Building channel power: the role of IT resources and information management capability

2017 ◽  
Vol 32 (8) ◽  
pp. 1217-1227 ◽  
Author(s):  
Tao Zhang ◽  
Xinchun Wang ◽  
Guijun Zhuang
Keyword(s):  
Human Resources ◽  
Information Management ◽  
Information Acquisition ◽  
Information Dissemination ◽  
It Infrastructure ◽  
Channel Power ◽  
Content Type ◽  
Management Capability ◽  
It Resources ◽  
It Human Resources

Purpose The purpose of this study is to develop a better understanding of how information technology (IT) resources influence a firm’s channel power development. Specifically, this study hypothesizes that two types of IT resources (i.e. IT infrastructure resources and IT human resources) are key antecedents to channel power and that information management capability is a key mediator between IT resources and channel power. Design/methodology/approach The hypotheses are tested using survey data gathered from a sample of Chinese companies. The analyses are performed using partial least squares technique. Findings The results suggest that both of the two IT resources play key roles in enhancing a firm’s channel power, but they do so in different ways. Specifically, while IT human resources can enhance a firm’s channel power by strengthening both information acquisition and dissemination capabilities, IT infrastructure resources can influence channel power only by enhancing a firm’s information acquisition capability. Research limitations/implications The measurement of IT resources might potentially be influenced by subjective divergence. In addition, information management contains many sub-processes, and this study only examines two of them: information acquisition and information dissemination. Practical implications The findings suggest that managers should develop/improve both IT infrastructure and human resources to enhance channel power by building stronger information management capability. More importantly, the findings reveal that IT human resource can provide more benefits as it strengthens both information acquisition and dissemination capabilities. Originality/value This study extends the existing literature by investigating how a firm’s IT resources affect its channel power. The results of this study provide insightful guidance for managers and researchers in how to better manage IT resources to improve channel governance performance.

The joint effects of IT resources and CEO support in IT assimilation

2019 ◽  
Vol 119 (6) ◽  
pp. 1321-1338 ◽  
Author(s):  
Peiran Gao ◽  
Yeming Gong ◽  
Jinlong Zhang ◽  
Hongyi Mao ◽  
Shan Liu
Keyword(s):  
Human Resources ◽  
Management Support ◽  
Research Model ◽  
It Infrastructure ◽  
Content Type ◽  
Joint Effects ◽  
It Resources ◽  
It Assimilation ◽  
It Executives ◽  
It Human Resources

Purpose The purpose of this paper is to explore the joint effects of different types of IT resources and top management support. Especially, the authors attempt to mainly examine a negative synergy or substitution relationship between IT infrastructure resources and CEO support, and a positive synergy or complementary relationship between IT human resources and CEO support among the large-sized enterprises. Design/methodology/approach A research model that integrates IT infrastructure resources, IT human resources, CEO support and the degree of usage of IT for business objectives (i.e. IT business spanning capability) is developed. Based on a sample of 112 large-sized enterprises, partial least squares is used to analyze the research model. Findings Whereas the positive moderating role of CEO support in the effectiveness of IT human resources is insignificant, CEO support and IT infrastructure resources have a substitution relationship in predicting IT business spanning capability. Furthermore, the results can explain under which conditions IT infrastructure resources insignificantly or significantly affect IT business spanning capability in large-sized enterprises. Specially, IT infrastructure resources significantly affect IT business spanning capability only when CEO support is low. Thus, in the presence of high CEO support, IT executives in large-sized enterprises should prioritize developing highly effective IT resources, such as IT human resources. Originality/value This paper highlights the joint effects of two critical IT resource types (i.e. IT infrastructure and IT human resources) and CEO support in the IT assimilation process among the large-sized enterprises, ultimately contributing to information systems theories and practices.

scholarly journals Rekomendasi Perbaikan Infrastruktur TI SMK Berdasarkan Evaluasi Tingkat Kematangan Framework COBIT 5

2018 ◽  
Vol 2 (2) ◽  
pp. 9-14
Author(s):  
Hendrik Kusbandono ◽  
Dwiyono Ariyadi
Keyword(s):  
High School ◽  
Human Resources ◽  
Provincial Government ◽  
Management Policy ◽  
Data Service ◽  
It Infrastructure ◽  
Vocational High School ◽  
Online Data ◽  
Education Authority ◽  
It Human Resources

Starting from 2017, the management policy and education authority of Vocational High School in district region is taken over by the provincial government. In order to distribute the services to Vocational High School in several regions, the provincial government applies data service in online. To support online data service between the provincial education office and the Vocational High School in several regions, it is needed the supports of adequate IT infrastructure. The IT infrastructure components cover human resources and IT assets in form of hardware and software. To discover the maturity level of IT infrastructure in each Vocational High School, it is required analysis of IT human resources capability and IT asset owned. The research method used was COBIT 5 framework with a set of best practices which able to facilitate the management to assess and mitigate risks, as well as provide improvement recommendations. Subdomain focus used for evaluations and recommendations were APO07 and BAI09. The results obtained by capability level of each subdomain is at level 1 namely Performed Process that organization performs a process to achieve the purpose with improvement recommendations to Level 2 namely Managed Process.

Cloud-based services and customer satisfaction in the small and medium-sized businesses (SMBs)

Kybernetes ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shurui Gao ◽  
Weidong Meng
Keyword(s):  
Cloud Computing ◽  
Customer Satisfaction ◽  
Human Resources ◽  
Data Security ◽  
Cloud Services ◽  
It Infrastructure ◽  
Content Type ◽  
Cloud Data ◽  
Start Ups ◽  
It Knowledge

PurposeCloud-based technologies are reliably improving Information Technology (IT) environment incorporating changes and modifications to the present business structure. Cloud computing enables small and medium-sized businesses (SMBs) to organize and exchange pertinent data and information in real time. This study checks out the influence of cloud-based services (IT infrastructure, expenses of cloud services, cloud data security and IT knowledge of human resources) on customers' satisfaction in SMBs.Design/methodology/approachCloud computing offers a way to coordinate and share organizational and personal information and data. The adoption of cloud services is one of the most emerging technological advances in the current competitive business environment. Cloud-based services allow start-ups or SMBs to take advantage of technological advancements and respond more quickly to changing consumer demands. In the available literature, cloud computing has received a lot of attention. However, there is also a research gap in creating a paradigm that links the value development drivers in the electronic industry with the leveraging impact of cloud and intercloud computing resources for start-ups and SMBs. A hypothetical model was constructed based on a literature review, and the associations between the latent variables were investigated utilizing structural equations.FindingsFindings from the study confirmed the validity of the proposed model for customer satisfaction assessment. Besides, the results showed that customer satisfaction is affected by cloud-based services in SMBs. The results illustrated that IT infrastructure influences customer satisfaction significantly and positively, with a T-value of 2.42. Also, the results confirmed that the cost of cloud services with a T-value of 2.68 affects customer satisfaction significantly and positively. Cloud data security also impacts customer satisfaction with a T-value of 5.20. The results also showed that the IT knowledge of human resources affects customer satisfaction with a T-value of 3.01.Originality/valueThe main originality of this research is proposing a new conceptual model to assess the impact of cloud-based services on the satisfaction of the customers in SMBs.

A contingency model of marketing dashboards and their influence on marketing strategy implementation speed and market information management capability

2016 ◽  
Vol 50 (12) ◽  
pp. 2077-2102 ◽  
Author(s):  
Michael T. Krush ◽  
Raj Agnihotri ◽  
Kevin J. Trainor
Keyword(s):  
Marketing Strategy ◽  
Information Management ◽  
Strategy Implementation ◽  
Moderating Effect ◽  
Equation Modeling ◽  
Market Information ◽  
Content Type ◽  
Management Capability ◽  
The Impact ◽  
The Relationship

Purpose This paper aims to focus on the value of marketing dashboards, a key area of interest for scholars and practitioners. This study examines two critical outcomes of marketing dashboards: marketing strategy implementation speed and market information management capability. Additionally, the research analyzes the impact of the firm’s internal structure on the relationship between marketing dashboards and the outcomes. Design/methodology/approach A conceptual model grounded in the knowledge-based view of the firm is tested. The research uses survey data collected from marketing professionals employed within business-to-business firms. Data from the key informants are analyzed using structural equation modeling. Findings The results demonstrate that marketing dashboards are significantly related to marketing strategy implementation speed and market information management capability. Centralization exhibits a negative moderating effect, and formalization exhibits a positive moderating effect on the relationship between marketing dashboards and marketing strategy implementation speed. Marketing strategy implementation speed and market information management capability are related to market performance. Originality/value Through the examination of main and moderating relationships, this paper demonstrates that marketing strategy implementation speed and market information management capability are key integration mechanisms that leverage the marketing dashboard resources.

Mediating effects of individual market orientation on the link between learning orientation and job performance

2020 ◽  
Vol 35 (4) ◽  
pp. 655-668 ◽  
Author(s):  
Muhammad Iskandar Hamzah ◽  
Abdul Kadir Othman ◽  
Faridah Hassan
Keyword(s):  
Job Performance ◽  
Performance Appraisal ◽  
Market Orientation ◽  
Information Acquisition ◽  
Structural Equation ◽  
Information Dissemination ◽  
Learning Orientation ◽  
Content Type ◽  
Strategic Response ◽  
Individual Market

Purpose The purpose of this paper is to examine whether individual market orientation facilitates the development of learning orientation before influencing business-to-business (B2B) salespeople’s performance within the banking industry. Design/methodology/approach Data were gathered from 539 B2B salespeople from 18 licenced local and foreign financial institutions in Kuala Lumpur, Malaysia, by means of a structured survey. The individual market orientation (I-MARKOR) scale was used to measure their market-oriented behaviour specifically in terms of information acquisition, information dissemination and coordination of strategic response. The data were analyzed using confirmatory factor analysis via structural equation modelling to examine the hypothesized relationships. Findings Information Dissemination and Coordination of Strategic Response are reported to impose significant intervention effects on the relationship between learning orientation and job performance. Salespeople who embrace positive learning values are in a favourable position to disseminate and respond to new market information. Subsequently, these behaviours helped them to achieve higher levels of job performance. Practical implications By assessing and profiling the market-oriented behaviour of their salespeople, firms will be able to focus on the right competencies training and market-focussed performance appraisal. Originality/value This paper contributes to the enrichment of the existing literature on individual market orientation and learning orientation by proposing a model that was empirically tested to be a valid and reliable predictor of job performance.

Investigating open innovation strategies and firm performance: the moderating role of technological capability and market information management capability

2020 ◽  
Vol 35 (1) ◽  
pp. 23-39 ◽  
Author(s):  
Suqin Liao ◽  
Lihua Fu ◽  
Zhiying Liu
Keyword(s):  
Firm Performance ◽  
Information Management ◽  
Open Innovation ◽  
Technological Capability ◽  
Market Information ◽  
Content Type ◽  
Management Capability ◽  
Innovation Strategies ◽  
The Relationship

Purpose This study aims to assess how firm functional capability moderates the relationship between two types of open innovation and performance, with a special focus on the role of technological capability and the join effect market information management capability. This paper develops and tests a research model, which assesses how the performance implications of two open innovation forms are shaped by the technological capability and how such an effect is contingent on market information management capability. Design/methodology/approach Survey data were collected from 238 Chinese high-tech enterprises. Structural equation modeling and linear regression were used to test the data. Then, the main research questions were answered. Findings Empirically results show that technological capability strengthens the influence of inbound open innovation on firm performance. However, the moderate effect of technological capability on the relationship between outbound open innovation and firm performance remains unsupported. A higher technological capability with a high level of market information management capability increases the efficacy of outbound open innovation in gaining superior performance. Additional analysis shows that when firms implement inbound activities and possess a strong technological capability, they will achieve higher performance if they possess a moderate level of market information management capability, compared with a high or low level. Originality/value This paper provides new evidence on the benefits of different open innovation strategies on firm’s performance and, more importantly, the specific firm-level contingencies (technological capability and market information management capability) under which these benefits are more likely to be enhanced. It clarifies what the capabilities are and how they interact to foster the robust open innovation strategies, which sheds new light on the boundary conditions that affect the open innovations–firm performance relationship.

A study on the multidimensional information management capability of knowledge workers

2016 ◽  
Vol 68 (2) ◽  
pp. 138-154 ◽  
Author(s):  
Yujong Hwang
Keyword(s):  
Information Management ◽  
Management Practices ◽  
Information Science ◽  
Knowledge Workers ◽  
Partial Least Square ◽  
Least Square ◽  
Diagnostic Tools ◽  
Content Type ◽  
Management Capability ◽  
New Instruments

Purpose – Drawing upon the extant literature from information systems (IS), information science, psychology, marketing, management, and IT training, the purpose of this paper is to propose information management capability (IMC) construct and its sub-dimensions. Design/methodology/approach – New instruments were developed and validated to measure the proposed IMC constructs. The proposed model was empirically tested using the data collected from 120 knowledge workers using SPSS and partial least square. Findings – This research proposes and confirms that IMC has formative sub-dimensions such as sensing, collecting, organizing, processing, and maintaining. Originality/value – The study findings provide important insights on enhancing knowledge workers’ information management practices and subsequent knowledge management practices. The new instruments can be used as diagnostic tools for knowledge workers’ recruiting, ongoing assessment, and training.

The future of HR and information capability

2018 ◽  
Vol 17 (1) ◽  
pp. 3-10 ◽  
Author(s):  
Wayne Brockbank ◽  
Dave Ulrich ◽  
David G. Kryscynski ◽  
Michael Ulrich
Keyword(s):  
Information Management ◽  
Customer Value ◽  
External Information ◽  
University Of Michigan ◽  
Data Set ◽  
Content Type ◽  
Management Capability ◽  
Key Stakeholders ◽  
The University ◽  
The Impact

Purpose The purpose of this paper is to examine the impact that HR departments have on alternative stakeholders when they focus on improving the organization’s information capability instead of focusing their information agenda on human resource (HR) departmental activities. Design/methodology/approach The findings are based on the 2016 offering of the HR Competency study that is sponsored by the Ross School of Business at the University of Michigan and the RBL Group. The data set consists of over 36,000 respondents from around the world. Data were gathered through a 360 methodology that includes self-ratings and HR and non-HR associate ratings. Findings The findings show that HR’s involvement in leveraging business information has more impact than any other HR department activity on creating value for key external stakeholders. When controlling for other HR activities, the analysis shows that 77.4 per cent of HR total impact on customer value and 55.6 per cent of shareholder value occurs through HR’s involvement in information management. This impact occurs as HR departments contribute to identifying important external information (including customer and competitive information), importing important external information into the firm, analyzing information through both quantitative and qualitative algorithms, disseminating key facts and findings throughout the firm and ensuring the full utilization of information in decision making. The authors provide examples of how HR departments in leading companies are contributing to each of these phases of organization information management. Originality/value These findings have potentially important implications for how HR professionals add value to their key stakeholders. It suggests that HR departments will add greater value to their firms as they shift the focus of their information agenda from application to internal HR processes and practices to creating competitive advantage through organization-wide information management capability.

Strategic Alignment of Information Technology in Public and Private Organizations in India: A Comparative Study

2020 ◽  
pp. 097215091989383 ◽  
Author(s):  
Sourabh Sharma ◽  
Ramesh Behl
Keyword(s):  
Information Technology ◽  
Human Resources ◽  
Strategic Alignment ◽  
Business Environment ◽  
It Infrastructure ◽  
Validity And Reliability ◽  
Public And Private ◽  
Private Organizations ◽  
It Human Resources ◽  
The Impact

Strategic alignment of information technology (IT) is required to be included in the firms’ core activity in today’s business environment. The purpose of this study is to understand the impact of ‘IT connectivity, IT infrastructure and IT human resources’ on ‘IT business strategic alignment’ by developing a model, in public and private organizations in India. A questionnaire was used to measure the constructs after its validity and reliability. The findings discovered that firms’ IT strategic alignment was significantly impacted by three IT dimensions, that is, IT connectivity, IT infrastructure and IT human resources (combined as IT capability). The IT investments and expenditures of a firm are aligned with its business objectives and priorities. Furthermore, the significant role of these dimensions in public and private organizations in India was examined.

scholarly journals PENGELOLAAN KNOWLEDGE MANAGEMENT CAPABILITY DALAM MEMEDIASI DUKUNGAN INFORMATION TECHNOLOGY RELATEDNESS TERHADAP KINERJA PERUSAHAAN: PENDEKATAN REFLECTIVE SECOND ORDER FACTOR (Penelitian terhadap Perbankan di Kota Semarang)

2019 ◽  
Vol 3 (1) ◽  
pp. 143
Author(s):  
Irna Maya Sari ◽  
Wahyu Meranto
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Human Resources ◽  
Structural Equation ◽  
Equation Modeling ◽  
Technology Knowledge ◽  
Management Capability ◽  
Order Factor ◽  
It Human Resources ◽  
Knowledge Management Capability

Penelitian ini bertujuan untuk mengetahui pengaruh information technology complementarities dan support of information technology knowledge terhadap kinerja perusahaan. Yang termasuk dalam complementarities of information technology adalah infrastruktur IT, proses pembuatan IT, human resources IT, dan vendor manajemen IT. Selanjutnya, yang tergolong dalam pengetahuan manajemen (management knowledge) adalah produk dan customer and managerial. Sampel dalam penelitian ini adalah kepala cabang perbankan di Kota Semarang sebanyak 42 orang. Penelitian ini menggunakan metode kuesioner dan data dianalisis dengan menggunakan Structural Equation Modeling (SEM) dan selanjutnya dievaluasi dengan menggunakan smartPLS tools. Berdasarkan hasil penelitian, keempat faktor dalam information technology Relatedness memberikan pengaruh  signifikan terhadap pengelolaan knowledge management capability. Hal ini mengidentifikasikan bahwa pengelolaan sumber daya teknologi informasi yang dilakukan oleh perusahaan dalam hal ini infrastruktur, strategi, sumber daya manusia, dan vendor akan mampu menciptakan sinergi nilai super-additive sehingga dapat meningkatkan knowledge management capability lintas unit

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