Skip to main content
Log in

The Next Generation Enterprise: A CIO Perspective on the Vision, its Impacts, and Implementation Challenges

  • Published:
Information Systems Frontiers Aims and scope Submit manuscript

Abstract

This article presents a senior-executive perspective on the “grand vision” of a Next Generation Enterprise (NGE), its organizational and individual impacts, and the organizational and technological challenges associated with implementing this vision. It is based upon discussions that took place at a CIO Panel, consisting of nine senior executives from a wide cross section of organizations and organized during the “Academia/Industry Working Conference on Research Challenges 2000” (AIWoRC '00 Conference) to address the central theme of the conference: “The Next Generation Enterprise: Virtual Organizations and Mobile and Pervasive Technologies.” The paper first presents theoretical notions about virtuality, virtual organizations, pervasive and mobile information technologies (PMITs), and authors' conceptualization of a prototypical NGE. This is followed by a synthesis and summary of the panel discussion under five major thematic areas: (1) the shaping of the emerging NGE vision as enabled by modern-day PMITs, (2) the significant organizational impacts and changes occasioned by the NGE vision, (3) the crucial impacts that the NGE model may have on individual work and personal lives, (4) the critical organizational issues and challenges in implementing the NGE vision, and (5) the major technological issues that, if left unattended, may hamper translation of the NGE vision into a reality. The paper concludes with remarks about the crucial requirements for making the NGE vision a reality.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Similar content being viewed by others

References

  • Attewell P. Technology diffusion and organizational learning: The case of business computing. Organization Science 1992;3:1–19.

    Google Scholar 

  • Bowen TS. IBM revs up its pervasive computing initiative. In: Infoworld, 1999:26.

  • Fichman RG. Information technology diffusion: A review of empirical research. In: Thirteenth International Conference on Information Systems, Dallas, TX, 1992:195–206.

  • Fichman RG, Kemerer CF. The assimilation of software process innovations: An organizational learning perspective. Management Science 1997;43(10):1345–1363.

    Google Scholar 

  • Fields D, Miller E. Case study: A virtual group at Telcordia. In: Academia/Industry Working Conference on Research Challenges '00: Next Generation Enterprises: Virtual Organizations and Mobile/ Pervasive Technologies, Buffalo, NY: Institute of Electrical and Electronics Engineers, 2000: Biz_b.

    Google Scholar 

  • Fleischer M, Roitman D. Implementation. In: Tornatzky LG, Fleischer M, eds. The Processes of Technological Innovation, Lexington, MA: Lexington Books, 1990:197–232.

    Google Scholar 

  • Good DJ, Schultz RJ. Strategic, Organizational and Managerial Impacts of Business Technologies. New York, NY: Quorum Books, 2000.

    Google Scholar 

  • Grover V. An empirically derived model for the adoption of customer-based interorganizational systems. Decision Sciences 1993;24(3):603–640.

    Google Scholar 

  • Huber GP. A theory of the effects of advanced information technologies on organization design, intelligence, and decision making. Academy of Management Review 1990;15(1):47–71.

    Google Scholar 

  • Hurley RF, Hult GTM. Innovation, market orientation, and organizational learning: An integration and empirical examination. Journal of Marketing 1998;62:42–54.

    Google Scholar 

  • Huws U, Korte WB, Robinson S. Telework: Towards the Elusive Office. Chichester, England: John Wiley & Sons, 1990.

    Google Scholar 

  • Jarvenpaa SL, Leidner DE. Communication and trust in global virtual teams. Organization Science 1999;10(6):791–815.

    Google Scholar 

  • Kishore R, McLean ER. The next generation enterprise: A virtual organization enabled by pervasive and mobile information technologies (PMITs). In: Academia/Industry Working Conference on Research Challenges '00: Next Generation Enterprises: Virtual Organizations and Mobile/Pervasive Technologies, Buffalo, NY: Institute of Electrical and Electronics Engineers, 2000.

    Google Scholar 

  • Kraut RE, Kiesler S, Mukhopadhya T, Scherlis W, Patterson M. Social impact of the internet: What does it mean? Communications of the ACM 1998;41(12):21–22.

    Google Scholar 

  • Kumar K, van Dissel HG. Sustainable collaboration: Managing conflict and cooperation in interorganizational systems. MIS Quarterly 1996;20(3):279–300.

    Google Scholar 

  • Kwon TH, Zmud RW. Unifying the fragmented models of information systems implementation. In: Boland RJ Jr., Hirschheim RA, eds. Critical Issues in Information Systems Research. New York, NY: John Wiley & Sons, 1987:227–251.

    Google Scholar 

  • Lai VS, Guynes JL, Bordoloi B. ISDN: Adoption and diffusion issues. Information Systems Management 1993;10(4):46–52.

    Google Scholar 

  • Laudon KC, Traver CG. The revolution is just beginning. In:E-commerce: Business, Technology, Society. New York, NY: Addison-Wesley, 2001:2–53.

    Google Scholar 

  • Leaders: Onward to pervasive computing. In: Economist, 1998.

  • Leonard-Barton D. Implementation as mutual adaptation of technology and organization. Research Policy 1988;17(5):251–267.

    Google Scholar 

  • Leontief W. The Future Impact of Automation of Workers. Oxford, England: Oxford University Press, 1986.

    Google Scholar 

  • Malone TW, Laubacher RJ. The dawn of the E-Lance economy. Harvard Business Review 1998:145–152.

  • Markus ML, Benjamin RI. Change agentry–The next IS frontier. MIS Quarterly 1996;20(4):385–407.

    Google Scholar 

  • McFarlan FW. Information technology changes the way you compete. Harvard Business Review 1984; 26(3):83–94.

    Google Scholar 

  • McGrath RG. Exploratory learning, innovative capacity, and managerial oversight. Academy of Management Journal 2001;44(1):118–131.

    Google Scholar 

  • Mowshowitz A. Virtual organization. Communications of the ACM 1997;40(9):30–37.

    Google Scholar 

  • Nadler DA, Tushman ML. Designing organizations that have good fit: A framework for understanding new architectures. In: Nadler DA, Gerstein MS, Shaw RB, Associates A, eds. Organizational Architecture: Designs for Changing Organizations. San Francisco, CA: Jossey-Bass Publishers, 1992:39–56.

    Google Scholar 

  • Orlikowski WJ. CASE tools as organizational change: Investigating incremental and radical changes in systems development. MIS Quarterly 1993:309–340.

  • Porter ME, Fuller MB. Coalitions and global strategy. In: Porter ME, ed. Competition in Global Industries. Boston, MA: Harvard Business School Press, 1986:315–344.

    Google Scholar 

  • Premkumar G, Ramamurthy K, Nilakanta S. Implementation of electronic data interchange: An innovation diffusion perspective. Journal of Management Information Systems 1994;11(2):157–186.

    Google Scholar 

  • Ramesh R, Rao HR, Silberman G. Foreword, AIWoRC '00: An international conference on next generation enterprises, frontiers in virtual organizations and pervasive/mobile technologies. In: '00: Next Generation Enterprises: Virtual Organizations and Mobile/ Pervasive Technologies, Buffalo, NY: Institute of Electrical and Electronics Engineers, 2000.

    Google Scholar 

  • Robey D, Boudreau M-C. Accounting for the contradictory organizational consequences of information technology: Theoretical directions and methodological implications. Information Systems Research 1999;10(2):167–185.

    Google Scholar 

  • SchraefelMC, HoJ, Chignell M. Building virtual communities for research collaboration. In: '00: Next Generation Enterprises: Virtual Organizations and Mobile/Pervasive Technologies, Buffalo, NY: Institute of Electrical and Electronics Engineers, 2000: Biz_e.

    Google Scholar 

  • Shao YP, Lee MKO, Liao SY. Virtual organizations: The key dimensions. In: '00: Next Generation Enterprises: Virtual Organizations and Mobile/Pervasive Technologies, Buffalo, NY: Institute of Electrical and Electronics Engineers, 2000:Biz_a.

    Google Scholar 

  • Stoddard DB, Nolan RL, Galal H. VeriFone: The Transaction Automation Company (A). Cambridge, MA: Harvard Business School Publishing, 1995.

    Google Scholar 

  • Swanson EB, Ramiller NC. The organizing vision in information systems innovation. Organization Science 1997;8(5):458–474.

    Google Scholar 

  • Tornatzky LG, Klein KJ. Innovation characteristics and innovation implementation: A meta-analysis of findings. IEEE Transactions on Engineering Management 1982;EM-29(1):28–45.

    Google Scholar 

  • Townsend AM, DeMarie SM, Hendrickson AR. Are you ready for virtual teams? H R Magazine 1996;41(9):122–126.

    Google Scholar 

  • Turoff M. Virtuality. Communications of the ACM 1997;40(9):38–43.

    Google Scholar 

  • Umar A, Elsinger D, Lai M-Y. Next generation enterprises: A framework for analysis. In: '00: Next Generation Enterprises: Virtual Organizations and Mobile/Pervasive Technologies, Buffalo, NY: I nstitute of Electrical and Electronics Engineers, 2000:Biz_p.

    Google Scholar 

  • Varshney U. Networking support for mobile computing. Communications of the Association for Information Systems 1999;1(1):1–30.

    Google Scholar 

  • Zager D. Collaboration on the fly. In: '00: Next Generation Enterprises: Virtual Organizations and Mobile/Pervasive Technologies, Buffalo, NY: Institute of Electrical and Electronics Engineers, 2000:Biz_k.

    Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Corresponding author

Correspondence to Rajiv Kishore.

Rights and permissions

Reprints and permissions

About this article

Cite this article

Kishore, R., McLean, E.R. The Next Generation Enterprise: A CIO Perspective on the Vision, its Impacts, and Implementation Challenges. Information Systems Frontiers 4, 121–138 (2002). https://doi.org/10.1023/A:1015303109679

Download citation

  • Issue Date:

  • DOI: https://doi.org/10.1023/A:1015303109679

Navigation