Keynote presentation by Dr Crispin Coombs at Research Conference for Doctoral and Early Career Researchers, 10 May 2016, DeMontfort University, Leicester

1. Taking the Elevator: Reflec4ons on the PhD
Research Journey
10/05/16
Dr Crispin Coombs, Loughborough
University, c.r.coombs@lboro.ac.uk 1

2. Taking the Elevator: Reflec4ons on the PhD
Research Journey
10/05/16
Dr Crispin Coombs, Loughborough
University, c.r.coombs@lboro.ac.uk 2
Academia is about products…
• PhD
• Papers
• Network
• Funding
• Collegiality
Who/what are the best…
• Journals?
• Scholars?
• Conferences?

3. Taking the Elevator: Reflec4ons on the PhD
Research Journey
10/05/16
Dr Crispin Coombs, Loughborough
University, c.r.coombs@lboro.ac.uk 3
How can you find the best?
• Journals
– Ranking lists e.g.
• ABS
• Australian ABCD list
• Basket of 8 in IS
– Impact factor?
– WoS journal rankings
How can you find the best?
• Scholars
– Editors and editorial boards
– Regular contributors to 4* journals
– Ask supervisors
– Find personal webpages and look
at publications

4. Taking the Elevator: Reflec4ons on the PhD
Research Journey
10/05/16
Dr Crispin Coombs, Loughborough
University, c.r.coombs@lboro.ac.uk 4
How can you find the best?
• Conferences
– senior scholars attend
– Accredited
conferences
• E.g. Association of
Information Systems
– Ask supervisors
The linear PhD
Introduction Literature Method Findings Discussion Conclusion

5. Taking the Elevator: Reflec4ons on the PhD
Research Journey
10/05/16
Dr Crispin Coombs, Loughborough
University, c.r.coombs@lboro.ac.uk 5
Problems with the linear PhD
• Publications only towards the end
• Publication process often takes over
a year
• but you want to apply for jobs before
the end…
• and universities want to see evidence
of ability to publish…
The agile PhD
(Miles and Huberman, 1994: p41)

6. Taking the Elevator: Reflec4ons on the PhD
Research Journey
10/05/16
Dr Crispin Coombs, Loughborough
University, c.r.coombs@lboro.ac.uk 6
The agile PhD
Theory one Theory two
The agile PhD
Theory one

7. Taking the Elevator: Reflec4ons on the PhD
Research Journey
10/05/16
Dr Crispin Coombs, Loughborough
University, c.r.coombs@lboro.ac.uk 7
The agile PhD
Theory two
The agile PhD thesis
Introduction
Literature
overview
Research
design
overview
Lit/Method/
Findings
Lit/method/
Findings
Discussion/
Conclusion

8. Taking the Elevator: Reflec4ons on the PhD
Research Journey
10/05/16
Dr Crispin Coombs, Loughborough
University, c.r.coombs@lboro.ac.uk 8
Does the agile PhD work?
• Yes, but…
• Can always return to linear model
• Get out and start gathering data sooner
• Don’t try to get ‘perfect’ research question – data
probably won’t fit the way you expect anyway!
• Think about producing journal/conference paper
products sooner
Crafting your paper

9. Taking the Elevator: Reflec4ons on the PhD
Research Journey
10/05/16
Dr Crispin Coombs, Loughborough
University, c.r.coombs@lboro.ac.uk 9
Examples of titles
‘Career anchors and disturbances in job turnover decisions
– A case study of IT professionals in Taiwan’
Chang et al (2012)
• Theory + phenomena + method
Examples of titles
‘Using organizational influence processes to overcome IS
implementation barriers: lessons from a longitudinal case
study of SPI implementation’
Ngwenyama and Nielsen (2014)
• Theory + phenomena + method

10. Taking the Elevator: Reflec4ons on the PhD
Research Journey
10/05/16
Dr Crispin Coombs, Loughborough
University, c.r.coombs@lboro.ac.uk 10
Examples of titles
‘A dynamic capabilities perspective of IS project portfolio
management’
Daniel et al (2014)
• Theory + phenomena
Examples of titles
‘IT capability and organizational performance: the roles of
business process agility and environmental factors’
Chen et al (2014)
Theory + phenomena + ?

11. Taking the Elevator: Reflec4ons on the PhD
Research Journey
10/05/16
Dr Crispin Coombs, Loughborough
University, c.r.coombs@lboro.ac.uk 11
Examples of titles
‘IT capability and organizational performance: the roles of
business process agility and environmental factors’
Chen et al (2014)
Theory + phenomena + new factors
A perfect introduction – in 9 steps
• ‘Today’s fast-moving and competitive business environment increases the
pressure on firms to increase their market exposure and revenue-earning
potential.’ Chen et al 2014
• ‘For decades, the information systems (IS) discipline has held that weak or
absent top-management support is a barrier to successful IS
implementation and change projects (refs)’ Ngwenyama and Nielsen (2014)
• ‘With the advent of new forms of information technology (IT) such as mobile
apps, software-as-a-service, and virtualization, information systems (IS)
practitioners and academics face renewed challenges in measuring the
impacts of IT.’ Tallon (2014)

12. Taking the Elevator: Reflec4ons on the PhD
Research Journey
10/05/16
Dr Crispin Coombs, Loughborough
University, c.r.coombs@lboro.ac.uk 12
A perfect introduction – in 9 steps
• ‘Today’s fast-moving and competitive business environment increases the
pressure on firms to increase their market exposure and revenue-earning
potential.’ Chen et al 2014
• ‘For decades, the information systems (IS) discipline has held that weak or
absent top-management support is a barrier to successful IS
implementation and change projects (refs)’ Ngwenyama and Nielsen (2014)
• ‘With the advent of new forms of information technology (IT) such as mobile
apps, software-as-a-service, and virtualization, information systems (IS)
practitioners and academics face renewed challenges in measuring the
impacts of IT.’ Tallon (2014)
Step 1: Identify the
problem
A perfect introduction – in 9 steps
‘Despite some scepticism about the direct effect of IT on firm performance
(some refs), many IS researchers believe that superior IT capability can render
a firm a significant competitive advantage over its competitors. However…’
Chae et al (2014)
‘Recently, drawing on the resource-based view (RBV) theory, information
systems (IS) scholars have argued that firms should develop their IT capability
to achieve competitive advantage (e.g., some refs). At its core, the notion of IT
capability underscores the importance of mobilizing and deploying IT-based
resources in combination with, and leveraging the value of, other resources and
capabilities (ref). Empirical evidence also indicates that it contributes to
organizational performance (e.g., some refs). Despite…’ Chen et al 2014

13. Taking the Elevator: Reflec4ons on the PhD
Research Journey
10/05/16
Dr Crispin Coombs, Loughborough
University, c.r.coombs@lboro.ac.uk 13
A perfect introduction – in 9 steps
‘Despite some scepticism about the direct effect of IT on firm performance
(some refs), many IS researchers believe that superior IT capability can render
a firm a significant competitive advantage over its competitors. However…’
Chae et al (2014)
‘Recently, drawing on the resource-based view (RBV) theory, information
systems (IS) scholars have argued that firms should develop their IT capability
to achieve competitive advantage (e.g., some refs). At its core, the notion of IT
capability underscores the importance of mobilizing and deploying IT-based
resources in combination with, and leveraging the value of, other resources and
capabilities (ref). Empirical evidence also indicates that it contributes to
organizational performance (e.g., some refs). Despite…’ Chen et al 2014
Step 2: Briefly state what
we know now
A perfect introduction – in 9 steps
• ‘However, seems to be not the case’
• ‘Despite popularity remains vague’
• ‘Despite the strong appeal of the concept, there is lack of agreement in the
IS literature about how..’
• ‘What the literature is less certain of, however, is whether executives…’
• ‘Whilst some IS researchers and practitioners may wish to focus only the
management of IS projects, this does not reflect the reality of IS PPM in
many organizations…’

14. Taking the Elevator: Reflec4ons on the PhD
Research Journey
10/05/16
Dr Crispin Coombs, Loughborough
University, c.r.coombs@lboro.ac.uk 14
A perfect introduction – in 9 steps
• ‘However, seems to be not the case’
• ‘Despite popularity remains vague’
• ‘Despite the strong appeal of the concept, there is lack of agreement in the
IS literature about how..’
• ‘What the literature is less certain of, however, is whether executives…’
• ‘Whilst some IS researchers and practitioners may wish to focus only the
management of IS projects, this does not reflect the reality of IS PPM in
many organizations…’
Step 3: State what we
currently know is deficient
in some way
A perfect introduction – in 9 steps
‘What the literature is less certain of, however, is whether executives in the
same firm will perceive IT impacts similarly or whether they will rate IT impacts
differently based on divergent personal goals for IT or overly narrow domains of
functional responsibility that mask the broader effects of IT at the firm level. ‘
Tallon (2014)
‘However, there is paucity of empirical research on how top-management
support and commitment develops (ref). Further, there has been little empirical
research on how OIPs can be deployed to unblock barriers to IS
implementation (some refs). To address this gap...’ Ngwenyama and Nielsen
(2014)

15. Taking the Elevator: Reflec4ons on the PhD
Research Journey
10/05/16
Dr Crispin Coombs, Loughborough
University, c.r.coombs@lboro.ac.uk 15
A perfect introduction – in 9 steps
‘What the literature is less certain of, however, is whether executives in the
same firm will perceive IT impacts similarly or whether they will rate IT impacts
differently based on divergent personal goals for IT or overly narrow domains of
functional responsibility that mask the broader effects of IT at the firm level. ‘
Tallon (2014)
‘However, there is paucity of empirical research on how top-management
support and commitment develops (ref). Further, there has been little empirical
research on how OIPs can be deployed to unblock barriers to IS
implementation (some refs). To address this gap…’ Ngwenyama and Nielsen
(2014)
Step 4:…continue to
establish the gap
A perfect introduction – in 9 steps
‘On the basis of RBV theory, some scholars propose that internal business
processes could be important factors linking IT capability and organizational
performance (e.g., some refs)… Accordingly, the current study seeks to close a gap
in the literature by investigating the role of business process agility in the
relationship between IT capability and organizational performance.’ Chen et al 2014
‘The concept of dynamic capabilities provides a means of understanding how firms
change their underlying resources and capabilities (some refs). Since IS PPM is
directed at achieving changes to resources and capabilities, we suggest dynamic
capabilities offer an appropriate lens through which to explore IS PPM…. We
therefore identify the constituent dynamic capabilities that contribute to IS PPM.’
Daniel et al (2014)

16. Taking the Elevator: Reflec4ons on the PhD
Research Journey
10/05/16
Dr Crispin Coombs, Loughborough
University, c.r.coombs@lboro.ac.uk 16
A perfect introduction – in 9 steps
‘On the basis of RBV theory, some scholars propose that internal business
processes could be important factors linking IT capability and organizational
performance (e.g., some refs)… Accordingly, the current study seeks to close a gap
in the literature by investigating the role of business process agility in the
relationship between IT capability and organizational performance.’ Chen et al 2014
‘The concept of dynamic capabilities provides a means of understanding how firms
change their underlying resources and capabilities (some refs). Since IS PPM is
directed at achieving changes to resources and capabilities, we suggest dynamic
capabilities offer an appropriate lens through which to explore IS PPM…. We
therefore identify the constituent dynamic capabilities that contribute to IS PPM.’
Daniel et al (2014)
Step 5: Link to theory and
show how study
addresses gap
A perfect introduction – in 9 steps
• ‘Accordingly, this paper has three research objectives: (1) conciliating the
different notions of and fragmented research on ITG, (2) empirically investigating
relevant factors that influence and result from successful ITG, and (3) integrating
these factors into a model that explains ITG success and its impact.’ Buchwald
et al (2014)
• ‘Our study addresses the following two research questions: (1) what are the
constituent dynamic capabilities that contribute to IS PPM and how do firms
develop these? (2) how do firms adapt the dynamic capabilities constituting IS
PPM to match turbulent recessionary conditions?’ Daniel et al (2014)
• ‘In this article we, therefore, address the following research question: how do
users’ IT culture and IT needs influence IT usage?’ Walsh, 2014

17. Taking the Elevator: Reflec4ons on the PhD
Research Journey
10/05/16
Dr Crispin Coombs, Loughborough
University, c.r.coombs@lboro.ac.uk 17
A perfect introduction – in 9 steps
• ‘Accordingly, this paper has three research objectives: (1) conciliating the
different notions of and fragmented research on ITG, (2) empirically investigating
relevant factors that influence and result from successful ITG, and (3) integrating
these factors into a model that explains ITG success and its impact.’ Buchwald
et al (2014)
• ‘Our study addresses the following two research questions: (1) what are the
constituent dynamic capabilities that contribute to IS PPM and how do firms
develop these? (2) how do firms adapt the dynamic capabilities constituting IS
PPM to match turbulent recessionary conditions?’ Daniel et al (2014)
• ‘In this article we, therefore, address the following research question: how do
users’ IT culture and IT needs influence IT usage?’ Walsh, 2014
Step 6: Present your
research aim/questions
A perfect introduction – in 9 steps
• ‘…This paper extends previous studies by explicitly arguing for, and
empirically examining, the influential role of exogenous variables (such as
external environmental factors) in the IT capability-business process agility
relationship…’ Chen et al (2014)
• ‘Building on the IS literature on perceptions of IT impacts, the goal of this
study is to explore the means by which executives can reach a consensus
as to the scale and locus of IT impacts in their firm. This…’ Tallon (2014)

18. Taking the Elevator: Reflec4ons on the PhD
Research Journey
10/05/16
Dr Crispin Coombs, Loughborough
University, c.r.coombs@lboro.ac.uk 18
A perfect introduction – in 9 steps
• ‘…This paper extends previous studies by explicitly arguing for, and
empirically examining, the influential role of exogenous variables (such as
external environmental factors) in the IT capability-business process agility
relationship…’ Chen et al (2014)
• ‘Building on the IS literature on perceptions of IT impacts, the goal of this
study is to explore the means by which executives can reach a consensus
as to the scale and locus of IT impacts in their firm. This…’ Tallon (2014)
Step 7: State what your
study does…
A perfect introduction – in 9 steps
• ‘With our research, we aim to contribute in two ways: we aim to synthesize
the fragmented previous research with new empirical insights gathered on
the basis of clear ITG conceptualization, as well as to elucidate in a holistic
model what factors make ITG successful and how it contributes to an IT
organization’s success. Thereby, we…’ Buchwald (2014)

19. Taking the Elevator: Reflec4ons on the PhD
Research Journey
10/05/16
Dr Crispin Coombs, Loughborough
University, c.r.coombs@lboro.ac.uk 19
A perfect introduction – in 9 steps
• ‘With our research, we aim to contribute in two ways: we aim to synthesize
the fragmented previous research with new empirical insights gathered on
the basis of clear ITG conceptualization, as well as to elucidate in a holistic
model what factors make ITG successful and how it contributes to an IT
organization’s success. Thereby, we…’ Buchwald (2014)
Step 8:…and why it’s
great!
A perfect introduction – in 9 steps
• ‘In the following sections, we first provide a theoretical background on IT
capability and business process agility…’ Chen et al (2014)
• ‘The remainder of the paper is structured as follows. We first review…’
Tallon (2014)
• ‘This paper is structured as follows. The next section briefly reviews…’
Buchwald et al (2014)
• ‘The article is organized as follows: we first review the…’ (Walsh, 2014)

20. Taking the Elevator: Reflec4ons on the PhD
Research Journey
10/05/16
Dr Crispin Coombs, Loughborough
University, c.r.coombs@lboro.ac.uk 20
A perfect introduction – in 9 steps
• ‘In the following sections, we first provide a theoretical background on IT
capability and business process agility…’ Chen et al (2014)
• ‘The remainder of the paper is structured as follows. We first review…’
Tallon (2014)
• ‘This paper is structured as follows. The next section briefly reviews…’
Buchwald et al (2014)
• ‘The article is organized as follows: we first review the…’ (Walsh, 2014)
Step 9: Explain remaining
elements of paper
Networking
‘…glad-handing big-wigs and ‘selling yourself’ while eating cocktail
nibbles at various conferences.’
(Khoo, 2011)

21. Taking the Elevator: Reflec4ons on the PhD
Research Journey
10/05/16
Dr Crispin Coombs, Loughborough
University, c.r.coombs@lboro.ac.uk 21
Networking
• Do it on your terms, - think of it as making friends
• It takes time – repeat attendance helps
• Consolidate as well as new networks
• Disciplines not necessarily important
Networking

22. Taking the Elevator: Reflec4ons on the PhD
Research Journey
10/05/16
Dr Crispin Coombs, Loughborough
University, c.r.coombs@lboro.ac.uk 22
Networking
Network everywhere, all the time…
• Research groups, department, university
• Really good doctoral consortium
• Ancillary conferences and workshops
• Journal paper writing workshops
• Smaller conferences are good

23. Taking the Elevator: Reflec4ons on the PhD
Research Journey
10/05/16
Dr Crispin Coombs, Loughborough
University, c.r.coombs@lboro.ac.uk 23
Funding
• Lots of early career opportunities
• Showing you have tried is better than not trying
• Learn timescales
Collegiality
• Help with websites, blogs, twitter feeds
• Help organise conferences – be a volunteer
• Join academic associations as a PhD rep

24. Taking the Elevator: Reflec4ons on the PhD
Research Journey
10/05/16
Dr Crispin Coombs, Loughborough
University, c.r.coombs@lboro.ac.uk 24
Toughest thing I have ever done
So make sure you have your products…
• Journal papers sooner
• Agile? PhD completed
• Network growing
• Funding attempted
• Collegiality demonstrated
• And remember to take the elevator!

25. Taking the Elevator: Reflec4ons on the PhD
Research Journey
10/05/16
Dr Crispin Coombs, Loughborough
University, c.r.coombs@lboro.ac.uk 25
References
• Buchwald, A., Urbach, N., & Ahlemann, F. (2014). Business value through controlled IT: toward an integrated model of IT
governance success and its impact. Journal of Information Technology, 29(2), 128–147. doi:10.1057/jit.2014.3
• Chae, H., Koh, C., & Prybutok, V. (2014). Information technology capability and firm performance: contradictory findings and
their possible causes. MIS Quarterly, 38(1), 305–326. Retrieved from http://aisel.aisnet.org/cgi/viewcontent.cgi?
article=3168&context=misq
• Chang, C. L.-H., Jiang, J. J., Klein, G., & Chen, H.-G. (2012). Career anchors and disturbances in job turnover decisions – A
case study of IT professionals in Taiwan. Information & Management, 49(6), 309–319. doi:10.1016/j.im.2012.08.002
• Chen, Y., Wang, Y., Nevo, S., Jin, J., Wang, L., & Chow, W. S. (2014). IT capability and organizational performance: the roles
of business process agility and environmental factors. European Journal of Information Systems, 23(3), 326–342. doi:
10.1057/ejis.2013.4
• Daniel, E. M., Ward, J. M., & Franken, A. (2014). A dynamic capabilities perspective of IS project portfolio management. The
Journal of Strategic Information Systems, 23(2), 95–111. doi:10.1016/j.jsis.2014.03.001
• Ngwenyama, O., & Nielsen, P. A. (2014). Using organizational influence processes to overcome IS implementation barriers:
lessons from a longitudinal case study of SPI implementation. European Journal of Information Systems, 23(2), 205–222.
doi:10.1057/ejis.2012.56
• Tallon, P. P. (2014). Do you see what I see? The search for consensus among executives’ perceptions of IT business value.
European Journal of Information Systems, 23(3), 306–325. doi:10.1057/ejis.2013.2
• Khoo, T. (2011) Networking and other academic hobbies, The Research Whisper
https://theresearchwhisperer.wordpress.com/2011/06/13/networking/#more-36 [accessed 9 May 2016].
Image credits
• Stairs – by Richard Leeming https://www.flickr.com/photos/dickdotcom/
• Nigbo stairs - By Siyuwj (Own work) [CC BY-SA 3.0 (http://creativecommons.org/licenses/
by-sa/3.0)], via Wikimedia Commons
• Carton Conveyor - By TGW Mechanics GmbH - Own work, CC BY 3.0,
https://commons.wikimedia.org/w/index.php?curid=10972564
• Quality definition – by NY - http://nyphotographic.com/
http://www.thebluediamondgallery.com/q/quality.html
• Thomas Rowlandson [Public domain], via Wikimedia Commons
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• The end – by By EWikist at en.wikipedia - Transferred from en.wikipedia to Commons by
User:Logan using CommonsHelper., Public Domain,
https://commons.wikimedia.org/w/index.php?curid=15252220

26. Taking the Elevator: Reflec4ons on the PhD
Research Journey
10/05/16
Dr Crispin Coombs, Loughborough
University, c.r.coombs@lboro.ac.uk 26
Image credits
• Photographer – by Peggy_Marco https://pixabay.com/en/photographer-camera-
recordings-1026437/
• Data visualisation – by By Martin Grandjean - Own work : http://www.martingrandjean.ch/
wp-content/uploads/2013/10/Graphe3.png, CC BY-SA 3.0,
https://commons.wikimedia.org/w/index.php?curid=29364647
• Conference crowd by Jarkko Laine https://www.flickr.com/photos/jarkko/524502252
• Low hanging fruits by Andreas Fischler https://www.flickr.com/photos/fischler/6181295838
• Extreme rock climbing by Skeeze
https://pixabay.com/en/climbing-rock-sport-extreme-640310/
• Joy of climbing mountain by abobo
https://pixabay.com/en/g-e-m-climbing-mountain-girls-joy-1115537/