Ascend is the premier non-profit professional association that enables its members, corporate partners and the community to realize the leadership potential of Pan-Asians in global corporations. Ascend at Arizona State University (ASU) was founded in March 2011 as a student affiliate of the national Ascend organization. There are four ultimate goals for this thesis: 1) to create an operations and transition guide for Ascend's future leadership; 2) to develop strategies and tactics to improve Ascend's operations; 3) to better establish and integrate Ascend within the W. P. Carey School of Business; and 4) to better understand and provide for the unique needs of international students within the W. P. Carey School of Business. An analysis of external trends at the W. P. Carey School of Business and ASU reveals that international students represent a rapidly growing demographic. Ascend, although successful during its first year of operations, must adapt in order to best provide for the unique needs of this demographic. At the same time, it must continue to service the needs of its overall target markets: 1) Asian students (both American-born and international) and 2) students seeking to work in Asia. In order to set the platform for the continued success of the organization moving forward, specific and measurable objectives, strategies, and tactics were developed. The organization's financial condition, executive board, committees, membership, student recruitment, events, support network, and mentor program were identified as the crucial elements that must be developed in order to ensure improvement in the organization moving forward. Finally, in order to ensure the continued integration of Ascend within the W. P. Carey School of Business, the business school can pursue strategies to better serve the unique needs of international students.

The recent changes in the software markets gave users an unprecedented number

of alternatives for any given task. In such a competitive environment, it is imperative

to understand what drives user behavior. To that end, the research presented in

this dissertation, tries to uncover the impact of business strategies often used in the

software markets.

The dissertation is organized into three distinct studies into user choice and post

choice use of software. First using social judgment theory as foundation, zero price

strategies effects on user choice is investigated, with respect to product features,

consumer characteristics, and context effects. Second, role of social features in

moderating network effects on user choice is studied. And finally, the role of social

features on the effectiveness of add-on content strategy on continued user engagement

is investigated.

The findings of this dissertation highlight the alignments between popular business

strategies and broad software context. The dissertation contributes to the litera-

ture by uncovering hitherto overlooked complementarities between business strategy

and product features: (1) zero price strategy enhances utilitarian features but not

non-utilitarian features in software choice, (2) social features only enhance network

externalities but not social influence in user choice, (3) social features enhance the

effect of add-on content strategy in extending software engagement.

The objective of this research is to understand how a set of systems, as defined by the business process, creates value. The three studies contained in this work develop the model of process-based automation. The model states that complementarities among systems are specified by handoffs in the business process. The model also provides theory to explain why entry systems, boundary spanning systems, and back-end control systems provide different impacts on process quality and cost. The first study includes 135 U. S. acute care hospitals. The study finds that hospitals which followed an organizational pattern of process automation have better financial outcomes. The second study looks in more depth at where synergies might be found. It includes 341 California acute care hospitals over 11 years. It finds that increased costs and increase adverse drug events are associated with increased automation discontinuity. Further, the study shows that automation in the front end of the process has a more desirable outcome on cost than automation in the back end of the process. The third study examines the assumption that the systems are actually used. It is a cross-sectional analysis of over 2000 U. S. hospitals. This study finds that system usage is a critical factor in realizing benefits from automating the business process. The model of process-based automation has implications for information technology decision makers, long-term automation planning, and for information systems research. The analyses have additional implications for the healthcare industry.