scholarly journals Information Technology Investment

2009 ◽  
Vol 13 (3) ◽  
Author(s):  
Melinda K. Cline ◽  
Carl S. Guynes ◽  
Ralph Reilly
Keyword(s):  
Firm Performance ◽  
It Investment ◽  
Performance Impact ◽  
Technology Investment ◽  
Management Ability ◽  
Positive Performance ◽  
Definition Of ◽  
Role Of It ◽  
Mathematical Relationships

Much evidence regarding the relationship between IT investment and firm performance is contradictory. Numerous issues have been summarized and discussed as factors that contribute to the contradictory findings. While many researchers have found IT investments to have a positive performance impact, others have failed to support those findings. These contradictory findings concerning IT investment appear at the firm, industry, and national economy levels of analysis. There are four broad issues related to the role of IT within an organization that are factors contributing to the contradictory findings: structural business characteristics, management ability, definition of IT, and measurement approach. While there are many studies that use broad secondary indices and economic models to look for mathematical relationships between IT investment and firm performance, few studies take an in-depth look at the role of IT within an organization and expose the dynamics of this relationship.

The Role of IT Governance and Managing IT Investment on Firm Performance

2021 ◽  
pp. 104-120
Author(s):  
Aboobucker Ilmudeen
Keyword(s):  
Firm Performance ◽  
It Governance ◽  
It Investment ◽  
It Alignment ◽  
Governance Practices ◽  
Performance Context ◽  
Business It Alignment ◽  
Role Of It ◽  
It Practices

Although the multifaceted effects of managing or governing IT have been taken into consideration in both practice and theoretical debate, the mechanism through which these bring firm performance is yet unclear and limited. Drawing on the resource-based theory and the process theory, this chapter aims to systematically review the antecedents of business-IT alignment on the firm performance context. The findings of this study show that the business-IT alignment is derived from IT governance practices and managing IT investment to achieve firm performance. This study proposes that the firm performance cannot be attained by merely investing in IT; instead, firms should focus on effective management of IT practices and strategically align their business and IT strategies.

scholarly journals The Role of IT on Firm Performance

2019 ◽  
Vol 161 ◽  
pp. 258-265
Author(s):  
Asih Nur Fadhilah ◽  
Apol Pribadi Subriadi
Keyword(s):  
Firm Performance ◽  
Role Of It

scholarly journals Performance effects of intra- and inter-regional expansion: the moderating role of firm-specific advantages

2016 ◽  
Vol 14 (3) ◽  
pp. 8-20 ◽  
Author(s):  
Arkadiusz Ral-Trebacz ◽  
Stefan Eckert
Keyword(s):  
Empirical Work ◽  
Superior Performance ◽  
Performance Impact ◽  
Performance Effect ◽  
Business Operations ◽  
Positive Performance ◽  
Performance Effects ◽  
And Performance ◽  
Moderating Role

Recent empirical work suggests that the business operations of multinational companies are rather regional than global. The authors analyze the performance impact of intra-regional (as opposed to inter-regional) expansion among companies from six West European countries. Using multilevel modeling, the authors find that an increase in a firm’s degree of regionalization leads to superior performance. The results reveal that an inter-regional strategy does not seem to be a profitable expansion option. Moreover, while examining the moderating impact of firms’ FSAs on the link between intra-regional expansion and performance, the empirical findings suggest that marketing-related FSAs tend to be more regional-bound in nature and support the positive performance effect of intra-regional expansion

scholarly journals Management, Appraisal and Long Term Preservation of E-records: Role of Archivists and IT Professionals

Atlanti ◽  
2015 ◽  
Vol 25 (1) ◽  
pp. 217-224
Author(s):  
Aida Škoro Babić
Keyword(s):  
Record Management ◽  
Archival Science ◽  
It Professionals ◽  
Process Definition ◽  
Definition Of ◽  
Role Of It ◽  
Long Term Preservation

In the process of creating records the role of IT professionals in present time increased, especially if we compare the role of IT professionals in record management and preservation of not born digital records. The author will try to define the role of archivists in the process of creating, managing, appraising and preserving e-records, as well as the role of IT professionals in the same process. Definition of both will be specified through analysing the processes in life of e-records and what professional and scientific approaches are necessary for long-term preservation of e-records. Through this analyse the author will try to specify what knowledge of both professions are actually necessary in the specific period in life of e-record and to emphasize the need of educating IT professionals in the field of basics of archival science to reach the goal of e-archives according to archival standards and principles.

IT strategy and business strategy mediate the effect of managing IT on firm performance: empirical analysis

2020 ◽  
Vol 33 (6) ◽  
pp. 1357-1378
Author(s):  
Aboobucker Ilmudeen ◽  
Yukun Bao
Keyword(s):  
Firm Performance ◽  
Business Strategy ◽  
Structural Equation ◽  
Mediating Effect ◽  
Equation Modeling ◽  
It Strategy ◽  
Content Type ◽  
Mediating Role ◽  
Role Of It

PurposeThe multifaceted effect of IT in organizations has been widely examined. However, the intervening role of IT strategy and business strategy on the effect of managing IT on firm performance remains less strong. This study examines how managing information technology (MIT) effects on firm performance by looking at the mediating role of IT strategy and business strategy.Design/methodology/approachDrawing on the resource-based view of IT and contingency perspective, theoretical insights for managing IT and the mediating effect of IT strategy and business strategy on firm performance are established. The model is empirically tested by using hierarchical regression and structural equation modeling for the data collected through the survey of 194 senior IT and business managers in China.FindingsThe significant and impactful relationship found in the model for the proposed idea. The results show that both IT strategy and business strategy partially mediate the effect of managing IT on firm performance.Research limitations/implicationsThe findings highlight that managing IT does not merely influence better firm performance; instead, the coherent amalgamation of IT strategy and business strategy can enrich firm performance. The theoretical and practical implications are also discussed.Originality/valueIn line with the call for rigorous research to integrate the managing IT and firm strategies, this study demonstrates the mediating role of business strategy and IT strategy between the managing IT and the firm performance relationship, hence contributing to the IS research literature.

The Role and Impact of Information Technology in Australian Business

1998 ◽  
Vol 13 (3) ◽  
pp. 201-217 ◽  
Author(s):  
Amrik S. Sohal ◽  
Lionel Ng
Keyword(s):  
Business Strategy ◽  
Success Factors ◽  
Full Potential ◽  
Management Support ◽  
It Investment ◽  
Critical Success ◽  
It Systems ◽  
Role Of It ◽  
It Structure

This paper reports the results of a study of the top 530 organizations in Australia which was conducted to determine whether organizations use IT as a strategic tool to meet competitive issues. Significantly this research addressed the following questions: How well organizations matched their IT investment plans with their strategic planning; how well IT strategies were formulated; how well IT systems were implemented and what were the critical success factors and impediments; and whether organizations were truly getting value from their IT investment. The findings have shown the causes of misused IT in some organizations, such as IT strategy not closely aligned with business strategy, no change of historical IT structure, lack of understanding of the potential of IT, lack of CEO and senior management support and awareness of IT's potential, impediments to IT development and implementation. Although in many organizations the role of IT development has become proactive and strategic to gain competitive advantage through primary and support activities, it has still not unleashed ITs full potential.

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