Strategy Implementation

2006 ◽  
pp. 126-139
Author(s):  
Petter Gottschalk
Keyword(s):  
Information Technology ◽  
Organizational Performance ◽  
Critical Role ◽  
Strategy Implementation ◽  
It Investments ◽  
Business Executives ◽  
New Information ◽  
It Planning ◽  
It Executives ◽  
The Impact

Stages 6 and 7 cover strategy implementation in the Y model. While stage 6 is concerned with implementing the plan and describing results, stage 7 is concerned with evaluating results as illustrated in Figure 6.1. The creation of IS/IT strategy has become a major challenge to business executives and IS/IT executives in recent years. Investments in information technology have been large, and many failed investments reflect this challenge. The impact of IT on organizational performance has grown in strategic importance, and thus the significance of failed IT investments is even greater. Information processing and information technology are becoming critical to many business and government operations, and the technology itself is changing at a rapid rate. New information technology will continue to transform organizations, and changes in how industry participants use IT can alter established relationships in an industry. Strategic IS/IT planning can play a critical role in helping organizations to increase efficiency, effectiveness and competitiveness. Although organizations use different methods in their analysis of current and desired situation, the resulting plans are to be implemented.

scholarly journals Governing information technology (IT) investment: A contingency perspective on organization’s IT investment goals

2021 ◽  
pp. 031289622110095
Author(s):  
Syaiful Ali ◽  
Peter Green ◽  
Alastair Robb ◽  
Adi Masli
Keyword(s):  
Information Technology ◽  
Boards Of Directors ◽  
Contingency Theory ◽  
Jel Classification ◽  
It Investment ◽  
It Investments ◽  
Contingency Perspective ◽  
Uniform Approach ◽  
Business Executives

Using contingency theory, we argue that there is not a uniform approach for companies to govern information technology (IT) investments. Rather, the level of governance over IT investments is contingent upon the organization’s goals for its IT investments. We find that Australian organizations with both operation- and market-focused IT investment goals (i.e. dual-focused IT goals) demonstrate higher IT investment governance (ITIG) levels than those with less focused IT goals. We also document that dual-IT-focused firms that do not implement high levels of ITIG underperform. Our study informs business executives, boards of directors, and other practitioners interested in governance implementations over IT investments. JEL Classification: M1

The Impact of Strategy And Structure On The Organizational Performance of Restaurant Firms

1988 ◽  
Vol 12 (2) ◽  
pp. 265-276 ◽  
Author(s):  
Eliza Ching-Yick Tse ◽  
Michael D. Olsen
Keyword(s):  
Organizational Structure ◽  
Financial Performance ◽  
Organizational Performance ◽  
Positive Impact ◽  
Strategy Implementation ◽  
Management Literature ◽  
Primary Means ◽  
Restaurant Firms ◽  
And Performance ◽  
The Impact

There is an increased emphasis in the management literature on the use of strategic management as the primary means of adapting organizations to their changing environments. for firms in the maturing hospitality industry to survive and succeed, they will have to depend upon their ability to strategically align themselves with the turbulent environment and select appropriate strategies to create defendable competitive positions. Success in strategy implementation depends partly on a proper match between strategy and organizational structure and this match is expected to have a positive impact on financial performance. This study was conducted to explore the relationships among strategies of restaurant firms, their organizational structure and financial performance. The top management team in 296 American multi-unit restaurant firms were surveyed. Results regarding relationships posited among strategy, structure and performance are presented.

Revisiting the Impact of Information Technology Investments on Productivity

2011 ◽  
pp. 296-322
Author(s):  
Myung Ko ◽  
Jan Guynes Clark ◽  
Daijin Ko
Keyword(s):  
Information Technology ◽  
Predictor Variable ◽  
Value Added ◽  
It Investments ◽  
Interaction Variable ◽  
Information Technology Investments ◽  
Technology Investments ◽  
The Impact ◽  
The Relationship

This article revisits the relationship between IT and productivity, and investigates the impact on information technology (IT) investments. Using the MARS techniques, we show that although IT Stock is the greatest predictor variable for productivity (Value Added), it is only significant as an interaction variable, combined with Non-IT Capital, Non-IT Labor, Industry, or Size.

Linking the Impact of IT Investments to Productivity and Profitability

2011 ◽  
Vol 7 (2) ◽  
pp. 34-49 ◽  
Author(s):  
Mohan P. Rao ◽  
Purnendu Mandal
Keyword(s):  
Organizational Performance ◽  
Enterprise Resource Planning ◽  
Measurement Techniques ◽  
Resource Planning ◽  
Measurement Model ◽  
Business Managers ◽  
Organizational Productivity ◽  
It Investments ◽  
Period Data ◽  
The Impact

Implementing IT (information technology) systems such as ERP (enterprise resource planning) requires huge investments. Measuring the impact of these investments on productivity and profitability is extremely important for business managers. Many studies have failed to show the direct relationship between IT investments, organizational productivity and profitability, a phenomenon known as productivity paradox. The failure might relate to problems with the measurement techniques. This paper describes a measurement model, known as the PPP model (“Profitability = Productivity + Price Recovery”), that can fill the gap and show a link between IT investments, productivity, and profitability. The spreadsheet-based implementation of the PPP model, using multi-period data, generates performance trend charts of productivity, price recovery, and profitability. These performance charts provide a multi-period perspective to managers in identifying and understanding the impact of IT investments. This model is useful to managers considering heavy investments in IT as well as for managers interested in assessing their organizational performance and taking corrective actions in a timely manner.

The impact of new information technology on urban and regional structure in Europe∗

1986 ◽  
Vol 3 (1) ◽  
pp. 11-32 ◽  
Author(s):  
J.B. Goddard ◽  
A.E. Gillespie ◽  
A.T. Thwaites ◽  
F. Robinson
Keyword(s):  
Information Technology ◽  
Regional Structure ◽  
New Information ◽  
The Impact
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