The Information Technology Productivity Paradox Revisited: A Theoretical and Empirical Investigation in the Manufacturing Sector

2001 ◽  
pp. 37-58 ◽  
Author(s):  
Anitesh Barua ◽  
Byungtae Lee
Keyword(s):  
Information Technology ◽  
Empirical Investigation ◽  
Manufacturing Sector ◽  
Productivity Paradox

IT in Manufacturing and Logistics for SCM and OP in SMEs

2020 ◽  
pp. 109-117 ◽  
Author(s):  
Wei Hung ◽  
Yao-Wen Hsu
Keyword(s):  
Decision Making ◽  
Information Technology ◽  
Supply Chain ◽  
Statistical Analysis ◽  
Organizational Performance ◽  
Manufacturing Sector ◽  
Decision Making Process ◽  
Chain Management ◽  
Modern Age ◽  
Wide Range

This analysis focusses on the effects of Information Technology (IT) and how it significantly affects the Supply Chain Management (SCM) in logistics and manufacturing-Small and Medium-Sized Enterprises (SMEs). Apart from that, our purpose is to evaluate how IT affects the Organizational Performance (OP) in the enterprises. Irrespective of the fact that IT cannot be applied in every enterprise, the findings in this research are based on the statistical analysis which shows that a wide-range of workforce in the modern age has adopted the initiative considering the complexities of SCM and mostly to maximize OP in the enterprises. This research was done based on the analysis of SMEs in logistics and manufacturing sector in India. The sample used to conduct this research makes it valid to draw assumptions that managers and CEOs are responsible for coordinating enterprise operations in SMEs. The evaluation in this research shows that the workforce is obliged to formulate strategies to allow employees to enhance their competency of IT. In that regard, the findings are essential for the enhancement of the decision-making process, SCM and OP.

IS Project Management Contemporary Research Challenges

2011 ◽  
pp. 2254-2259
Author(s):  
Maggie McPherson
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Software Design ◽  
Management Practices ◽  
Focal Point ◽  
Manufacturing Sector ◽  
Development Project ◽  
It Projects ◽  
Public And Private ◽  
Modern Business

Although project management is often said to have its roots in other traditional fields, such as construction, Morris (2002) asserts that modern project management practices have their origins in the 1950s US aerospace agencies. Much has been written about Information System (IS) / Information Technology (IT) project initiatives in both the public and private sectors. In fact, many information systems frequently fall short of their requirements, and are, more often than not, costlier and arrive later than anticipated, if indeed they are completed at all. For instance, according to a report for the Organization for Economic Co-operation and Development (2001), failures of major IT investments and key systems development projects have raised concerns for the achievement of service improvement through information technology. Additionally, it has been argued that failures in IT projects are more common than failures in any other aspect of modern business (Nulden, 1996). The widely-cited Standish Group (1994) study, carried out in the US, classified IT projects as follows: • Resolution Type 1 (Project Success): The project is completed on-time and on-budget, with all features and functions as initially specified. • Resolution Type 2 (Project Challenged): The project is completed and operational but over-budget, over the time estimate, and offers fewer features and functions than originally specified. • Resolution Type 3 (Project Impaired): The project is cancelled at some point during the development cycle. The report estimated the success rate was only 16.2%, while challenged projects accounted for 52.7%, and impaired projects (cancelled) amounted to 31.1%. Since large complex projects in any area are difficult to organize, it could be said that the level of abstraction required often leads to a lack of understanding between all stakeholders involved with the project. Callahan and Moretton (2001) describe software design as being “in the code”. They assert that since it is not visible, it makes it hard to use software design as a focal point for development project coordination and integration, unlike many physical designs which can be made visible to all project participants. As a result of this “invisibility”, managing the development of an IS project is arguably more problematic than project management within the manufacturing sector because software development is often a highly conceptual and complex process. Indeed, a lack of adequate project management knowledge could be said to be a major contributing factor to unsuccessful IS projects. For instance, as project managers should be aware, unless specific objectives and clear-cut end points have been set, it can be difficult to know if a milestone has been reached and indeed if the required end-product has been produced. However, making use of proprietary tools such as Microsoft™ Project is sometimes mistakenly thought of as project management, whereas real project management expertise goes beyond the mere production of Gantt or Pert (Program Evaluation Review Technique) charts, which simply represent project activities in the form of bar charts or flow diagrams. As Mandl-Striegnitz et al. (1998) point out, important project management techniques include estimation of costs and explicit identification of risks. Clearly, there is a need for more in-depth research to gain a better understanding relating to the complex role of project management within the whole IS design and development process. This discussion considers how these problems affect contemporary IS project management research and explores the methodological approaches open to researchers carrying out investigations in this area.

Sustainable Manufacturing in the Era of Industry 4.0

2021 ◽  
pp. 1807-1815
Author(s):  
Ravinder Kumar
Keyword(s):  
Information Technology ◽  
Natural Resources ◽  
Industry 4.0 ◽  
Developing Economies ◽  
Manufacturing Sector ◽  
Sustainable Manufacturing ◽  
International Level ◽  
Cause And Effect ◽  
Manufacturing Organizations ◽  
Effective Analysis

This is an era of information technology and Industry 4.0 in the manufacturing sector. Globalization and spread of technology have leveled the field of competition among all economies. With aforementioned development, there is a need for sustainable manufacturing practices to justify the use of natural resources all over the globe. Both developed and developing economies should adopt the sustainable practices of manufacturing. On other hand, managing challenges of sustainable manufacturing is an uphill task for manufacturing organizations for several reasons. In this chapter, the author has analyzed the challenges of sustainable manufacturing by using DEMATEL technique to differentiate them in cause and effect challenges. This differentiation can further help in effective analysis of these challenges. From practical and managerial viewpoints, this study can help the policymakers and strategy planners of manufacturing organizations in better understanding of sustainability and its aspects. Further, it can help in developing policies on sustainable manufacturing on national and international level both in developed and developing economies.

Adoption of Information Technology Governance in the Electronics Manufacturing Sector in Malaysia

2011 ◽  
pp. 41-60 ◽  
Author(s):  
Wil Ly Teo ◽  
Khong Sin Tan
Keyword(s):  
Information Technology ◽  
Empirical Evidence ◽  
Manufacturing Sector ◽  
It Governance ◽  
Electronics Manufacturing ◽  
Empirical Results ◽  
Technology Governance ◽  
Information Technology Governance ◽  
The Right ◽  
Expected Outcomes

Past studies and surveys of top management in business and information technology (IT) have shown the importance of strong IT governance in delivering results to the business. This research investigates the extent to which empirical results from past studies is applicable to the electronics manufacturing sector in Malaysia. Empirical evidence from 33 organisations in this sector indicates that having the right decision owners making appropriate decision types lead to better IT governance performance. Organisations with growth as their primary goal demonstrate marginally higher IT governance performance, contrary to expected outcomes. The research also shows that awareness of industry IT governance frameworks is not related to IT governance performance. We conclude that adoption of IT governance is on track, though familiarity with technicalities of the available frameworks should be improved.

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