THE IMPACT OF EMPLOYEE DIVERSITY ON IT BUSINESS VALUE

2015 ◽  
Vol 15 (2) ◽  
pp. 57-68
Author(s):  
Shady Fraiha
Keyword(s):  
Business Value ◽  
It Business Value ◽  
The Impact

The Impact of IT Resources on the IT Business Value

2011 ◽  
Vol 2 (2) ◽  
pp. 48-62
Author(s):  
Janusch Patas ◽  
Jens Bartenschlager ◽  
Matthias Goeken
Keyword(s):  
Competitive Advantage ◽  
Theoretical Foundation ◽  
Empirical Studies ◽  
Business Value ◽  
Systematic Research ◽  
Research Gaps ◽  
Resource Based View ◽  
It Business Value ◽  
It Resources ◽  
The Impact

Recently, the Resource-based View (RBV) attracts more attention in IT business value research, as it serves as a theoretical framework for the identification of IT resources impacting firm performance. Although numerous empirical studies applying the RBV can be found, systematic research structuring the obtained knowledge is hardly available. Therefore, the authors conduct an evidence-based literature review to structure and consolidate empirical evidence from studies using the RBV as a theoretical foundation. The authors illustrate how different IT resources can be distinguished and classified by considering their operationalization. With the means of a research map, they illustrate the findings and evidence, pointing out contradictory results of how different classes of IT resources affect the IT business value in terms of the competitive advantage. The authors then discuss direct effects of IT resources on the competitive advantage as well as research gaps. Finally, they present implications regarding the RBV in IT business value research.

IT Business Value

2019 ◽  
pp. 91-124
Author(s):  
Steven De Haes ◽  
Wim Van Grembergen ◽  
Anant Joshi ◽  
Tim Huygh
Keyword(s):  
Business Value ◽  
It Business Value

Digital systems and competitive responsiveness: The dynamics of IT business value

2014 ◽  
Vol 51 (6) ◽  
pp. 762-773 ◽  
Author(s):  
Amitava Dutta ◽  
Hun Lee ◽  
Masoud Yasai-Ardekani
Keyword(s):  
Business Value ◽  
Digital Systems ◽  
It Business Value

Performance measurement and management systems as IT artefacts

2018 ◽  
Vol 67 (7) ◽  
pp. 1214-1233 ◽  
Author(s):  
Marie Marchand ◽  
Louis Raymond
Keyword(s):  
Performance Measurement ◽  
Design Methodology ◽  
Business Value ◽  
Management Systems ◽  
Nomological Network ◽  
Content Type ◽  
It Business Value ◽  
Effective Use ◽  
Practical Implications ◽  
And Task

Purpose Considering performance measurement and management systems (PMMS) to be “mission-critical” information systems for many business organisations, calls have been made for researchers to shift from studying the use of such systems to studying their “effective” use, and in so doing to focus on their characterisation as information technology (IT) artefacts. The paper aims to discuss this issue. Design/methodology/approach In seeking to answer these calls, the authors apply Burton-Jones and Grange’s theoretical framework to study the dimensions, contextual drivers and benefits of the effective use of PMMS. This is done through a field study of 16 PMMS artefacts as used in small- and medium-sized enterprises (SMEs). Findings In characterising, contextualising and valuing the effective use of PMMS, this study provides answers to the following questions: What constitutes the effective use of PMMS? What are the user, artefactual and task-related drivers of such use? And what are the benefits for SMEs of using performance measurement and management (PMM) systems effectively? Practical implications With regard to the design of a PMMS artefact, the findings imply that one should concentrate on those artefactual attributes that most enable informed action on the part of owner-managers, as it is these actions have the greater consequences for the realisation of IT business value in SMEs. Moreover, the nomological network resulting from this research provides the theoretical and methodological underpinnings of a diagnostic tool meant to develop the PMM function in SMEs. Originality/value This study provides further empirical grounding and understanding. This study provides further empirical grounding and understanding of the concept of effective use, as well as further applicability and actionability to this concept and to the nomological network of its dimensions, contextual drivers and benefits in the case of PMMS and in the context of SMEs.

Organizational Assimilation Capacity and IT Business Value

2011 ◽  
pp. 2929-2933
Author(s):  
Vincenzo Morabito ◽  
Gianluigi Viscusi
Keyword(s):  
Information Systems ◽  
Competitive Advantage ◽  
Large Scale ◽  
Top Management Teams ◽  
Business Value ◽  
Organizational Assimilation ◽  
It Business Value ◽  
Business Executives ◽  
Is Integration ◽  
Assimilation Capacity

IT business value represents important outcomes in firms (Banker & Kauffman, 2004; Gable, Darshana, & Chan, 2003; Ravichandran & Chalermsak Lertwongsatien, 2005) whereas information systems (IS) integration represents a relevant amount of the IT spending. Notwithstanding, while most firms are making major investments in information technology, particularly in information systems integration (e.g., ERP and data warehouse solutions), not all of them apply IT effectively in their business activities (Brynjolfsson, McAfee, Zhu, & Sorell, 2006; Dehning & Stratopoulos, 2003; Jason, Vijay, & Kenneth, 2003) obtaining IT business value and organizational competitive advantage. This research is based on an integrative model of IT business value, aiming to evaluate the mediating effect of an “IT organizational assimilation capacity” between IS integration and organization competitive advantage. Taking into account the theoretical premises that IT business value is generated by the exploitation of both IT and organizational resources, we develop a research model and propose two research hypotheses. The model and the related hypotheses are based on a large-scale sample survey (Francalanci & Morabito, 2006). The responses were obtained from 466 CIOs and senior business executives, who were members of the firms’ top management teams in Italian companies.

Thirst for Business Value of Information Technology

2010 ◽  
Vol 1 (1) ◽  
pp. 28-40 ◽  
Author(s):  
Govindan Marthandan ◽  
Tang Chun Meng
Keyword(s):  
Information Technology ◽  
Business Value ◽  
Competitive Advantages ◽  
Business Managers ◽  
Business Value Of It ◽  
It Business Value ◽  
Efficiency And Effectiveness ◽  
Strategic Role ◽  
Value Of It ◽  
Insight Into

For years information technology (IT) has helped companies improve organizational efficiency and effectiveness. Today’s IT plays a more strategic role in building capabilities for sustaining and creating competitive advantages. The increasing importance of IT has led many organizations to integrate it into their daily operations. To justify the ever-increasing spending on IT, organizations have been searching for evaluation methods to prove the business value of IT. However, this is a challenging undertaking, as there are contradictory answers to questions on whether it is worthwhile to pay substantial sums for IT. To gain insight into the reasons behind the contradictory answers, this paper first reviews conflicting research results of past studies on IT business value. It then explains the term IT productivity paradox. Last, it provides five reasons why IT business value is not fully reflected in the way business managers expect it to be.

E-Novation in Large Corporations

2011 ◽  
pp. 210-237
Author(s):  
Michael Conlin
Keyword(s):  
Business Value ◽  
Lessons Learned ◽  
Business Community ◽  
High Tech ◽  
High Tech Sector ◽  
Community Recommendations ◽  
Large Corporations ◽  
The Impact

This chapter explores the lessons learned by large corporations that have been pioneers of e-novation. These pioneers have much to teach us about the opportunities for competitive impact and business value. These are explored within the framework of Porter’s Five Forces model. The impact of e-novation on employees and, especially on the employee-employer relationship is explored to reveal possible insights. Although a significant portion of these pioneers are in the high tech sector, many of the insights are broadly applicable to all sectors of the economy. A case is made that e-novation is well on its way to broad adoption in the business community. Recommendations are offered for those wishing to take up the challenge of e-novation.

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