Academic journal article Journal of Electronic Commerce Research

The Organizing Vision for Cloud Computing in Taiwan

Academic journal article Journal of Electronic Commerce Research

The Organizing Vision for Cloud Computing in Taiwan

Article excerpt

ABSTRACT

Cloud Computing has attracted increasing attention from both researchers and practitioners as a new paradigm of information technology. Many recent studies on technological innovation have focused on two confronting models: rational-actor decision and social construction. However, both models are rarely used at the industry level of analysis. This paper adopts the lens of organizing vision, and presents a secondary analysis on the institutional processes of the forming of the Cloud Computing industry in Taiwan. In doing so it examines several key institutional forces, including (1) community discourse, structure, and commerce; (2) IS practitioner subculture; (3) adoption of core technology; and (4) adoption and diffusion. Our findings suggest that the dynamics of institutionalization of society and technology in the collective sense better explain the formation of the Cloud Computing industry embedded in a large community network than the linear rational choice paradigm. These findings also suggest that decision makers in both the private and public sector should be more aware of the institutional forces that motivate them to adopt IT innovation.

Keywords: cloud computing, organizing vision, innovation transformation, innovation adoption and diffusion

1. Introduction

As the latest information technology (IT) architecture and business paradigm, Cloud Computing services are becoming increasingly widespread, and for many researchers, this new technology is profoundly important. Buyya et al. [2009] describe the idea of Cloud Computing as a "...massive transformation of the entire computing industry in the 21st century." Cloud Computing utilizes on-demand network access as a means to connect the user to a shared pool of resources (e.g., networks, servers, storage, applications, and services) based in the cloud (online), as opposed to the user actually possessing these resources on their computers. As this new paradigm is regarded as a solution for reducing IT investment costs, minimizing management effort, and improving business process [Armbrust et al. 2010], a growing number of industry-leading firms have jumped on the Cloud Computing bandwagon as the solution to their data needs. Recent International Data Corporation (IDC) cloud research forecasts that cloud-based services will jump from $17 billion in 2009 to $55.5 billion by 2014[IDC, 2010].

Recently, Cloud Computing has attracted significant attention from both researchers and government officials. Cloud platforms transcend national borders and bundle diversified market-oriented IT services for a global market. By doing so, the emerging Cloud Computing market challenges and reshapes the existing landscape of the IT industry. For many countries, enhancing the Cloud Computing capabilities of their domestic IT industry is critical for excelling in global competition. Examples of government-led projects include Britain's G-Cloud from their Digital Britain plan, the United States' Apps.gov, Japan's Kasumigaseki Cloud from their Digital Japan creation project, the European Union's EuroCloud, and South Korea's governmental Cloud Computing plan. Since most IT never gains momentum toward widespread adoption, the global Cloud Computing wave provides a unique potential case for IT and industry transformation.

The adoption and assimilation of IT innovation has been a key area of investigation within the Information Systems (IS) research community for the past two decades [Rogers 1995, Prescott & Conger 1995, Fichman 2000, 2007]. Prior research has offered a number of important insights, ranging from the motivations and factors that influence innovation adoption to the outcomes and processes of its diffusion [Cooper & Zumd 1990, Cool et al. 1997, Damsgaard and Lyytinen 2001]. Much of this literature is characterized by two distinct approaches: a rational-actor decision perspective and a sociological perspective [Strang & Macy 2001, Kennedy & Fiss, 2009]. …

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