 6.5: ImageNow configuration in ABO division

The team has also performed component testing. Component testing is accomplished by

uploading a new document to the CSO drawer. The document is assigned to a particular CSO

who works in Monroe campus. The team has also demonstrated how to transfer the new

document from start queue to the complete queue. After that the team has installed the client-

side hardware and software. The hardware resource (Fujitsu FI-6230 Scanner), and the software

resources (ImageNow Client (desktop) Seat License, one WebNow (web) Concurrent License,

and one CaptureNow (scanner) License) have been implemented in the ABO division.

Training is accomplished by adopting train the trainer approach. In this approach, a core group

of users (typically no more than five people) are trained who then train remaining users.

In the deploy and support stage, the users are given the chance to have an internal system testing.

Users are given a week to try the new system. Users have requested several changes to the new

system such as adding more document categories and document types. After that the official

training materials, which explains the use of ImageNow system, are developed and given to the

director of the ABO division. Then we had a project wrap-up meeting to highlight transition

issues that will require support. Even after the project accomplishment, the users can contact

Technology Services if they face any difficulties regarding the use of ImageNow. Finally, the

project closure announcement has been sent to officially announce the end of the project.

6.2.2.1 Exploring Strategy Gaps

After the implementation of action plans, any strategy gaps that are identified should be explored

by analyzing the designed strategy map (figure 6.3). Strategy gaps highlight any difference

between the expected performance and the actual performance. The details of the expected and

the actual performance are as follows.

In the content perspective, the objective “Enhance content quality and consistency” is measured

by the “fitness to the purpose of use” which has three levels: poor fitness, fair fitness, and good

fitness. The ABO division expects to have “good fitness” after implementing ImageNow system.

In fact, the users acknowledge that the content output from ImageNow system fits the purposes

of its use. This objective has also a cause-effect relation with the objective of “Enhance decision

making process” in the enterprise perspective which will be discussed later.

The objective of “Having secure, easy, and correct access to information” is measured by the

“Degree of accessibility” which has three levels: poor accessibility, fair accessibility, and good

accessibility. The ABO division expects to have “good accessibility” after implementing

ImageNow system. The users rated the actual accessibility performance as “good” since the

needed document can be accessed by the right employee at the right time. The third objective is

“Having information traceability”, which is measured by “search to retrieval ratio”. This ratio

has also three levels: poor, fair, and good. The users rated the actual retrieval ratio in the ABO

division as “good” which matches with the expected ratio.

In the enterprise perspective, the objective “enhance decision making process” is measured by

the “Speed of problem identification” and the “Speed of decision making”. The speed of the

routine decision making process is enhanced in the ABO division, but we could not verify the

enhancement of the non-routine decision making process because the ABO division was not

involved in an abnormal decision making process directly after the implementation of the

system. Two objectives, which are “Cost savings in information processing” and “Improve the

efficiency of the organization”, are measured by “percent of cost saving.” After implementing

the ImageNow system, the ABO division gets rid of the high costs that are incurred in

purchasing paper, paper cabinets, locks, access keys/cards, and in providing file space. The

objective of “Satisfy governmental regulations and standards (compliance)” is measured by the

“Degree of fulfilling legal requirements” which has three levels: poor, fair, and good. The ABO

division seeks to have “good” degree of fulfilling legal requirements. The division has achieved

this good degree of fulfilling legal requirements because two of the four-step procedure, which

are purge and audit, in ImageNow system are designed to ensure the adherence to the legal

requirements. ImageNow system will improve the “Disaster recovery ratio” that measures the

objective of “Increase the flexibility of dealing with disasters.” ImageNow system reduces the

number of paper cabinets at risk of potential water flood or fire. The ImageNow system also

supports having online and offline document backups.

In the technology perspective, the objective of “Provide security techniques to ensure content is

secure” has a cause-effect relation with the objective of “Having secure, easy, and correct access

to information”, which is measured by “Degree of accessibility” as discussed above. The

objective of “Ensure that applications are able to simplify collaboration and content management

process” is measured by the “Degree of application customizability related to supporting

business process”, which also has three levels: poor, fair, and good. The users rate the degree of

customizability “good” from their experience in customizing the applications (by adding more

document categories and document types) during the system testing, which was a straight

forward process.

In the processes perspective, the objective of “Enhance the organization business process” is

measured by “The number of simplified business process”, which has three levels: zero, few, or

several. Few simplified business processes is an accepted measure in the ABO division. The

users of the ImageNow system believe that “few” simplified business processes have been

achieved by using the system since the ABO has limited number of workflows and processes.

Also, this objective has a cause-effect linkage to two other objectives, which are “Improve the

efficiency of the organization” in the enterprise perspective, and “Ensure that applications are

able to simplify the collaboration and content management process” in the technology

perspective.

The above details were observed after one-month of the system implementation. As shown in the

above discussion, we did not counter any strategy gaps after the system implementation in the

ABO division. To a certain extent, the system expectation matches the actual system

performance. After the use of the system for more few months, the ABO division may need to

add more objectives and objective measures based on the division’s dynamic needs. The ABO

management can monitor the objectives performance as we have shown how the objectives are

monitored in the above section. If mismatch occurs between the actual and expected

performance, strategy gaps are detected and feedback is collected to trigger a new cycle of the

strategic management process, which is depicted by the dotted arrow in figure 4.3.

6.3 SUMMARY

In this chapter, we have evaluated the three proposed artifacts: (1) the strategic management

framework that is shown in figure 4.3, (2), ECM balanced-scorecard that is depict in table 4.1,

and (3) the ECM balanced scorecard-based strategy map which is shown in figure 4.6. Two

evaluation approaches are used to assess these artifacts, namely, descriptive evaluation

(scenarios) and observational evaluation (case study) (Hevner et al., 2004).

In order to accomplish the descriptive evaluation, we analyze the implantation of an ECM

system in the Graduate Admissions (GA) department of the university. Data has been

synthesized from multiple perspectives; we conducted a structured interview of the manager of

business application services at the department of technology services who oversaw the software

implementation. We also performed a detailed analysis of the documentation that was

maintained throughout the lifecycle of the project. The extensive documentation that is used for

validation in this part did not entirely provide the comprehensive information needed to assess

the framework. The project document gives limited information especially about the last three

steps in the second phase of the framework. For instance, the project documentation does not

provide any performance measure for the technology perspective objectives. Although the

descriptive evaluation has the aforementioned limitations, we noticed that configuring the

ImageNow BSC and designing the strategy map is a straight forward process, which can

facilitate exploring the strategy gaps and taking corrective actions in the GA department.

In order to avoid the limitations of the descriptive evaluation, we have conducted an

observational evaluation by implementing the proposed artifacts in a real-world organization.

The division of Administration and Business Operations in the police department has

implemented ImageNow system as on type of ECM systems. The proposed artifacts have been

adopted to implement ImageNow system in this project. In order to gather information, we have

followed Yin’s (2009) case study protocol. The ABO department has several problems (i.e. huge

amount of paper, difficulties in auditing, document security, and traceability) that affect the

efficiency of the department. The quality and the consistency of the information are influenced,

and the internal and external collaboration are affected which influence the ability of making the

right decisions (e.g. budget decisions, procurement decisions) at the right time. The details of the

project implementation show that the proposed artifacts are practical means to deploy ImageNow

system. The SMF provides the big picture for the decision makers by having two main phases:

strategy formulation phase, and strategy implementation and performance evaluation phase. For

example, the decision makers need to specify the project vision, mission, objectives, and

performance measures. Specifying this information at the beginning of the project helps the

decision makers to determine where he is now, and where he wants to get. In addition, the BSC

helps in associating the project objectives to the suitable ECM perspective (content, process,

enterprise, and technology). The decision makers can trace the objectives achievement by using

the strategy map, which helps in comparing the objectives actual status to the expected status.

Corrective actions can be taken based on the comparison results. All in all, adopting the

proposed artifacts to implement the ImageNow system helps in improving the quality and the

consistency of the information. The internal and external collaboration are positively affected,

and the ability of making the right decisions (e.g. budget decisions, procurement decisions) at the

right time is also developed.

With regard to the criteria of judging the quality of the case study, Yin (2009) suggests the

following four tests that are commonly used: construct validity, internal validity, external

validity, and reliability.

Construct validity ensures that the correct operational measures for the concepts are used. One

tactic that ensures the construct validity in case study is to have the key informants review the

draft of the case study. The implementation team has reviewed the draft of the case study report

in order to ensure the construct validity in this study. Internal validity is essential for explanatory

studies (causal relationships), but it is not applicable for this study because the case study in this

research is not explanatory research.

External validity answers whether the case study findings are generalizable beyond this case

study. Replication logic allows replicating the study in other context to ensure that the findings

of the replicated studies are similar to the results of the original study. Because of the required

long time to conduct a case study, replication of this study is impractical in this case, but it can

be achieved as a future research goal.

Reliability test ensures that if another investigator conducts the same case study and follows the

same procedures described in this research, he will get similar findings and conclusion to those

described in this study. Minimizing bias and errors is the goal of reliability test. Yin (2009)

suggests using a case study protocol to document the procedures followed in a case study, and to

allow other researchers to repeat the same case study. We have followed Yin’s suggestion by

using a case study protocol as described in table 6.3. The summary of the four tests of the quality

of the case study, and their related information are shown in table 6.5.

Test Related Information

Construct validity The implementation team has reviewed the draft of the case study report

Internal validity Not applicable for this study because the case study in this research is not explanatory research

External validity Replication logic can be used to answer the concerns of generalizability

Reliability A case study protocol is used to facilitate repeating the same case study.

Table 6.5: Four quality tests of the case study

7. CONCLUSION

7.1 SUMMARY AND CONTRIBUTION

The requirement of good and timely decision-making is becoming increasingly evident, and the

employment of decision support (DS) technology is becoming not only desirable but also

essential as the business environment is getting ever more complex and competitive. Enterprise

content management (ECM) systems are implemented in many organizations to deal with the

increasing information overload and with the complexity of the structured and unstructured

organizational data. The existing ECM literature indicates that many organizations seem to focus

on operational benefits (i.e. cost reduction and work process simplification) of ECM, while the

strategic long-term benefits (i.e. supporting decision making and competitive intelligence) are

rarely considered.

As potential long-term benefits of ECM, the capacity for decision-making support is not utilized

to any great extent, and there appears to be strong need to investigate the DS capabilities of

ECM. Smith and Mckeen (20003) write that ‘very few’ firms utilize ECM to analyze the content

to provide decision-making information to be used to make informed decision, and thus to help

in generating business value. In addition, the literature lacks a strategic management framework

(SMF) that links strategies, business objectives, and performance management. A strategic

management framework would seem essential to effectively manage ECM strategy formulation,

implementation, and performance evaluation (Ittner and Larcker, 1997; Kaplan and Norton,

1996). The absence of an appropriate strategic management framework will limit organizations

from reaping the benefits of ECM capabilities.

The first objective of this dissertation was to better understand the association between ECM and

decision support, and to identify the potential effects of ECM technology on decision support

(DS) activities. This objective is achieved by linking ECM to decision support activities based on

the sequential framework of Mintzberg et al. (1976). Several hypotheses are proposed, and the

Partial Lease Square (PLS) technique is used to test the hypotheses. We analyzed the answers of

111 ImageNow users from different departments of the university. In the measurement model,

we found that the results of the validity and reliability tests, and factor loadings and cross

loadings are satisfactory, and match with the statisticians’ recommendations. Also, all path

coefficients are significant at P < 0.001. In the structural model, we use R2 to measure the model

validity and to determine the explained variance. Three latent variables have moderate R2 values

as follows: problem identification speed (34.9%), impact on problem definition (32.9), and

decision makers’ satisfaction (41.2%). The other three latent variables have weak R2 values

including decision making speed (18.2%), decision quality (16.9%), and decision making

analysis (9.9%). The main conclusion is that the use of ImageNow can lead to strategic

(decision-making) benefits such as positive influence on decision making speed, decision

quality, decision making analysis, problem identification speed, impact on problem definition,

and decision makers’ satisfaction. The contribution of this part is to prove the less obvious

strategic association between ECM and decision support. Based on the findings, the use of

ImageNow system can help in improving the investigated decision support activities. Therefore,

these findings can encourage practitioners to focus on the DS capabilities while implementing

and using ECM.

The second objective is to have a strategic management framework for ECM systems that

supports the formulation, implementation, and evaluation of ECM strategies in order to fully

utilize the ECM strategic capabilities. To achieve the second objectives, several methodologies,

including balanced scorecard (BSC) and strategy map are integrated to drive the strategic

perspective. Design science approach is used to propose and validate the suggested framework.

Two evaluation approaches are used to assess the proposed artifacts, namely, descriptive

evaluation (scenarios) and observational evaluation (case study) (Hevner’s et al., 2004). In order

to accomplish the descriptive evaluation, we analyze the implantation of an ECM system in the

Graduate Admissions (GA) department of the university. Data has been synthesized from

multiple perspectives; we conducted a structured interview of the manager of business

application services at the department of technology services who oversaw the software

implementation. We also performed a detailed analysis of the documentation that was

maintained throughout the lifecycle of the project. Although the descriptive evaluation has some

limitations, we noticed the straightforwardness of configuring the ImageNow BSC and designing

the strategy map, which can facilitate exploring the strategy gaps and taking corrective actions in

the GA department. In order to avoid the limitations of the descriptive evaluation, we have

conducted an observational evaluation by implementing the proposed artifacts in a real-world

organization. The division of Administration and Business Operations in the police department

has implemented ImageNow system as on type of ECM systems. The proposed artifacts have

been adopted to implement ImageNow system in this project. All in all, adopting the proposed

artifacts to implement the ImageNow system helps in improving the quality and the consistency

of the information. The internal and external collaboration are positively affected, and the ability

of making the right decisions (e.g. budget decisions, procurement decisions) at the right time is

also developed. The contribution of this work is twofold. Firstly, an ECM strategic framework,

which integrates the formal strategic planning (FSP) with the balanced scorecard (BSC), is a

novel addition to the ECM body of knowledge. Implementing the framework in a real-world

organization highlights the importance of linking strategies to performance measures in the ECM

context. This research also opens the door for new research opportunities to understand the

integration of formal strategic planning and other enterprise systems. Secondly, practitioners can

use the strategic framework to help them in more effectively deploying and evaluating ECM

systems, and ultimately utilizing the decision support capabilities of ECM.

7.2 LIMITATIONS AND FUTURE RESEARCH DIRECTION

This study has some limitations. First, the proposed framework cannot be applied as-is, since

every organization varies in what constitutes their internal and external objectives. The

framework may need to be adapted according to the organization's strategies, objectives,

performance measures, and key success factors. Second, it is important to note that ECM

systems differ with respect to the installed components (i.e. web content management, workflow

management), and DS capabilities of ECM systems may vary according to specific components

that are implemented. In this research, we focus only on the DS capabilities of ImageNow

system. Also, generalizability is always questioned in case study research. Replicating the study

in other contexts can solve the generalizablity concerns. The study can be replicated in other

contexts. If the findings of the replicated studies are similar to the findings in this study, the

results of the case study can be generalized to a certain limit.

Third, the PLS method assumes linear relationship between independent and dependent

variables. Non-linear estimation may provide alternative models with better estimation.

Moreover, this study has two variables that have only two items: problem identification speed,

and decision making speed, which are adopted from Leidner and Elam (1993-1994, 1995). SEM

literature recommends that each construct should have at least three items (Bollen, 1989).

However, Nunnally (1978) as well as Gerbing and Anderson (1988) mention that each construct

can be measured with at least two items in order to evaluate the construct validity and

measurement reliability.

Since ImageNow system is not one of the ECM leaders of the commercial ECMs, the decision

support capabilities to the leaders of ECM systems such as EMC Documentum can be

investigated in future research. Replication logic can also be implemented to answer the

generalizability concerns. In addition, this study is limited to investigating the basic decision

support capabilities such as decision quality, decision making analysis, speed of problem

identification and decision making, and impact on problem identification. The ability of ECM

systems to support more advanced decision support capabilities, such as decision modeling

methods, structured group methods, and group discussion directing rules, can be investigated in

future research. Finally, the new ECM techniques (i.e. cloud, mobile) are not investigated in this

study. A promising future research direction can be about the topic of cloud/mobile enterprise

content management system and their abilities to support decision making.

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APPENDICES

A: Number of ECM publications in journals

Journal Name Number Of Publications

Communications Of The Association For Information Systems

European Journal Of Information Systems 3

Communications Of The ACM 1

Communications Of The IIMA 1

Datenbank-Spektrum 1

Computer Applications And Software 1

Computer Of Engineering 1

Computer Of Engineering And Applications 1

Computer Science Journal Of Moldova 1

Government Information Quarterly 1

IEEE Congress On Services Part II 1

IFIP Advances In Information 1

Information Systems And E-Business Management 1

Information Systems: People, Organizations, Institutions, And Technologies

International Journal Of Automation And Computing 1

International Journal Of Information Management 1

International Journal Of Knowledge, Culture And Change Management

International Journal Of Systems And Service-Oriented Engineering

International Water Power & Dam Construction 1

Journal Of Digital Information Management 1

Journal Of Industrial Technology 1

Knowledge-Based Systems 1

Medical Reference Services Quarterly 1

Microcomputer Information 1

Modern Electronics Technique 1

Nonprofit Management & Leadership 1

Organizacija 1

Scandinavian Journal Of Information Systems 1

Security & Privacy, IEEE 1

Technical Communication Quarterly 1

The Electronic Journal Information Systems Evaluation 1

107

B: Number of ECM publications in conferences

Conference Name Number of Publications

1. IEEE Conference on E-Commerce Technology and the Fifth IEEE Conference on Enterprise Computing

2. East European Conference, ADBIS 1

3. Australasian Conference on Information Systems (ACIS) 3

4. Bled eConference 1

5. IEEE International Conference on Computer Science and Information Technology

6. International Conference on Computer Science and Education (ICCSE)

7. International CALIBER 1

8. AMCIS 1

9. Datenbanksysteme in Business, Technologie und Web 1

10. ECIS 2

11. EDUCAUSE Australasia 2009: Innovate - Collaborate - Sustain

12. HICSS 6

13. the 2009 conference on Hot topics in cloud computing 1

14. IEEE GCC 1

15. IEEE International Conference on Service Operations and Logistics, and Informatics

16. IEEE International Conference on e-Business Engineering 1

17. IEEE International Conference on Software Engineering and Service Sciences

18. International Conference on Availability, Reliability and Security

19. International Workshop on Dynamic and Adaptive Hypertext: Generic Frameworks, Approaches and Techniques (DAH'09)

20. International Professional Communication Conference 1

21. the 2010 conference on Bridging the Socio-technical Gap in Decision Support Systems: Challenges for the Next Decade

22. the 7th International Conference on Preservation of Digital Objects

23. Professional Communication Conference 1

24. Southern AIS Conference 1

25. The Conference for Unix, Linux, and Open Source Professionals

26. IEEE Symposium on Computer-Based Medical Systems (CBMS'06)

27. International Workshop on Computer Science and Information Technologies

108

C: Survey variables, their measures, and related literature

Variables Items Source

The Use of ECM

System

USE1 Actual daily use: time spent using ECM Zain et al. 2005

USE2 Frequency of use of ECM system

USE3 Number of business tasks for which the computer systems were used

(i.e. the extent to which respondents use a computer in their work)

Satisfaction SATS1 I have become dependent on ECM Sanders and

Courtney (1985)

SATS2 As a result of ECM, I am seen as more valuable in this organization

SATS3 I personally benefitted from the existence of ECM in this

organization

SATS4 I have come to rely on ECM in performing my job

SATS5 All in all I think that ECM is an important system for this

organization

SATS6 ECM is extremely useful

SATS7 Utilization of ECM has enabled me to make better decisions

SATS8 As a result of ECM, I am better able to set my priorities in decision

making

SATS9 Use of data generated by ECM has enabled me to present my

arguments more convincingly

SATS10 ECM has improved the quality of decisions I make in this

organization

SATS11 As a result of ECM, the speed at which I analyze decisions has

increased

SATS12 As a result of ECM, more relevant information has been available to

me for decision making

SATS13 ECM has led me to greater use of analytical aids in my decision

making

Problem

Identification Speed

PIS1 ECM helps me sense key factors impacting my area of responsibility Leidner and Elam

(1993-1994, 1995)

PIS2 ECM helps me notice potential problems before they become serious

crises

Decision Making

speed

DMS1 ECM helps me make decisions quicker

DMS2 ECM helps me shorten the time frame for making decisions

109

Variables Items Source

Decision Making

Analysis

DMA1 ECM helped the organization evaluate more alternatives, Leidner and Elam

(1993-1994, 1995)

DMA2 ECM helped the organization increase the number of information

sources,

DMA3 ECM helped the organization test assumptions and spend more time

before making a decision.

Decision Quality DQ1 Based on the information from ECM, the outcome of the decision

that I make is usually correct (the outcome may have minor errors)

Jarupathirun and

Zahedi (2007)

DQ2 Based on the information from ECM, the outcome of the decision

that I make is usually accurate (the outcome has no errors at all)

DQ3 Based on the information from ECM, the outcome of the decision

that I make is usually precise (the ECM will lead to the same

outcome every time I face the same problem)

DQ4 Based on the information from ECM, the outcome of the decision

that I make is usually dependable

Impact on problem

definition

IPD1 How much do you think ECM is helpful in addressing existing and

anticipated needs in your department?

Oh (1998)

IPD2 How much do you think ECM is helpful in assessing your manager’s familiarity with the problem in your department?

IPD3 How much do you think ECM is helpful in clearly delineating the desired change in your department?

IPD4 How much do you think ECM is helpful in assessing the extent in which the change (that is proposed by ECM) enhances the public

image of the organization?

IPD5 How much do you think ECM is helpful in assessing the extent to which successful implementation of the change (that is proposed by

ECM) poses risks to individuals or the organization?

110

D: Survey instrument

Hello,

You are invited to participate in an online survey conducted by researchers at the Virginia Commonwealth University. This study is being conducted to examine the decision support capabilities of the ImageNow/WebNow system, as an example of an Enterprise Content Management (ECM) system, and to investigate the potential application of ECM technology for decision-making activities. We hope to learn from your professional experience so as to help others in the ECM field to better utilize ECM systems to their full potential.

We would greatly appreciate your completing the online survey, which will take no more than 20 minutes. Your participation is crucial to the success of this study. Please be assured that your responses will be held in the strictest confidence, and your inputs will remain anonymous.

Since only limited evidence exists about the effectiveness of the ImageNow/WebNow system for decision support, the potential benefit to you from participating in the study is to increase your understanding of important strategic capabilities of the ImageNow/WebNow system. We expect that the findings of this research will help information technology professionals to focus more on these capabilities in order to achieve additional business value from the ImageNow/WebNow system.

{INSERT SURVEY WEBLINK}

This study has been reviewed and approved by the Virginia Commonwealth University Institutional Review Board (IRB). The IRB has determined that this study meets the ethical obligations required by federal law and University policies. If you have questions or concerns regarding this study please contact:

Jaffar Alalwan or H. Roland Weistroffer Information Systems Department, Virginia Commonwealth University School of Business, PO Box 844000 Snead Hall, 301 W. Main Street Richmond, VA 23284-4000 804-517-4198 (Alalwan) or 804-828-7118 (Weistroffer) [email protected] or [email protected]

We hope that you will be able to participate in this study.

Sincerely,

Jaffar Alalwan and H. Roland Weistroffer

111

Part 1: General Information

Is ImageNow implemented in your department? Yes No

Please continue with the survey ONLY if your answer is yes

Part 2: Use of the ImageNow System

Less than once per week (1)

One to three times per week (2)

Three to six times per week (3)

Once a day (4)

Several times a day (5)

1. How frequently do you use the ImageNow system?

One to two hours (1)

Two to three hours (2)

Three to four hours (3)

Four to five hours (4)

More than five hours (5)

2. If you use ImageNow everyday, how many hours do you use ImageNow per day?

One task (1)

Two to four tasks (2)

Four to six tasks (3)

Six to eight tasks (4)

More than eight tasks (5)

3. For how many different types of tasks do you use ImageNow?

112

Part 3: based on your experience, please check one box, where 1 = strongly disagree, and 5 =

strongly agree, that best indicates how you agree or disagree with each of the following

items describing your satisfaction with the ImageNow system.

S tr o n g ly

d is a g re e

D is a g re e

N e u tr a l

A g re e

S tr o n g ly

a g re e

Users Satisfaction with ImageNow System

1 2 3 4 5

1. I have become dependent on ImageNow

2. As a result of ImageNow, I am seen as more valuable in this organization

3. I personally benefitted from the existence of ImageNow in this organization

4. I have come to rely on ImageNow in performing my job

5. All in all I think that ImageNow is an important system for the university

6. ImageNow is extremely useful

7. Utilization of ImageNow has enabled me to make better decisions

8. As a result of ImageNow, I am better able to set my priorities in decision making

9. Use of data generated by ImageNow has enabled me to present my arguments more convincingly

10. ImageNow has improved the quality of decisions I make in this organization

11. As a result of ImageNow, the speed at which I analyze decisions has increased

12. As a result of ImageNow, more relevant information has been available to me for decision making

13. ImageNow has led me to greater use of analytical aids in my decision making

113

Part 4: based on your experience, please check one box, where 1 = strongly disagree, and 5 =

strongly agree, that best indicates how you agree or disagree with each of the following

items describing the speed of problem identification and decision making.

S tr o n g ly

d is a g re e

D is a g re e

N e u tr a l

A g re e

S tr o n g ly

a g re e

Speed of problem identification and decision making

1 2 3 4 5

1. ImageNow helps me sense key factors impacting my area of responsibility

2. ImageNow helps me notice potential problems before they become serious crises

3. ImageNow helps me make decisions quicker

4. ImageNow helps me shorten the time frame for making decisions

Part 5: based on your experience, please check one box, where 1 = strongly disagree, and 5 =

strongly agree, that best indicates how you agree or disagree with each of the following

items describing the decision making analysis.

S tr o n g ly

d is a g re e

D is a g re e

N e u tr a l

A g re e

S tr o n g ly

a g re e

Decision making analysis 1 2 3 4 5

1. ImageNow helps my department evaluate more alternatives

2. ImageNow helps my department increase the number of information sources

3. ImageNow helps my department test assumptions and spends more time before making a decision.

114

Part 6: based on your experience, please check one box, where 1 = strongly disagree, and 5 =

strongly agree, that best indicates how you agree or disagree with each of the following

items describing the perceived decision quality.

S tr o n g ly

d is a g re e

D is a g re e

N e u tr a l

A g re e

S tr o n g ly

a g re e

Perceived decision quality 1 2 3 4 5

1. Based on the information from ImageNow, the outcome of the decision that I make is usually correct (the outcome may have minor errors)

2. Based on the information from ImageNow, the outcome of the decision that I make is usually accurate (the outcome has no errors at all)

3. Based on the information from ImageNow, the outcome of the decision that I make is usually precise (ImageNow will lead to the same outcome every time I face the same problem)

4. Based on the information from ImageNow, the outcome of the decision that I make is usually dependable

115

Part 7: based on your experience, please check one box, where 1 = strongly disagree, and 5 =

strongly agree, that best indicates how you agree or disagree with each of the following

items describing the impact on problem identification.

S tr o n g ly

d is a g re e

D is a g re e

N e u tr a l

A g re e

S tr o n g ly

a g re e

Impact on problem identification 1 2 3 4 5

1. The information from ImageNow is helpful in addressing existing and anticipated needs in my department

2. The information from ImageNow is helpful in assessing my manager’s familiarity with the problem in my department

3. The information from ImageNow is helpful in clearly delineating the desired change in my department

4. The information from ImageNow is helpful in assessing the extent in which the change (that is proposed by ImageNow) enhances the public image of the university

5. The information from ImageNow is helpful in assessing the extent to which successful implementation of the change (that is proposed by ImageNow) poses risks to individuals or the organization

Part 8: Users’ Feedback

1. What is one change to ImageNow/WebNow that you feel would improve decision support?

_____________________________________________________________________________

116

Part 9: Demographics

1. What is the name of your department? ______________________

2. What is your job title? ___________________

3. What is the highest level of education you have achieved?

A. Bachelor degree

B. Master’s degree

C. Doctorate degree

D. Other (please specify) ______________

4. Gender:

A. Male

B. Female

5. Age: _____________

6. Ethnicity:

A. White, Euro-American

B. Black, African American

C. Hispanic, Latino

D. Asian, Pacific Islander

E. Native American

F. Other (please specify) ______________

You have completed the survey; thank you very much for your participation!

117

E: The reviewed ECM papers and books

No. Year

Authors Publication Title Paper/book Title Publication

type

Method. ECM

Dimension

Domain

1. 2002 Reimer J.A. Datenbank-Spektrum Enterprise Content Management Journal Descriptive Tools N/A

2. 2010 Malik S Microsoft SharePoint 2010, 2010 -

Springer

Enterprise Content Management

Book chapter Descriptive Tools N/A

3. 2002 Rockley A,

Kostur P,

Manning S

Pearson Education Managing enterprise content: A unified

content strategy

Book All

4. 2003 Smith, H. A. and

McKeen, J. D.

Communications of the

Association for Information

Systems

Developments in Practice VIII: Enterprise

Content Management

Journal Combined Strategies

Tools

N/A

5. 2005 Päivärinta T,

Munkvold, B.E

HICSS Enterprise Content Management: an

integrated perspective on information

management

Conference Case Study Tools

Strategies

People

N/A

6. 2006 Tyrväinen P,

Päivärinta T,

Salminen A,

Iivari J

European Journal of Information

Systems

Guest Editorial: Characterizing the evolving research on enterprise content

management

Journal Theoretical All N/A

7. 2006 Nordheim S,

Päivärinta T

European Journal of Information

Systems

Implementing enterprise content

management: from evolution through

strategy to contradictions out-of-the-box

Journal Case Study Processes Oil

industry

8. 2006 Munkvold BE,

Päivärinta T,

Hodne AK,

Stangeland E

Scandinavian Journal of

Information Systems

Contemporary Issues of Enterprise Content

Management

Journal Case Study Tools

Strategies

People

Oil

industry

118

No. Year

Authors Publication Title Paper/book Title Publication

type

Method. ECM

Dimension

Domain

9. 2002 McNay HE Professional Communication

Conference

Enterprise content management: an

overview

Conference Descriptive Tools N/A

10. 2004 Nordheim S,

Paivarinta T

HICSS Customization of enterprise content

management systems: an exploratory case

study

Conference Case Study Tools

Processes

Oil

Company

11. 2005 Chiu DKW,

Hung, P.C.K

HICSS Privacy and access control issues in

financial enterprise content management

Conference Case Study Tools

Processes

Financial -

Security

12. 2005 Sprehe JT Government Information Quarterly

The positive benefits of electronic records

management in the context of enterprise

content management,

Journal Case Study Tools

Strategies

N/A

13. 2004 Kwok KHS,

Chiu, D.K.W

HICSS A web services implementation framework

for financial enterprise content management

Conference Combined

(Descriptive &

Theoretical)

Tools

Processes

Financial

14. 2005 Jenkins T Open Text Corporation Enterprise content management: what you

need to know

Book All N/A

15. 2004 Fisher M, Sheth

Practical Handbook of Internet

Computing, CRC Press

Semantic Enterprise Content Management Book chapter Design science Tools N/A

16. 2005 O'Callaghan R,

Smits M

ECIS A Strategy Development Process for

Enterprise Content Management

Conference Design science Strategies

Processes

Tech

industry

17. 2008 Brocke J,

Simons A

21st Bled eConference Towards a Process Model for Digital

Content Analysis – The Case of Hilti

Conference Design science Tools

Strategies

Constructi

18. 2003 Jinwen S,

Jianguo X

Computer Engineering Web Services-based Modern Enterprise

Content Management and Knowledge

Integration Technology

Journal Descriptive Tools N/A

119

No. Year

Authors Publication Title Paper/book Title Publication

type

Method. ECM

Dimension

Domain

19. 2003 Asprey L,

Middleton, M

Idea Group Publishing Integrative document & content

management: strategies for exploiting

enterprise knowledge

Book All N/A

20. 2008 Brocke J,

Simons A,

Cleven A

ECIS A Business Process Perspective on

Enterprise Content Management: Towards

a Framework for Organisational Change

Conference Design science Tools

Strategies

N/A

21. 2004 Mauthe A,

Thomas P

John Wiley and Sons Professional content management systems:

handling digital media assets

Book All N/A

22. 2006 Zykov S. 8th International Workshop on

Computer Science and Information

Technologies

Enterprise Content Management: Theory

and Engineering for Entire Lifecycle

Support

Workshop Combined

(Theoretical/Design

science)

Tools

Process

Oil

industry

23. 2001 Zhongfan S Computer Engineering and

Applications

From Data Management to Content

Management——the study of core

technology of Enterprise Portals

Journal Combined

(Descriptive/Theoret

ical)

Tools N/A

24. 2005 Dilnutt R International Journal of

Knowledge, Culture and Change

Management

Enterprise Content Management:

Supporting Knowledge Management

Capability

Journal Descriptive Tools N/A

25. 2009 Broadbent R.E. Brigham Young University Broadbent, R.E. (2009) A FUNCTIONAL

FRAMEWORK FOR CONTENT

MANAGEMENT

Master

Thesis

Archival Study Tools N/A

26. 2007 Nguyen L. T.,

Swatman,

P.M.C.,

Fraunholz B.

ACIS EDMS, ERMS, ECMS or EDRMS:

Fighting through the Acronyms towards a

Strategy for Effective Corporate Records

Management

Conference Archival Study Tools N/A

27. 2006 Vitari C.,

Ravarini A.,

Rodhain F.

Communications of the

Association for Information

Systems

An Analysis Framework for the Evaluation

of Content Management Systems

Journal Combined Tools

Strategy

N/A

120

No. Year

Authors Publication Title Paper/book Title Publication

type

Method. ECM

Dimension

Domain

28. 2009 Brocke J.V.,

Simons A.,

Cleven A.

Information Systems and E-

Business Management

Towards a business process-oriented

approach to enterprise content management:

the ECM-blueprinting framework

Journal Design science Process N/A

29. 2010 Arshad N. I.,

Bosua R.,

Milton S. K.

ACIS Facilitating Information Sharing in

Organizations using Electronic Content

Management Systems (ECMS): Towards a

Model

Conference Theoretical Strategy N/A

30. 2010 Brocke J.V.,

Seidel S.,

Simons A.

HICSS Bridging the gap between enterprise content

management and creativity: A research

framework

Conference Theoretical Strategy N/A

31. 2008 Fowler D. University of Oregon Implementing Enterprise Content

Management Using Microsoft SharePoint

Master

Thesis

Archival Tools N/A

32. 2010 Joha A.,

Janssen M.

IFIP Advances in Information and

Communication Technology

Content Management Implemented as

Shared Service: A Public Sector Case Study

Journal Case study Strategy Governme

organizati

33. 2009 Usman M.,

Muzaffar A.,

Abdul Rauf

2nd IEEE International Conference

on Computer Science and

Information Technology

Enterprise Content Management (ECM):

Needs, challenges and recommendations

Conference Theoretical Tools

Strategy

N/A

34. 2010 Brocke J.V.,

Simons A.,

Sonnenberg C.,

Agostini P.L.,

Zardini A.

INFORMATION SYSTEMS:

PEOPLE, ORGANIZATIONS,

INSTITUTIONS, AND

TECHNOLOGIES

Value Assessment of Enterprise Content

Management Systems: A Process-oriented

Approach

Book chapter Design science Strategy N/A

35. 2008 Chieu T.C.,

Liangzhao Z.,

Mohindra A.

IEEE International Conference An extensible enterprise content

management system with Service

Component Architecture

Conference Design science Tools N/A

121

No. Year

Authors Publication Title Paper/book Title Publication

type

Method. ECM

Dimension

Domain

36. 2005 Mega C.,

Wagner F.,

Mitschang B.

Datenbanksysteme in Business,

Technologie und Web

From Content Management to Enterprise

Content Management

Conference Descriptive Tools N/A

37. 2007 Chieu

T.C., Nguyen

T.; Liangzhao

IEEE International Conference Secure Search of Private Documents in an

Enterprise Content Management System

Conference Design Science Tools

38. 2002 Fowell S. DIGITAL LIBRARIES: PEOPLE,

KNOWLEDGE, AND

TECHNOLOGY

Lecture Notes in Computer Science

Bridging the Gap between Information

Resource Design and Enterprise Content

Management

Book chapter Theoretical Strategy N/A

39. 2004 Junco, N.L.,

Bailie, R.A

IPCC 2004 A case study of content management Conference Case study Process Medical

(dental)

field

40. 2010 Laleci G.B.,

Aluc G., Dogac

A., Sinaci A.,

Kilic O., Tuncer

Knowledge-Based Systems A Semantic Backend for Content

Management Systems

Journal Design science Tools N/A

41. 2008 Chieu

T.C., Liangzhao

IEEE Congress on Services Part II Service-Oriented Approach for

Implementing an Extensible Content

Management System

Journal Design science Tools N/A

42. 2009 Chao S., Luo Z. Modern Electronics Technique Design and Implementation of Content

Management System Based on .NET

Platform [J]

Journal Design science Tools N/A

43. 2008 Eden B. L. Scarecrow Press Content management systems in libraries Book Case Study All Library

122

No. Year

Authors Publication Title Paper/book Title Publication

type

Method. ECM

Dimension

Domain

44. 2006 Scheepers R. European Journal of Information

Systems

A conceptual framework for the

implementation of enterprise information

portals in large organizations

Journal Case Study Strategy

Processes

N/A

45. 2007 Benevolo C.,

Negri S.

The Electronic Journal Information

Systems Evaluation

Evaluation of Content Management

Systems (CMS): a Supply Analysis

Journal Survey Tools N/A

46. 2006 Krechel D.,

Hartbauer M.,

Maximini K.,

19th IEEE Symposium on

Computer-Based Medical Systems

(CBMS'06)

LENUS - The Hospital Content

Management System

Symposium Descriptive Tools Medical

47. 2008 Carvalho R.A. RESEARCH AND PRACTICAL

ISSUES OF ENTERPRISE

INFORMATION SYSTEMS II

VOLUME 1

IFIP International Federation for

Information Processing

An Enterprise Content Management

Solution Based on Open Source

Book

Chapter

Descriptive Tools N/A

48. 2007 Liu S.,

McMahon C.,

Darlington M.,

Culley S. Wild

INTERNATIONAL JOURNAL

OF AUTOMATION AND

COMPUTING

EDCMS: A content management system for

engineering documents

Journal Descriptive Tools Engineerin

49. 2011 Scott J. HICSS User Perceptions of an Enterprise Content

Management System

Conference Survey People N/A

50. 2003 Burlaca O. Computer Science Journal of

Moldova

NeoSite: A simple Content Management

System

Journal Descriptive Tools N/A

51. 2002 Kelley J. Barnes & Noble Knowledge Nirvana: Achieving The

Competitive Advantage Through Enterprise

Content Management and Optimizing Team

Collaboration

Book Descriptive All N/A

123

No. Year

Authors Publication Title Paper/book Title Publication

type

Method. ECM

Dimension

Domain

52. 2008 Brocke J.,

Becker J.,

Simons A.,

Fleischer S.

AMCIS Towards the Specification of Digital

Content - The Enterprise Content Modeling

Language (ECML)

Conference Design science Tools N/A

53. 2009 Naak A., Hage

H., Aϊmeur E.

E-TECHNOLOGIES:

INNOVATION IN AN OPEN

WORLD

Lecture Notes in Business

Information Processing

A Multi-criteria Collaborative Filtering

Approach for Research Paper

Recommendation in Papyres

Book chapter Descriptive Tools Research

54. 2008 Naak A., Hage

H., Esma A.

10th IEEE Conference on E-

Commerce Technology and the

Fifth IEEE Conference on

Enterprise Computing

Papyres: A Research Paper Management

System

Conference Descriptive Tools Research

55. 2010 Befa M.,

Kontopoulos E.,

Bassiliades N.,

Berberidis C.,

Vlahavas L.

ELECTRONIC GOVERNMENT

AND THE INFORMATION

SYSTEMS PERSPECTIVE

Lecture Notes in Computer Science

Deploying a Semantically-Enabled Content

Management System in a State University

Book chapter Descriptive Tools N/A

56. 2010 Aziz B., Arenas

A., Cortese G.,

Crispo B.,

Causetti S.

International Conference on

Availability, Reliability and

Security

A Secure and Scalable Grid-Based Content

Management System

Conference Design science Tools N/A

57. 2003 Pachet F., Communications of the ACM Content Management for Electronic

Music Distribution: What Are the Issues?

Journal Case study Tools

Strategy

Music

industry

58. 2008 Souer J., Journal of Digital Information

Management

A Framework for Web Content

Management System Operations and

Maintenance

Journal Design science Tools

Strategy

N/A

124

No. Year

Authors Publication Title Paper/book Title Publication

type

Method. ECM

Dimension

Domain

59. 2008 Wagner F.,

Krebs K., Mega

C., Mitschang

B., Ritter N.

12th East European Conference,

ADBIS 2008

Towards the Design of a Scalable Email

Archiving and Discovery Solution

Conference Descriptive Tools N/A

60. 2007 TALLOJU M. KANSAS STATE UNIVERSITY USABILITY OF WEB CONTENT

MANAGEMENT SYSTEMS

Master

Thesis

Survey Tools N/A

61. 2009 Banks D.,

Erickson J.,

Rhodes M.

HotCloud'09 Proceedings of the

2009 conference on Hot topics in

cloud computing

Toward Cloud-based Collaboration

Services

Conference Descriptive Tools N/A

62. 2005 Yu H., Information Science Publishing Content and Workflow Management for

Library Web Sites

Book Case Studies All Library

63. 2009 Koidl K.,

Conlan O.,

Wade V.

International Workshop on

Dynamic and Adaptive Hypertext:

Generic Frameworks, Approaches

and Techniques (DAH'09)

Non-Invasive Adaptation Service for Web-

based Content Management Systems

Conference Descriptive Tools N/A

64. 2010 Bianco F.,

Michelino F.

International Journal of

Information Management

The role of content management systems in

publishing firms

Journal Case study Tools

Strategy

People

N/A

65. 2010 Zardini A., Mola

L., Brocke J.V.,

Rossignoli C.

Proceeding of the 2010 conference

on Bridging the Socio-technical

Gap in Decision Support Systems:

Challenges for the Next Decade

The Shadow of ECM: The Hidden Side of

Decision Processes

Conference Case Study Strategy N/A

66. 2008 Yan G., Wu J., RESEARCH AND PRACTICAL

ISSUES OF ENTERPRISE

INFORMATION SYSTEMS II

IFIP International Federation for

Information Processing

A New Approach to Implement Enterprise

Content Management System Using RSS

and Folksonomy

Book chapter Descriptive Tools N/A

125

No. Year

Authors Publication Title Paper/book Title Publication

type

Method. ECM

Dimension

Domain

67. 2010 Chiu D.K.W.,

Hung P.C.K.,

Kwok K

International Journal of Systems

and Service-Oriented Engineering

(IJSSOE)

Engineering Financial Enterprise Content

Management Services : Integration and

Control

Journal Case Study Tools N/A

68. 2008 Allen D. Enterprise Content Management Best

Practices: Ecm Strategy 100 Most Asked

Questions

Book Descriptive Strategy

69. 2008 Koo J. Governance, Risk, and Compliance

Handbook: Technology, Finance,

Environmental, and International

Guidance and Best Practices

WHAT TO LOOK FOR IN ENTERPRISE

CONTENT MANAGEMENT FOR

COMPLIANCE

Book chapter Descriptive Tools

N/A

70. 2011 Alalwan J.,

Weistroffer R.

Southern AIS Conference Decision Support Capabilities of Enterprise

Content Management: A Framework

Conference Theoretical Strategy N/A

71. 2010 Kunstova R. Organizacija Barriers and Benefits of Investments into

Enterprise Content Management Systems

Journal Survey Strategy N/A

72. 2009 Kun M., Kaiyue

Q., Jianbo C.

Computer Application and

Software

WEB2.0 CONTENT MANAGEMENT

SYSTEM

Journal Descriptive Tools N/A

73. 2007 Norrfors T. Ume ̊a University Platina examined - usability evaluation of

an Enterprise Content Management system

Master

Thesis

Survey Tools

Strategy

N/A

74. 2005 Math J.C.B.C The Conference for Unix, Linux,

and Open Source Professionals

Content Management System Strategies for

Business and Government

Conference Descriptive Strategy N/A

75. 2010 Xin-qiang M.A. Microcomputer Information Research on Multiple Security Models of

Content Management System

Journal Descriptive Tools N/A

76. 2010 Korb J., Strodl

Proceedings of the 7th

International Conference on

Preservation of Digital Objects

DIGITAL PRESERVATION FOR

ENTERPRISE CONTENT: A GAP-

ANALYSIS BETWEEN ECM AND OAIS

Conference Descriptive Strategy N/A

126

No. Year

Authors Publication Title Paper/book Title Publication

type

Method. ECM

Dimension

Domain

77. 2006 Obermier T. Journal of Industrial Technology Accreditation Self-Study

Management Using a Website

Content Management System

Journal Descriptive Strategy Education

78. 2010 Zhang s., Chen

X., Fu J.

5th International Conference on

Computer Science and Education

(ICCSE)

Construction of course-education website

based on content management system

Conference Descriptive Tools Education

79. 2009 Hopkins P. EDUCAUSE Australasia 2009:

Innovate - Collaborate - Sustain.

Engaging with 'Web 2.0' technologies:

Implementing enterprise content

management at Bond University.

Conference Case study Process Education

80. 2009 Saslaw L. University of North Carolina THE EFFECTIVENESS OF INQUIRY-

BASED DESIGN AS A TOOL FOR

CREATING A CONTENT

MANAGEMENT SYSTEM IN A

HEALTHCARE BILLING

ENVIRONMENT

Master thesis Combined Tools Healthcare

81. 2008 Brocke J.V.,

Simons A.,

Schenk B.

19th Australasian Conference on

Information Systems

Transforming Design Science Research into

Practical Application: Experiences from

Two ECM Teaching Cases

Conference Design science Process N/A

82. 2009 Meike M.,

Sametinger J.,

Wiesauer A.

Security & Privacy, IEEE Security in Open Source Web Content

Management Systems

Journal Descriptive Tools N/A

83. 2007 Goings D.,

Johnson J.,

Marshall B.,

Goette T.

Communications of the IIMA The Influence of Government Regulations

on Content Management Systems: An

Exploratory Study

Journal Case study Strategy N/A

84. 2004 Taylor T. International Water Power & Dam Avoiding downtime: [improving content Journal Descriptive Strategy Water

127

No. Year

Authors Publication Title Paper/book Title Publication

type

Method. ECM

Dimension

Domain

Construction management of hydro operations] Industry

85. 2009 Naik U.,

Shivalingaiah D.

7th International CALIBER Open Source Software for Content

Management System

Conference Archival Tools N/A

86. 2007 Bawazir S.,

BenSeddeek H.

IEEE GCC Web Content Management (WCM):

Overview and Specifications

Conference Descriptive Tools N/A

87. 2011 Pérez-Montoro

CONTENT MANAGEMENT

FOR E-LEARNING

Theoretical Perspectives on Content

Management

Book chapter Theoretical Tools N/A

88. 2007 Fennell C.M. Medical Reference Services

Quarterly

Content Management and Web 2.0 with

Drupal

Journal Case study Process Healthcare

89. 2010 Nath M., Arora

IEEE International Conference on

Software Engineering and Service

Sciences (ICSESS

Content management system : Comparative

case study

Conference Case study Tools N/A

90. 2007 Iverson J.,

Burkart P.

NONPROFIT MANAGEMENT &

LEADERSHIP

Managing Electronic Documents and Work

Flows Enterprise Content Management at

Work in Nonprofit Organizations

Journal Theoretical Strategy Nonprofit

91. 2008 Pullman G,

Baotong G.

Technical Communication

Quarterly

Guest Editors' Introduction: Rationalizing

and Rhetoricizing Content Management.

Journal Theoretical Strategy N/A

128

F: Table shells that are used to gather the case study data

Strategy Formulation Phase

Step 1: Identify vision & mission

Vision: the future probable outcomes and positions

associated with the ECM system

(e.g. providing an efficient, accessible, collaborative, and

secure information resource to support the business

processes).

Mission: what needs to be done in order to reach the future

outcomes

(e.g. establishing an easier and more advanced method to

search, find, use, share, store, and keep high quality

information).

129

Strategy Formulation Phase

Step 2: Identify strategies, strategic objectives, and performance measures

Strategies Mission Strategic objectives Performance measures

1.Content strategy (e.g. content and

users)

2. Enterprise strategy (e.g. organizational,

economic, social)

3. Process strategy (e..g. implementation

of content lifecycle activities)

4. Technology strategy (e.g. hardware,

software)

130

Strategy Formulation Phase

Step 3: Specify key success factors

1. Change management

2. Top management commitment

3. Stakeholders’ Involvement

131

Strategy Formulation Phase

Step 4-1: Allocate resources

Allocating hardware

Allocating software

Allocating human resources

132

Step 4-2 Building cause-and-effect relations: (see step 2)

133

Strategy Implementation and Performance Evaluation Phase

Step 5: Develop action plans and performance measures

Stage Actions Details

1.Analyze & Design product demonstration

review existing process and workflow

identify and develop script requirements

identify users and their permissions

2. Implement & Verify conduct configuration and components

implementation

Develop and install script

perform component and script Q/A testing

Install client-side hardware and software

134

train the trainer

3. Deploy & Support Perform internal system testing

create training materials

have a project wrap-up meeting

highlight transition issues to support

send project closure announcement

1. 2012-04-23T11:30:36-0400
2. Preflight Ticket Signature