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Yasser's research interests focus on two streams: innovating with information technology (IT) and information systems (IS) management. With respect to the former, Yasser is interested in the notion of user innovation, as an emergent and distributed phenomenon. His research examines how individuals proactively use IT to go beyond job requirements and innovate in their work practices. He studies the relationships between several organizational antecedents of proactive/innovative behaviors (e.g., IS resources) and innovating with IT (more here). With respect to the latter, drawing upon his interest stemming from his professional experience, he has also conducted several studies in the IS management domain. In the context of organizational IT innovation adoption, he explores how distributed leadership and social capital facilitate successful IT innovation implementation. As part of the same stream of research on IS management, he has conducted additional research on the very closely related areas of IS planning and IS alignment.
- Leveraging Information technology (HBA)
- Design and Technology Management in Creative Industries (HBA, MBA)
- Information Systems (PhD)
- PhD in Management, McGill University
- MSc. in Management, Queen's University
- MBA, Sharif University of Technology
- BSc. in Electrical Engineering, Sharif University of Technology
Recent Refereed Articles
Rahrovani, Y.; Pinsonneault, A.,
(Forthcoming), "Innovative IT Use and Innovating with IT: A Study of the Motivational Antecedents of two Different Types of Innovative Behaviors", The Journal of the Association for Information Systems.
Abstract: The paper distinguishes two different types of innovative behaviors with information technology (IT): innovative IS use (IU) and innovating with IT (IwIT). While the former focuses on changing the technology and the work process to better support one’s existing work goals, the latter focuses on using IT to develop new work-related goals and outcomes. Drawing on Parker’s theory of proactive behavior, the paper compares the motivational antecedents and consequences of these two innovative behaviors with IT. Our model hypothesizes that three generic types of motivation differentially affect IwIT vs. IU. The paper also explores the moderating role of slack resources on the effect of motivation on the two innovative behaviors with IT. Data from a survey of 427 IT users from North American companies show that social motivation affects IwIT (but not IU); intrinsic motivation is positively related to IU (but not IwIT), and internalized extrinsic motivation affects both IU and IwIT. Further, the results indicate that the moderating role of slack resources on different motivational paths is not a one-size-fits-all effect, that is, IS slack resources only moderates the relationship between intrinsic motivation and IwIT. We also differentiated the consequences of IwIT from IU. The post hoc analysis shows that IwIT is significantly related to individual mindfulness at work, but IU is not. The paper contributes to IS research by offering a rich conceptualization of IwIT and examining its motivational antecedents and consequences, compared to IU.
Moeini, M.; Rahrovani, Y.; Chan, Y. E.,
2019, "A review of the practical relevance of IS strategy scholarly research", The Journal of Strategic Information Systems, June 28(2): 196 - 217.
Abstract: While studies suggest that IS strategy is an important topic for practitioners, in-depth explorations of the potential practical relevance of this research area are lacking. In this paper, we develop a multidimensional framework of potential practical relevance and use it to conduct a multimethod descriptive review of 109 IS strategy papers published over the past 10years in top IS journals. The framework contributes to the IS literature by synthesizing various characteristics that make a paper conducive to being practically relevant. The review highlights how IS strategy research has offered the potential for practical relevance in the past and recommends opportunities to increase this, especially in the digitalization era.
Link(s) to publication:
Rahrovani, Y.; Pinsonneault, A.; Austin, R. D.,
2018, "If You Cut Employees Some Slack, Will They Innovate?", MIT Sloan Management Review, August 59(4): 47 - 51.
Abstract: The idea of using slack resources -- in the form of time, technology, and support -- to bolster employee innovation falls in and out of favor. We found that different types of employees respond in different ways to slack innovation programs; that different kinds of slack resources are better suited to certain types of employees than they are to others; and that different kinds of slack innovation programs produce different kinds of innovation. Our findings suggest six issues for companies to consider in designing and implementing slack innovation programs: 1. Slack innovation programs are not one-size-fits-all undertakings. 2. Encouraging employee innovation requires managerial support at all levels. 3. Combine slack resources with appropriate motivational framing. 4. Provide a "safe place to play" for employees who have low expertise and/or low self-assessed innovation. 5. Employ the right kinds of slack for the right employees. 6. Design slack innovation programs for the type of innovation you want.
Link(s) to publication:
Rahrovani, Y.; Addas, S.; Pinsonneault, A.,
2014, "Exploring the Long Shadow of IT Innovation Adoption Decisions on IT Value", Systèmes d'Information et Management, December 19(4): 31 - 87.
Abstract: Much research has been conducted to understand the value of IT innovations. However, research has examined such value primarily at the ex post stage, independently of the ex ante conditions that lead to adopting such innovations. This paper argues that there is a long shadow cast by past adoption conditions and decisions over the present assessment of value. We develop a conceptual framework that ties IT innovation value to the original motives underlying the adoption. The main premise is that the initial conditions that exist at the adoption stage (ex ante) can be used to understand the emphasis that should be placed on the different types of realized IT innovation value (ex post). Specifically, we develop a typology of four motivational forms of adoption that result from combining two dimensions of environmental uncertainty. We then develop propositions that relate each form of adoption to different components of IT innovation value. This paper extends the extant IT value literature by providing an account of IT innovation value that is consistent with the original motives of adoption. It also provides one way to integrate between the IT adoption and IT value streams, which hitherto have been treated separately.
Link(s) to publication:
Rahrovani, Y.; Kermanshah, A.; Pinsonneault, A.,
2014, "Aligning IT for Future Business Value: Conceptualizing IT Project Portfolio Alignment", Data base for Advances in Information Systems, August 45(3): 30 - 53.
Abstract: IS research has predominately studied the alignment of existing IT applications with current strategies. This provides an assessment of the current business value of IT. However, given IT investments are long-term and given that contemporary firms evolve in highly dynamic environments, it is also important to consider the alignment of IT applications that are under development. These applications affect the future business value of IT. This paper rethinks the notion of alignment to include IT applications in development. It conceptualizes the notion of IT project portfolio alignment and develops and tests a model that measures portfolio alignment in a bottom-up process based on individual IT projects. Several formulation methods are proposed and compared.
Rahrovani, Y.; Chan, Y. E.; Pinsonneault, A.,
2014, "Determinants of IS Planning Comprehensiveness", Communications of the Association for Information Systems, March 34(59): 1133 - 1155.
Abstract: Organizations use different approaches when they plan for information systems (IS). IS planning (ISP) approaches range on a continuum with two alternative approaches as the polar ends: comprehensive to incremental. For different IS-related decisions, organizations may simultaneously use different approaches. While the heterogeneity of ISP approaches has been generally acknowledged in IS research, the contingent factors that lead organizations to choose approaches that vary in comprehensiveness are understudied. Our study explores contingent factors that influence IS planning approaches in organizations. Using interview data from six small and medium-sized organizations, we identify categories of technology- and organization-related factors that affect ISP comprehensiveness and discuss related management and research implications.
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Honours & Awards
- Bourses de doctorat en recherche, “La valeur des technologies de l'information par la gestion des ressources excédentaires,” Fonds de recherche sur la société et la culture (FQRSC) (competitive selection) ($46,666): May 2011-August 2013
- McGill's Excellence in Teaching Award: April 2013
- IT Project management experience
- Management consultancy experience (strategic planning and IS planning projects in banking, transportation, utility, biotechnology, renewable energy industries)
- Engineering experience: electrical engineering