Copyright (c) E.Y.LiCopyright (c) E.Y.Li 11 112/04/11112/04/11

How to Publish in SSCI How to Publish in SSCI JournalsJournals

Eldon Y. LiEldon Y. LiUniversity Chair ProfessorUniversity Chair Professor

Department of MISDepartment of MISNational Chengchi UniversityNational Chengchi Universityhttp://www.calpoly.edu/~eli

*** All right reserved. Video or audio recording is prohibited. Reference *** All right reserved. Video or audio recording is prohibited. Reference to this document should be made as follows: Li, E.Y. “How to publish in to this document should be made as follows: Li, E.Y. “How to publish in SSCI journals,” unpublished lecture, National Chengchi University, SSCI journals,” unpublished lecture, National Chengchi University, 2014. ***2014. ***

Copyright (c) E.Y.LiCopyright (c) E.Y.Li 22 112/04/11112/04/11

AgendaAgenda

•SSCI journals and impact SSCI journals and impact factorfactor

•The types of research The types of research projectsprojects

•What makes a good paper?What makes a good paper?

•The structure of a good The structure of a good paperpaper

•The workflow of publishingThe workflow of publishing

•The common mistakesThe common mistakes

•The recommendationsThe recommendations

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SSCI and SCI JournalsSSCI and SCI Journals

• ISI (Institute for Scientific Information)ISI (Institute for Scientific Information)• ThomsonThomson’’s s www.isinet.com • SSCI: SSCI:

– Began in 1956Began in 1956– includes 3016 journals (2013)includes 3016 journals (2013)

• SCI: SCI: – Began in 1945Began in 1945– SCI includes 3748 journals (2013)SCI includes 3748 journals (2013)– SCIE includes 8411 journals (2013)SCIE includes 8411 journals (2013)

• AHCI: AHCI: – Began in 1975Began in 1975– includes 1727 journals (2013)includes 1727 journals (2013)

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SSCI Journals and Impact SSCI Journals and Impact FactorFactor

•Impact Factor (e.g., Impact Factor (e.g., MISQMISQ))

– Cites in 2007 to articles published in 2006 = 122 Cites in 2007 to articles published in 2006 = 122 – Cites in 2007 to articles published in 2005 = 124Cites in 2007 to articles published in 2005 = 124– Number of articles published in 2006 = 28Number of articles published in 2006 = 28– Number of articles published in 2005 = 24Number of articles published in 2005 = 24

Cites to recent articles 246 I-Factor = = = 4.731 Number of recent articles 52

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SSCI Journals and Impact SSCI Journals and Impact FactorFactor

•Immediacy Index (e.g., MISQ)

– Cites in 2007 to articles published in 2007 = 25– Number of articles published in 2007 = 41

Cites to current articles 25 I-Index = = = 0.610 Number of current articles 41

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SSCI Journals and Impact SSCI Journals and Impact FactorFactor

• The cited half-life is a measure of the rate of decline of the citation curve. It is the number of years that the number of current citations takes to decline to 50% of its initial value (the cited half-life is 6 years in the example given in the Figure 1). It is a measure of how long articles in a journal continue to be cited after publication.MISQ Year 2006 2005 2004 2003 2002 2001 2000 1999 1998 1997 1996-all

# Cites from 2006  25  122  124  317  120  206  227  223  162  141  1519

Cumulative %  0.78  4.61  8.51  18.46  22.22  28.69  35.81  42.81  47.90  52.32  100

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SSCI Journals and Impact FactorSSCI Journals and Impact Factor

Source: M. Amin & M. Mabe, “Impact Factors: Use and Abuse,” Perspectives in Publishing, No. 1, October 2000, pp. 1-6.

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RankAbbreviated Journal Title(linked to journal information)

ISSNTotal Cites

2009 ImpactFactor

ImmediacyIndex

ArticlesCitedHalf-life

1 MIS QUART 0276-7783 6186 4.485 0.579 38 >10.0

2 J INFORMETR 1751-1577 253 3.379 0.909 33 2.1

3 ANNU REV INFORM SCI 0066-4200 563 2.929 1.200 10 6.9

4 J AM SOC INF SCI TEC 1532-2882 5167 2.300 0.379 203 8.0

5 INFORM MANAGE-AMSTER 0378-7206 3276 2.282 0.268 56 6.6

6 J ASSOC INF SYST 1536-9323 430 2.246 0.097 31 4.4

7 SCIENTOMETRICS 0138-9130 3508 2.167 0.328 189 6.2

8 GOV INFORM Q 0740-624X 598 2.098 0.293 58 4.5

9 J MANAGE INFORM SYST 0742-1222 2650 2.098 0.000 38 8.7

10 J INF TECHNOL 0268-3962 879 2.049 0.321 28 6.9

11 INFORM SYST RES 1047-7047 3037 1.792 0.679 28 9.5

12 INFORM PROCESS MANAG 0306-4573 2412 1.783 0.264 53 8.5

13 J INF SCI 0165-5515 939 1.706 0.149 47 6.0

14 ONLINE INFORM REV 1468-4527 324 1.423 0.094 64 3.4

15 INFORM SYST J 1350-1917 598 1.419 0.583 24 7.2

16 INFORM TECHNOL MANAG 1385-951X 73 1.222 0.000 16  

17 INFORM SOC 0197-2243 603 1.111 0.125 24 6.9

18 INT J INFORM MANAGE 0268-4012 575 0.723 0.000 43 6.8

19 J GLOB INF MANAG 1062-7375 227 0.706 0.053 19 5.3

20 INFORM RES 1368-1613 501 0.490 0.121 33 5.5

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RankAbbreviated Journal Title

(linked to journal information)ISSN

Total Cites

2010 ImpactFactor

ImmediacyIndex

ArticlesCited

Half-life

1 MIS QUART 0276-7783 7418 5.041 0.737 38 9.8

2 INFORM SYST RES 1047-7047 3517 3.358 0.241 54 9.5

3 J AM MED INFORM ASSN 1067-5027 3604 3.078 0.591 115 5.8

4 J INF TECHNOL 0268-3962 1083 2.907 0.786 28 6.7

5 J MANAGE INFORM SYST 0742-1222 3079 2.662 0.633 30 9.0

6 INFORM MANAGE-AMSTER 0378-7206 3273 2.627 0.238 42 6.9

7 J ASSOC INF SYST 1536-9323 579 2.217 0.062 32 4.2

8 INFORM SYST J 1350-1917 695 2.184 0.857 21 6.5

9 J AM SOC INF SCI TEC 1532-2882 4200 2.137 0.354 178 7.4

10 DECIS SUPPORT SYST 0167-9236 3225 2.135 0.252 111 5.6

11 ELECTRON COMMER R A 1567-4223 420 1.946 0.244 45 4.6

12 SCIENTOMETRICS 0138-9130 3602 1.905 0.173 226 6.4

13 GOV INFORM Q 0740-624X 650 1.878 0.312 48 4.2

14 EUR J INFORM SYST 0960-085X 1070 1.767 0.326 43 5.7

15 INFORM PROCESS MANAG 0306-4573 1934 1.673 0.411 56 7.2

16 INFORM SYST FRONT 1387-3326 461 1.596 0.130 46 4.6

17 INFORM SYST 0306-4379 865 1.595 0.380 50 6.6

18 INT J INFORM MANAGE 0268-4012 859 1.554 0.220 59 6.7

19 J INF SCI 0165-5515 921 1.406 0.180 50 6.2

20 INFORM SOC 0197-2243 615 1.240 0.000 27 7.4

21 SOC SCI COMPUT REV 0894-4393 550 0.913 0.194 31 7.3

22 INFORM RES 1368-1613 429 0.822 0.125 56 5.2

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Rank Abbreviated Journal Title

(linked to journal information) ISSN

Total Cites

2011 Impact Factor

5-year Impact Factor

Immediacy Index

Articles Cited Half-

life

1 MIS QUART 0276-7783 6761 4.447 7.497 0.7 50 >10.0

2 J INFORMETR 1751-1577 709 4.229 3.944 1.098 61 2

3 J AM MED INFORM ASSN 1067-5027 4071 3.609 4.329 0.706 153 5.5

4 ANNU REV INFORM SCI 0066-4200 462 2.955 2.984 1.182 11 7.9

5 J INF TECHNOL 0268-3962 967 2.321 3 0.789 19 7

6 INT J COMP-SUPP COLL 1556-1607 302 2.243 3 0.571 28 3.8

7 INFORM MANAGE-AMSTER 0378-7206 3282 2.214 3.796 0.114 44 7.5

8 INFORM SYST RES 1047-7047 3286 2.146 4.131 0.234 47 9.9

9 J AM SOC INF SCI TEC 1532-2882 4295 2.081 2.113 0.425 186 6.9

10 INFORM SYST J 1350-1917 694 2.067 2.775 1.143 21 6.5

11 SCIENTOMETRICS 0138-9130 4048 1.966 2.443 0.378 217 5.9

12 MIS Q EXEC 1540-1960 234 1.743　 0.125 16 4.5

13 J ASSOC INF SYST 1536-9323 620 1.667 2.654 0.071 28 4.8

14 INT J INFORM MANAGE 0268-4012 862 1.532 1.764 0.21 62 6.3

15 EUR J INFORM SYST 0960-085X 972 1.5 2.218 0.093 43 5.7

16 J STRATEGIC INF SYST 0963-8687 652 1.457 2 0.207 29 9.1

17 GOV INFORM Q 0740-624X 585 1.425 1.662 0.327 52 4.7

18 J MANAGE INFORM SYST 0742-1222 2530 1.423 2.945 0.05 40 9.4

19 J INF SCI 0165-5515 807 1.299 1.686 0.157 51 5.9

20 J KNOWL MANAG 1367-3270 1072 1.248　 0.158 57 7.1

21 INFORM SOC 0197-2243 623 1.235 1.576 0 17 8

22 INFORM PROCESS MANAG 0306-4573 1647 1.119 1.443 0.25 64 7.8

23 SOC SCI COMPUT REV 0894-4393 560 1.075 1.166 0.257 35 7.6

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Rank Abbreviated Journal Title

(linked to journal information) ISSN

Total Cites

2012 Impact Factor

5-year Impact Factor

Immediacy Index

Articles Cited

Half-life

1 MIS QUART 0276-7783 7277 4.659 7.474 0.705 61 9.9

2 J INFORMETR 1751-1577 943 4.153 3.987 0.771 70 2.6

3 J AM MED INFORM ASSN 1067-5027 5012 3.571 3.959 0.925 186 6.2

4 J INF TECHNOL 0268-3962 1165 3.532 3.801 1.263 19 6.5

5 INFORM TECHNOL MANAG 1385-951X 247 3.025 2.261 0.226 31 2.1

6 ANNU REV INFORM SCI 0066-4200 380 2.174 2.590     8.0

7 SCIENTOMETRICS 0138-9130 4555 2.133 2.207 0.449 254 6.5

8 INFORM SYST RES 1047-7047 3443 2.010 3.638 0.446 74 >10.0

9 J AM SOC INF SCI TEC 1532-2882 4613 2.005 2.159 0.321 184 6.8

10 GOV INFORM Q 0740-624X 835 1.910 2.263 0.493 71 4.5

11 INT J INFORM MANAGE 0268-4012 970 1.843 1.898 0.086 58 6.0

12 INFORM MANAGE-AMSTER 0378-7206 3091 1.663 3.178 0.083 36 8.3

13 EUR J INFORM SYST 0960-085X 1268 1.558 2.422 0.421 38 6.3

14 J STRATEGIC INF SYST 0963-8687 743 1.500 2.433 0.550 20 8.9

15 J KNOWL MANAG 1367-3270 1392 1.474   0.179 56 7.3

16 INFORM SYST J 1350-1917 696 1.381 2.376 1.238 21 7.2

17 J MANAGE INFORM SYST 0742-1222 2645 1.262 2.780 0.033 30 9.8

18 INFORM SOC 0197-2243 561 1.114 1.389 0.211 19 8.5

19 J ASSOC INF SYST 1536-9323 751 1.048 2.766 0.292 24 5.7

20 J GLOB INF TECH MAN 1097-198X 117 0.917   0.000 12 6.4

21 INFORM PROCESS MANAG 0306-4573 1681 0.817 1.388 0.210 81 8.1

22 INFORM RES 1368-1613 400 0.520 0.677     6.1

23 J GLOB INF MANAG 1062-7375 335 0.452 1.179 0.071 14 7.6

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The Types of Research The Types of Research ProjectsProjects

by Paradigmby Paradigm

• Positivist researchPositivist research ( (實證性研究實證性研究 ) ) –– Test theory to increase the predictive Test theory to increase the predictive understanding of phenomena. (ref. understanding of phenomena. (ref. Confirmatory research)Confirmatory research)

• Interpretive research Interpretive research ( (詮釋性研究詮釋性研究 ) ) –– Understand phenomena through the Understand phenomena through the meanings that people assign to them and meanings that people assign to them and does not predefine dependent and does not predefine dependent and independent variables (ref. Exploratory independent variables (ref. Exploratory research) research)

• Critical researchCritical research ( (批判性研究批判性研究 ) ) –– Focuses on the oppositions, conflicts and Focuses on the oppositions, conflicts and contradictions in contemporary society, contradictions in contemporary society, and seeks to think outside the box.and seeks to think outside the box.

Source: http://www.qual.auckland.ac.nz/

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The Types of Research The Types of Research ProjectsProjects

by Processby Process

• Inductive research Inductive research (( 歸納性研究歸納性研究 )) – – derive from derive from a posterioria posteriori specific specific facts or instances into general facts or instances into general principlesprinciples

•Deductive research Deductive research (( 演繹性研究演繹性研究 ) – ) – reason from reason from a prioria priori general general premises into specific facts or premises into specific facts or instancesinstances

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The Types of Research The Types of Research ProjectsProjects

by Outputby Output

•System researchSystem research

•Design researchDesign research

•Theory (Concept) building researchTheory (Concept) building research

•Model building researchModel building research

•Methodological researchMethodological research

•Informational (descriptive) researchInformational (descriptive) research

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Theory Building Models and Theory Building Models and Wheel of ScienceWheel of Science

Theories

Observations

HypothesesEmpirical

generalizations

Functional theory

building

Deductive theory

building

Inductive theory

building

Model-based theory

building

Deductive logic

Inductive logic

Theory based

Evidence based

Source: Marx, Melvin H. “The General Nature of Theory Construction,” in Melvin H. Marx, Ed., Theories in Contemporary Psychology, New York: Macmillan , 1965, pp. 10-19.

Concepts

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The Types of Research The Types of Research ProjectsProjects

by Methodby Method– Literature reviewsLiterature reviews– Case studiesCase studies– Action research methodAction research method– Focus groupFocus group– Delphi methodDelphi method– Ethnographic methodEthnographic method– Grounded theoryGrounded theory– Meta researchMeta research– Interviews/Critical incident analysis/Content Interviews/Critical incident analysis/Content analysisanalysis– Empirical methodEmpirical method

– Experimental methodExperimental method

– Analytical methodAnalytical method

• Qualitative methodsQualitative methods

• Quantitative methodsQuantitative methods•Survey / StatisticsSurvey / Statistics•Database (CRSP, COMPUSTAT)Database (CRSP, COMPUSTAT)•InformetricsInformetrics

•ExperimentExperiment•Simulation / PrototypeSimulation / Prototype•Neural networkNeural network

•Stochastic methodsStochastic methods•Mathematical solutionMathematical solution•OptimizationOptimization•ProofProof

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The Types of Research The Types of Research ProjectsProjects

by Output and Processby Output and ProcessSystem System ResearchResearch

•ObservationsObservations

•ProblemsProblems

•Propose Propose systemssystems

•Construct Construct systemssystems

•Validate Validate systemssystems

•Evaluate Evaluate systemssystems

•ConclusionsConclusions

Design Design ResearchResearch

•Design Design needsneeds

•Propose Propose designsdesigns

•Build Build designsdesigns

•Validate Validate designsdesigns

•Evaluate Evaluate designsdesigns

•ConclusionsConclusions

Theory Theory Building Building ResearchResearch

•PhenomenaPhenomena

•Literature Literature reviewsreviews

•Propose Propose theory/concepttheory/concept

•Propose modelsPropose models

•Propose Propose propositionspropositions

•Justify Justify propositionspropositions

•ConclusionsConclusions

Model Building Model Building ResearchResearch

•ProblemsProblems

•Literature Literature reviewsreviews

•Propose modelPropose model

•Propose Propose hypotheseshypotheses

•Collect and Collect and validate datavalidate data

•Test hypothesesTest hypotheses

•ConclusionsConclusions

DDeedduuccttiioonn IInndduuccttiioonn

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The Types of Research The Types of Research ProjectsProjects

by Scholarshipby Scholarship

•Discovery research Discovery research (exploratory)(exploratory)

•Application research Application research (confirmatory)(confirmatory)

•Integration researchIntegration research

•Teaching researchTeaching researchSource: Boyer, Ernest L., Scholarship Reconsidered: Priorities of the Professoriate, by San Francisco: Jossey-Bass, Inc., 1990. (1981-1997 President of The Carnegie Foundation for the Advancement of Teaching, 51 Vista Lane, Stanford, CA 94305, USA.

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The Types of Research The Types of Research Projects by AnalysisProjects by Analysis

•Independent analysisIndependent analysis

•Comparative analysisComparative analysis

•Longitudinal analysisLongitudinal analysis

•Meta analysisMeta analysis

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0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

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0 10 20 30 40 50 60 70 80 90 100

110

120

130

Company I.D.

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Independent CMM Practice Independent CMM Practice AssessmentAssessment

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Comparative CMM Practice Comparative CMM Practice AssessmentAssessment

17%

25% 30

%

17%

26%

33%

22%

32%

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73%

43%

35%

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0.0

0.1

0.2

0.3

0.4

0.5

0.6

0.7

0.8

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1.1.

3.

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Level-2 Question I.D.

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Japan tutorials (191 projects) U.S. tutorials (113 projects)

U.S. SEI-assisted (55 projects) Taiwan tutorials (138 companies)

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Longitudinal CMM Practice Longitudinal CMM Practice AssessmentAssessment

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

0 10 20 30 40 50 60 70 80 90 100

110

120

130

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Per

cen

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f A

chie

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ent

1996 (N = 138; Mean = 35.4%; S.D.= 19.99%.)

This study (N = 101; Mean = 43.7%; S.D.= 22.31%.)

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Meta-Analysis of Recall Meta-Analysis of Recall Rate, 1957Rate, 1957

Source: Underwood, B.J. “Interference and Forgetting,” Psychological Review, 64, 1957, pp. 49-60.

0

10

20

30

40

50

60

70

80

90

100

0 2 4 6 8 10 12 14 16 18 20 22

Weiss-Margolius 1954

Williams 1950

Johnson 1939

Underwood 1953

Lester 1932Krueger 1929

Cheng 1929 Hovland 1940Luh 1922

Williams 1950

Belmon-Birch 1951

Underwood-Richarson 1955

Gibson 1942

Youtz 1941

Number of Previous Lists

Perc

en

t of

Reca

ll

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Meta-Analysis of Average Meta-Analysis of Average Importance RatingsImportance Ratings

IS Personnel's Avg. Importance Ratings

User Personnel'sAvg. Importance Ratings

Pooled Average Importance Ratingsa

Item

Staff Mgr. Staff Mgr. IS Per.

User Per.

No.

Description of Item (N=37)

(N=109) (N=40)

(N=29) (N=146)

(N=69)

1 Top management involvement 2.35 1.96 2.50 1.38 2.06 2.03

2 Competition between CBIS and non-CBIS units = 0.29 = 0.31 0.29 0.31

3 Allocation priorities for CBIS resources 0.97 1.55 1.50 1.59 1.40 1.54

4 Chargeback method of payment for services = -0.46 = 0.14 -0.46 0.14

a The ratings are from the IS staff in Montazemi's [13, p. 248] study using 35 ISS items.b The ratings are from the IS managers in this study using 39 of the 46 ISS items.c The ratings of are from the user staff in Montazemi's [13, p. 248] study using 35 ISS items.d The ratings are from the middle managers of IS users in Pearson's [16, p. 174] study using 39 ISS items.

•Novel problemNovel problem

• Innovative modelInnovative model

•Disciplined methodsDisciplined methods

•Rich and beautiful Rich and beautiful datadata

What Makes a Good Paper?What Makes a Good Paper?

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How to write a good How to write a good paper?paper?

•Problems and contexts - Problems and contexts - write what write what the readers seethe readers see

•Research contributions - - write what write what the journal likesthe journal likes

•Writing style - Writing style - write in the journal stylewrite in the journal style

•Validity -Validity - write to justify write to justify

•Rigor -Rigor - write to show your effort and know write to show your effort and know howhow

•Generalizability -Generalizability - write for the real write for the real worldworld

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Writing a good paperWriting a good paperManagement FieldManagement Field (25)* (25)*• Abstract (1) (1)• Introduction and resear

ch questions (3) (3)

• Research purpose (1)(1)• Research model (2)Research model (2)• Literature reviews (4)(4)• Methodology (2)(2)• Analysis and results

(3)(3)• Discussion and implica

tions (4)(4)

• Conclusions and recommendations (3)(3)

• Limitations and future research (2)(2)

Science & Science & EngineeringEngineering

• IntroductionIntroduction• Research purposeResearch purpose• Research model Research model

and methodand method• Analysis and Analysis and

resultsresults• ConclusionsConclusions

* Excluding figures and tables.

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The Workflow of PublishingThe Workflow of Publishing

•The research project processThe research project process

•The publication process The publication process

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The research project The research project processprocess

•ObservationObservation• Identify weaknessIdentify weakness• Innovation/IdeaInnovation/Idea•DormancyDormancy•EvaluationEvaluation•ExecutionExecution•CompositionComposition•RevisionsRevisions•PublishingPublishing

•IntelligenceIntelligence

•DesignDesign

•ChoiceChoice

•ImplementatioImplementationn

•ReviewsReviews

•FeedbackFeedback

Copyright (c) E.Y.LiCopyright (c) E.Y.Li 3636 112/04/11112/04/11

The publication processThe publication process

• Identify reviewers (0-1 mo)Identify reviewers (0-1 mo)• Submit paper for reviews (3-12 mo)Submit paper for reviews (3-12 mo)• Respond to reviewersRespond to reviewers’’ comments (1-6 comments (1-6

mo)mo)• Revise the paper (1-3 mo)Revise the paper (1-3 mo)• Resubmit the paper for reviews (1-3 Resubmit the paper for reviews (1-3

mo)mo)• Format the paper (0-1 mo)Format the paper (0-1 mo)• Typeset the paper (1-3 mo)Typeset the paper (1-3 mo)• Proofread the galley pages (0-1 mo)Proofread the galley pages (0-1 mo)• See the paper in print (6-18 mo)See the paper in print (6-18 mo)

1-3

+ y

ears

Copyright (c) E.Y.LiCopyright (c) E.Y.Li 3737 112/04/11112/04/11

The Common MistakesThe Common Mistakes

• Title Title –– catchy and capturing essence catchy and capturing essence• Abstract Abstract –– persuasive and concise persuasive and concise• Paper body – size, structure, and flow• Copycat or problem is too trivialCopycat or problem is too trivial• Citations look like a laundry list, e.g., [1, 2, 3, 4, 5, 6, 7, Citations look like a laundry list, e.g., [1, 2, 3, 4, 5, 6, 7,

8, 9]8, 9]• No theoretical or conceptual foundationNo theoretical or conceptual foundation• Analysis Analysis –– no data validation, wrong methods no data validation, wrong methods• Managerial implications Managerial implications –– practitioner sense, not practitioner sense, not

academicsacademics• Grammatical and spelling errors Grammatical and spelling errors –– use a technical editor use a technical editor

to edit your paperto edit your paper• Procrastinate revisions Procrastinate revisions –– lost the timeliness lost the timeliness• Small sample size Small sample size –– impossible to revise impossible to revise• Responses to reviewers’ comments – respect the reviewers

112/04/11112/04/11 Copyright (c) E.Y.LiCopyright (c) E.Y.Li 3838

Dimensions of Dimensions of ContributionContribution

1.1. ProblemProblem2.2. ContextContext3.3. UnitUnit4.4. Paradigm / Theory / Paradigm / Theory /

ConceptConcept5.5. ModelModel

• ConstructConstruct• OntologyOntology

6.6. MethodMethod7.7. Data (number / text)Data (number / text)8.8. TimeTime

Copyright (c) E.Y.LiCopyright (c) E.Y.Li 3939 112/04/11112/04/11

AbstractAbstract

•What is the problem?What is the problem?

•Why it is important?Why it is important?

•How did you solve it?How did you solve it?

•What have you found?What have you found?

•What do you recommend? What do you recommend?

Copyright (c) E.Y.LiCopyright (c) E.Y.Li 4040 112/04/11112/04/11

IntroductionIntroduction

•What is the current What is the current ““worldwideworldwide”” condition related to your topic?condition related to your topic?

•What are the problems/research What are the problems/research gaps?gaps?

•Why it is important to overcome Why it is important to overcome the problems/research gaps?the problems/research gaps?

•What do you plan to do?What do you plan to do?

•What is the organization of your What is the organization of your paper?paper?

Research PurposesResearch Purposes

•Define the scope of your paperDefine the scope of your paper• E.g., This paper attempts to E.g., This paper attempts to

investigate ….investigate ….

•Itemize the purposes of your Itemize the purposes of your research. research.

• E.g., The purposes of this paper E.g., The purposes of this paper are to: (1) survey …., (2) report are to: (1) survey …., (2) report …., (3) compare ….…., (3) compare ….

Copyright (c) E.Y.LiCopyright (c) E.Y.Li 4242 112/04/11112/04/11

Research ModelResearch Model

Source: Voss, G.B. Formulating interesting research questions. Academy of Marketing Science. Journal, 31(3), Summer 2003, pp. 356-359.

Linkage Linkage Between Between ConstructConstructs s (Ontolog(Ontology)y)

Core Concepts (Constructs) Core Concepts (Constructs)

Reinforced ChangedReinforced Changed

SameSame Incremental InnovationIncremental Innovation

•Replicate results for the focal Replicate results for the focal relationship(s) in a new contextrelationship(s) in a new context

•Extend by adding peripheral Extend by adding peripheral construct(s)construct(s)

Modular InnovationModular Innovation

Define, measure, or Define, measure, or analyze one or more analyze one or more core constructs in a core constructs in a new waynew way

DifferentDifferent Architectural InnovationArchitectural Innovation

•Examine a new situation or Examine a new situation or context in which the nature of context in which the nature of the focal relationship(s) may be the focal relationship(s) may be differentdifferent

•Examine the role of a new Examine the role of a new construct that may moderate construct that may moderate the nature of the focal the nature of the focal relationship(s)relationship(s)

Radical InnovationRadical Innovation

Introduce a new Introduce a new conceptualization that conceptualization that replaces and changes replaces and changes how we think of the old how we think of the old construct(s) and construct(s) and relationship(s)relationship(s)

Architectural InnovationArchitectural Innovation

Source: http://www.people.umass.edu/aizen/tpb.html

Behavioral beliefs

Attitude toward the behavior

Intention BehaviorNormative beliefs

Subjective norm

Control beliefs

Perceived behavioral

control

Actual behavioral

control

Copyright (c) E.Y.LiCopyright (c) E.Y.Li 4444 112/04/11112/04/11

Radical InnovationRadical Innovation

Information synergy

Innovativeness

IT capability

IT knowledge

IT operations

IT objects

Information dissemination

Information responsiveness

Shared interpretation

Product Process Personnel Service

H1

H2

H3

Copyright (c) E.Y.LiCopyright (c) E.Y.Li 4545 112/04/11112/04/11

Literature ReviewsLiterature Reviews

ConstructA

ConstructB

ConstructC

ConstructD

Research Purpose

Top Top journal journal articlesarticles

Copyright (c) E.Y.LiCopyright (c) E.Y.Li 4646 112/04/11112/04/11

Literature ReviewsLiterature Reviews

•DescribeDescribe–Which citation? What method? Which citation? What method? What data? What major findings?What data? What major findings?–ExampleExample

–IS success:IS success:Li (1997) surveyed 400 IS managers Li (1997) surveyed 400 IS managers and collected 123 usable samples. He and collected 123 usable samples. He revealed that revealed that …………, and that , and that …………..DeLone and McLean (2003) DeLone and McLean (2003) ………………………………

–Behavioral intention:Behavioral intention:Davis (1989) ………………………Davis (1989) ………………………Ajzen (1991) …………….Ajzen (1991) …………….

Copyright (c) E.Y.LiCopyright (c) E.Y.Li 4747 112/04/11112/04/11

Literature ReviewsLiterature Reviews•SummarizeSummarize

– citations, purpose, subjects, constructs, citations, purpose, subjects, constructs, findingsfindingsCitation Sample OCB dimensions Effectiveness operationalized Findings (direction

of significant correlation)a

Dunlop & Lee [19]

36 fast food restaurants in Australia

OCB directed toward organization (OCBO)

Supervisor rating of business unit performance (BP)Counter service time (CT)Drive through service time (DT)Unexplained food figures (UF)

OCBOBP (+) OCBOCT (ns)OCBODT (ns)OCBOUF (ns)

Ehrhart, Bliese, & Thomas [20]

2403 soldiers in 31 military units

Helping behavior at unit-level

Combat readiness (CR)Physical fitness (PF)Award rate (AR)M16 range scores (MR)

HelpingCR (ns)HelpingPF (+)HelpingAR (+)HelpingMR (+)

Koys [35] 28 stores in regional restaurant chain

Aggregated OCB Customer satisfaction (CS)Profitability after controllable expenses (PF)

OCBCS (+)OCBPF (+)

Podsakoff & MacKenzie [55]

116 insurance agency units

HelpingCivic virtue (CV)Sportsmanship (Sport)

A: Index of sales performance (SP)

HelpingSP (-)CVSP (+)SportSP (+)

Copyright (c) E.Y.LiCopyright (c) E.Y.Li 4848 112/04/11112/04/11

Literature ReviewsLiterature Reviews•Synthesize - ConstructsSynthesize - Constructs

Copyright (c) E.Y.LiCopyright (c) E.Y.Li 4949 112/04/11112/04/11

Literature ReviewsLiterature Reviews

•Synthesize - Linkages Synthesize - Linkages

Source: DeLone, W.H. and McLean, E. R. “The DeLone and McLean Model of Information Systems Success: A Ten-Year Update,” Journal of Management Information Systems, Spring 2003, Vol. 19, No. 4, pp. 9–30..

Copyright (c) E.Y.LiCopyright (c) E.Y.Li 5050 112/04/11112/04/11

MethodologyMethodology

• SubjectsSubjects– What are your sample subjects? Why do you What are your sample subjects? Why do you

choose these subjects? How did you collect the choose these subjects? How did you collect the data? Why do you choose the way you do it? data? Why do you choose the way you do it? What is the profile of your population and What is the profile of your population and samples?samples?

• Measurement/questionnaireMeasurement/questionnaire– What is your measurement instrument? How What is your measurement instrument? How

did you design it? What are the sources of your did you design it? What are the sources of your measurement? measurement?

• Pilot studyPilot study– How do you conduct pilot test? How do you How do you conduct pilot test? How do you

modify your instrument? How do you know it is modify your instrument? How do you know it is reliable and valid.reliable and valid.

• ProcedureProcedure– How will you analyze the data? Why did you How will you analyze the data? Why did you

choose these methods? What is the sequence choose these methods? What is the sequence of analyses? of analyses?

Copyright (c) E.Y.LiCopyright (c) E.Y.Li 5151 112/04/11112/04/11

Quantitative Analysis (1)Quantitative Analysis (1)

•Data representativenessData representativeness–Survey dataSurvey data

•Removal of outliersRemoval of outliers•Handling missing valuesHandling missing values•Population representationPopulation representation•Non-response biasNon-response bias•Common method biasCommon method bias•ReliabilityReliability•ValiditiesValidities

–Simulation dataSimulation data•Steady stateSteady state•RandomnessRandomness•Probability distributionsProbability distributions•Program/model correctnessProgram/model correctness

Copyright (c) E.Y.LiCopyright (c) E.Y.Li 5252 112/04/11112/04/11

Quantitative Analysis (2)Quantitative Analysis (2)• Popular Statistical methodsPopular Statistical methods

– Parametric methodsParametric methods•Correlation analysis; Regression analysisCorrelation analysis; Regression analysis•Independent t-testsIndependent t-tests•Paired t-testsPaired t-tests•ANOVAANOVA•MANOVAMANOVA•Exploratory and confirmatory Factor analysesExploratory and confirmatory Factor analyses•Cluster analysisCluster analysis•Structural equation model (SEM)Structural equation model (SEM)•Hierarchical linear model (HLM)Hierarchical linear model (HLM)

– Non-parametric methods (N<30)Non-parametric methods (N<30)•Spearman Rho; Kendall Tau; Chi-square testSpearman Rho; Kendall Tau; Chi-square test•Man-Whitney test; WilcoxonMan-Whitney test; Wilcoxon’’s rank sum test s rank sum test •WilcoxonWilcoxon’’s sign rank test; McNemar's Chi-square s sign rank test; McNemar's Chi-square testtest•Kruskal-Wallis analysis of ranks; Median testKruskal-Wallis analysis of ranks; Median test•Friedman's two-way analysis of varianceFriedman's two-way analysis of variance•Partial least square (PLS)Partial least square (PLS)

Copyright (c) E.Y.LiCopyright (c) E.Y.Li 5353 112/04/11112/04/11

Quantitative Analysis (3)Quantitative Analysis (3)Commonly Used Statistical Tests

Normal-distribution-based test

Corresponding nonparametric test

Purpose of test

t test for independent samplesMann-Whitney U test;

Wilcoxon rank-sum testCompares two independent

samples

Paired t testWilcoxon matched pairs

signed-rank testExamines a set of differences

Pearson correlation coefficientSpearman rank correlation

coefficient; Kendall Tau; Chi-square test

Assesses the linear association between two variables.

One way analysis of variance (F test)

Kruskal-Wallis analysis of variance by ranks; Median test

Compares three or more groups

Two way analysis of varianceFriedman Two Way analysis

of varianceCompares groups classified by

two different factors

Source: Adapted from Dallal, G.E. (2000) “Nonparametric Statistics,” http://www.jerrydallal.com/LHSP/npar.htm

Copyright (c) E.Y.LiCopyright (c) E.Y.Li 5454 112/04/11112/04/11

Presenting ResultsPresenting Results

•Summarize your results in a Summarize your results in a table.table.

•Do not put too much data in Do not put too much data in a diagram; put them in a a diagram; put them in a table.table.

•Let the table or figure worth Let the table or figure worth a thousand words.a thousand words.

•Be brilliant in creating a Be brilliant in creating a table or figure.table or figure.

Copyright (c) E.Y.LiCopyright (c) E.Y.Li 5555 112/04/11112/04/11

Discussion and Discussion and ImplicationsImplications

•Discuss each finding, be it Discuss each finding, be it positive or negative.positive or negative.

•Compare it to the existing literature. Compare it to the existing literature.

•What does the finding imply? What does the finding imply? •Explain the finding as a Explain the finding as a phenomenon in our life.phenomenon in our life.

Copyright (c) E.Y.LiCopyright (c) E.Y.Li 5656 112/04/11112/04/11

Conclusions & Conclusions & RecommendationsRecommendations

•Re-iterate the importance of Re-iterate the importance of your study.your study.

•Synthesize your findings.Synthesize your findings.•Based on your findings and Based on your findings and

implications, what would you implications, what would you recommend for both recommend for both researchers and practitioners researchers and practitioners to do in the future?to do in the future?

•If possible, describe a If possible, describe a ““best best practice scenariopractice scenario””..

Copyright (c) E.Y.LiCopyright (c) E.Y.Li 5757 112/04/11112/04/11

Limitations & Future ResearchLimitations & Future Research

•Sample bias.Sample bias.

•Self-reporting bias.Self-reporting bias.

•Common method bias.Common method bias.

•Cultural differences.Cultural differences.

•Gender and age differences.Gender and age differences.

•Time dependency.Time dependency.

•Not included variables.Not included variables.

•Not answered research Not answered research questions.questions.

Copyright (c) E.Y.LiCopyright (c) E.Y.Li 5858 112/04/11112/04/11

Paper BodyPaper Body

•Avoid piecemealed sectionsAvoid piecemealed sections

•Adhere to the size (word count) Adhere to the size (word count) limitlimit

•Delete unimportant sectionsDelete unimportant sections

•Eliminate repeated sentencesEliminate repeated sentences

•Always include Always include ““Recommendations for PracticeRecommendations for Practice”” or or ““Implications for Implications for ManagementManagement”” section section

Copyright (c) E.Y.LiCopyright (c) E.Y.Li 5959 112/04/11112/04/11

Responses to reviewersResponses to reviewers’’ commentscomments

•Avoid descriptive Avoid descriptive ““All in OneAll in One”” response.response.

•Use the following format:Use the following format:– Reviewer #1Reviewer #1– Comment #1: (Repeat first Comment #1: (Repeat first

comment)comment)– Response: (State how you take Response: (State how you take

it)it)– Action: (State how you deal with Action: (State how you deal with

it)it)

Copyright (c) E.Y.LiCopyright (c) E.Y.Li 6060 112/04/11112/04/11

Reviewer #2:Reviewer #2:

Comment Comment #1:#1: ““The case itself reads The case itself reads rather like a Masters project. There is rather like a Masters project. There is little in itlittle in it…………..””

RESPONSE:RESPONSE: This case is not a Master This case is not a Master thesis, it is a consulting project. We thesis, it is a consulting project. We have never seen a planning framework have never seen a planning framework like ours in the literature. We believe like ours in the literature. We believe that with your constructive comments that with your constructive comments and our revisions, it has significant and our revisions, it has significant contribution to the existing literature.contribution to the existing literature.

ACTION:ACTION: None.None.

Copyright (c) E.Y.LiCopyright (c) E.Y.Li 6161 112/04/11112/04/11

Comment Comment #2:#2: "....There is no evidence that the strategic plan "....There is no evidence that the strategic plan provided value. No alternatives appear to have been considered.provided value. No alternatives appear to have been considered.““

RESPONSERESPONSE: The value of a strategic plan in itself is intangible and : The value of a strategic plan in itself is intangible and cannot be quantified. However, if some of the recommended cannot be quantified. However, if some of the recommended application systems in the planning document are implemented and application systems in the planning document are implemented and continuously used by the users, we would know that it provided continuously used by the users, we would know that it provided value to the ABC bank. As indicated in the original paper (see value to the ABC bank. As indicated in the original paper (see "Step 6: Conclude the Project"), three of our recommended "Step 6: Conclude the Project"), three of our recommended application systems were subsequently put in place three months application systems were subsequently put in place three months after we concluded the planning project. Furthermore, I spoke after we concluded the planning project. Furthermore, I spoke informally with the bank's CEO recently and he told me the users informally with the bank's CEO recently and he told me the users have been have been ““very happyvery happy”” about the implemented systems. As for about the implemented systems. As for providing alternative plan, it is not a normal practice at the providing alternative plan, it is not a normal practice at the strategic level of IS plan, especially in a limited project time. We strategic level of IS plan, especially in a limited project time. We agree that if we were designing a system, we would need to agree that if we were designing a system, we would need to provide alternatives because there are more than one way to provide alternatives because there are more than one way to implement a system. Furthermore, a strategic IS plan must link implement a system. Furthermore, a strategic IS plan must link with the business plan. During the strategic planning process, we with the business plan. During the strategic planning process, we have constant input from the bank through its representatives in have constant input from the bank through its representatives in the planning team on the "no-technical" matters. This ensure the the planning team on the "no-technical" matters. This ensure the planning outputs closely adhere to the business plan. Since there planning outputs closely adhere to the business plan. Since there was only one business plan at the ABC bank and one set of was only one business plan at the ABC bank and one set of planning output requested by the CEO, we provided only one planning output requested by the CEO, we provided only one strategic IS plan. In fact, the content of our planning outputs does strategic IS plan. In fact, the content of our planning outputs does not dictate the way ABC bank implement the plan. It is very not dictate the way ABC bank implement the plan. It is very flexible and ABC can formulate various implementation plans flexible and ABC can formulate various implementation plans according to our planning output. according to our planning output.

ACTIONACTION: A paragraph has been added in the : A paragraph has been added in the ““Conclusion and Conclusion and RecommendationRecommendation”” section indicating that the users are satisfied section indicating that the users are satisfied with the implemented systems. The paragraph states: "The users, with the implemented systems. The paragraph states: "The users, both managers and staff, have been very satisfied with the both managers and staff, have been very satisfied with the implemented systems. These systems have improved not only the implemented systems. These systems have improved not only the processes of top management's decision making and resource processes of top management's decision making and resource allocation but also the quality of customer service. All these help allocation but also the quality of customer service. All these help attract more customers to use the bank's services."attract more customers to use the bank's services."

Copyright (c) E.Y.LiCopyright (c) E.Y.Li 6262 112/04/11112/04/11

RecommendationsRecommendations• Record and review your ideasRecord and review your ideas• Fill up your pipelineFill up your pipeline• Know what the journal wants (criteria, style)Know what the journal wants (criteria, style)• Start with lower-tier SCI journalStart with lower-tier SCI journal• Track the submission progressTrack the submission progress• Turn conference papers into journal papersTurn conference papers into journal papers• Need to train yourself (single author)Need to train yourself (single author)• Work together, not aloneWork together, not alone• Consult with top researcherConsult with top researcher• Learn how to writeLearn how to write• Know the editorsKnow the editors• Know the acceptance rate of the journalKnow the acceptance rate of the journal• Find the journals that need papersFind the journals that need papers• Try to cite the target journal in your paperTry to cite the target journal in your paper• Never send the same paper to two or more journals Never send the same paper to two or more journals

at the same time (code of ethics)at the same time (code of ethics)• Where there is a will, there is a wayWhere there is a will, there is a way

Copyright (c) E.Y.LiCopyright (c) E.Y.Li 6363 112/04/11112/04/11

CACM Review CriteriaCACM Review CriteriaGeneral interest articles General interest articles (3,000 words (3,000 words maximum) cover material of substance and maximum) cover material of substance and emphasize concepts and principles. An article emphasize concepts and principles. An article sets the background, defines fundamental sets the background, defines fundamental concepts, compares alternate approaches, and concepts, compares alternate approaches, and explains the significance or application of a explains the significance or application of a particular technology or result by means of well-particular technology or result by means of well-reasoned text and pertinent graphical material reasoned text and pertinent graphical material (3 figures and 3 tables maximum). Reference (3 figures and 3 tables maximum). Reference lists (12 references maximum) should indicate lists (12 references maximum) should indicate the most significant items supporting and the most significant items supporting and substantiating the article; all listed references substantiating the article; all listed references must be cited within the text of the article. must be cited within the text of the article. Submissions in this category are reviewed Submissions in this category are reviewed for for 1) technical accuracy1) technical accuracy, , 2) importance to the field2) importance to the field, , 3) appropriateness to the audience3) appropriateness to the audience, and , and 4) effectiveness of style and presentation.4) effectiveness of style and presentation.

Copyright (c) E.Y.LiCopyright (c) E.Y.Li 6464 112/04/11112/04/11

TQMJ/IJEB Review CriteriaTQMJ/IJEB Review Criteria1.1. This paper is based on rigorous academic standards.This paper is based on rigorous academic standards.2.2. This paper is presented in a format which is accessible by This paper is presented in a format which is accessible by

practitioners. It focuses on justification, results and practitioners. It focuses on justification, results and implementation; has readable style; technical material is in implementation; has readable style; technical material is in appendix.appendix.

3.3. The paper has clarity of presentation. It is well organised, The paper has clarity of presentation. It is well organised, clearly written.clearly written.

4.4. The paper makes a significant contribution to the body of The paper makes a significant contribution to the body of knowledge related to this Journal. It is highly significant, knowledge related to this Journal. It is highly significant, breaks new ground, and provides a foundation for future breaks new ground, and provides a foundation for future research.research.

5.5. The topic of this paper is relevant, timely, and of interest to The topic of this paper is relevant, timely, and of interest to the audience of this journal.the audience of this journal.

6.6. The rationale for the paper is well grounded. It is based on a The rationale for the paper is well grounded. It is based on a known theory or on an interesting issue.known theory or on an interesting issue.

7.7. The research methodology for the study is appropriate and The research methodology for the study is appropriate and applied properly.applied properly.

8.8. The material of this paper is technically accurate and sound.The material of this paper is technically accurate and sound.9.9. If this paper is a survey, it provides strong evidence of If this paper is a survey, it provides strong evidence of

reliability and validity of the constructs.reliability and validity of the constructs.10.10.Discussion of the results is based on analysis of data; results Discussion of the results is based on analysis of data; results

aren't overstated or overgeneralizedaren't overstated or overgeneralized11.11.Implications and recommendations for management are Implications and recommendations for management are

relevant and useful. relevant and useful.

Copyright (c) E.Y.LiCopyright (c) E.Y.Li 6565 112/04/11112/04/11

1. 1993.09.16 1. 1993.09.16 Annals of Operations ResearchAnnals of Operations Research ((““Follow-up evaluation of the Follow-up evaluation of the

performance of Taiwan forests after performance of Taiwan forests after reorganizationreorganization””))

1994.05.27 Rejection1994.05.27 Rejection

2. 1994.10.11 2. 1994.10.11 J. Operational Research SocietyJ. Operational Research Society 11.11 Recommend sending to 11.11 Recommend sending to OR InsightOR Insight

3. 1994.11.23 3. 1994.11.23 European J. Operational ResearchEuropean J. Operational Research ((““Evaluation of efficiency changes: a Evaluation of efficiency changes: a

case of Taiwan forestscase of Taiwan forests””))

1996.01.24 Revision (give up)1996.01.24 Revision (give up)

Prof. Dr. GaoProf. Dr. Gao’’s Submission Logs Submission Log

Copyright (c) E.Y.LiCopyright (c) E.Y.Li 6666 112/04/11112/04/11

4. 1996.02.12 4. 1996.02.12 J. Environmental ManagementJ. Environmental Management ((““Follow-up evaluation of the performance Follow-up evaluation of the performance

of Taiwan forests after reorganizationof Taiwan forests after reorganization””)) 09.23 Rejection09.23 Rejection

5. 1996.11.04 5. 1996.11.04 Omega, Int. J. Management ScienceOmega, Int. J. Management Science ((““Data envelopment analysis for measuring Data envelopment analysis for measuring

efficiency changes: a case of Taiwan efficiency changes: a case of Taiwan forestsforests”” ) )

1997.03.06 Revision (1st)1997.03.06 Revision (1st) 06.16 Revision (2nd)06.16 Revision (2nd) 06.30 Revision (3rd)06.30 Revision (3rd) 08.16 Revision (4th)08.16 Revision (4th) 10.04 Revision (5th)10.04 Revision (5th) 11.04 Revision (6th)11.04 Revision (6th) 11.25 Rejection11.25 Rejection

Copyright (c) E.Y.LiCopyright (c) E.Y.Li 6767 112/04/11112/04/11

6. 1999.07.20 6. 1999.07.20 Forest ScienceForest Science ((““Measuring the performance Measuring the performance

improvement of Taiwan forests after improvement of Taiwan forests after reorganizationreorganization””))

11.16 Revision11.16 Revision

2000.05.01 Acceptance2000.05.01 Acceptance

Where there is a good paper, there is a journal Where there is a good paper, there is a journal

(to publish) !(to publish) !

Potential Journal Targets

• International Journal of Electronic Business (IJEB) - EI

• International Journal of Internet and Enterprise Management (IJIEM) - EI

• International Journal of Internet Marketing and Advertising (IJIMA) - EI

• International Journal of Information and Computer Security (IJICS) - EI

• MIS Review (MISR)• Journal of Information Management (JIM) - TSSCI

Copyright (c) E.Y.LiCopyright (c) E.Y.Li 6969 112/04/11112/04/11