How does leadership affect information systems success? The role of transformational leadership

We examined the positive impact of transformational leadership on IS success in organizations via two psychological mechanisms of system users’—perceived organizational support and systems self-efficacy. Our conceptual model was assessed using a sample of 251 employees from a multi-national bank in Korea. Overall, our results supported the hypothesized relationships: transformational leadership was positively related to system users’ IS success, and both perceived organizational support and systems self-efficacy of the system users mediated the relationship between transformational leadership and IS success. The results call for manager's attention to the importance of transformational leadership development in organizations.     

Examining the impacts of organizational culture and top management support of knowledge sharing on the success of software process improvement

Although numerous studies have discussed the importance of the relationship between knowledge management and software process improvement (SPI), a research gap still exists in relation to how the specific role of knowledge sharing influences successful SPI implementation. This study advances our knowledge by developing an innovative model for exploring the impact of knowledge sharing on SPI success, the impact of knowledge sharing in specific organizational cultures, and how the support of top management specifically influences the path to SPI success. To empirically test the model, this study adopts the statistical technique of partial least squares (PLS) to analyze 118 samples collected from SPI-certified Taiwanese organizations. The results suggest that clan-type organizational culture has a stronger association with knowledge sharing than hierarchy-type in the context of SPI success. SPI knowledge sharing is found to be a mediator of both clan culture and top management support in the context of SPI success. The findings also include the implication to improve our knowledge about how organizational culture and top management support drive effective knowledge sharing on the way to SPI success.     

Distributed leadership in the development of a knowledge sharing system

This paper studies leadership dynamics in the development of a knowledge sharing system. We apply the concept of distributed leadership, examining how leadership roles are distributed across different individuals in the organisation during developing and implementing a knowledge sharing system. The results of a case study demonstrate that the leadership was fulfilled by the interdependent and emergent roles played by several individuals: the spearheading and coordinating roles of a knowledgeable and persistent project leader, the supporting and steering roles carried by a group of perceptive and collaboration-inclined executives, and the knowledge sharing and momentum driving roles performed by knowledge champions. Each of these leadership influences was indispensable. None of the leaders could have accomplished this task individually, without the active involvement of the other types of leaders. This research makes its contribution to the understanding of the emergence and dynamics of distributed leadership in the information system environment, and demonstrates the importance of a full awareness of distributed leadership as tasks are carried out in developing a knowledge sharing system.     

Effects of organizational context and inter-group behaviour on the success of strategic information systems planning: an empirical study

The strategic value of information systems (IS) and the impact of information technology (IT) on business competitiveness has increased the need for effective strategic information systems planning (SISP). However, numerous strategic information systems planning methodologies stress the rational and formal aspects of organizational life, while ignoring the complexity of actual organizational situations which are characterized by human behaviour. Additionally, although numerous researchers have conducted empirical studies examining the relationship between various factors and strategic IS planning effectiveness, many factors have received little attention. This study uses structural equation modeling (SEM) to analyse the effects of organizational context and inter-group behaviour on the success of SISP. A survey of senior IS executives in Taiwan was used to test the relationships between the constructs in the research model. The results showed that certain factors relating to organizational context and inter-group behaviour influenced the success of SISP. Finally, the implications of this finding for IS practice and future research are examined.     

Empirical evidence of an integrative knowledge competence framework for ERP systems implementation in UK industries

Enterprise Resource Planning (ERP) systems can greatly improve business productivity and better serve customers by creating values through integrating business processes and sharing current information. Knowledge Management (KM) is crucial for ERP systems implementation, but is particularly demanding task. This paper discusses ERP systems implementation in UK manufacturing and service sector organisations, focusing on empirical evidence of an innovative KM approach for improving knowledge competence for ERP success. Qualitative research was conducted, using semi-structured interviews with ERP experts. Data analysis used a combination of thematic and comparative analysis. The findings suggest that the integrative knowledge competence framework can provide ERP practitioners with useful guidance on what the key knowledge determinants are and how the relationships between knowledge components should be best managed to achieve ERP systems implementation success in real life business situations.     

The critical success factors for ERP implementation: an organizational fit perspective

Since early 1990s, many firms around the world have shifted their information technology (IT) strategy from developing information systems in-house to purchasing application software such as enterprise resource planning (ERP) systems. IT managers responsible for managing their organization’s ERP implementation view their ERP systems as their organizations’ most strategic computing platform. However, despite such strategic importance, ERP projects report an unusually high failure rate, sometimes jeopardizing the core operations of the implementing organization. This study explores the root of such high failure rate from an “organizational fit of ERP” perspective. Based on the relevant literature, we define the concept of organizational fit of ERP and examine its impact on ERP implementation, together with ERP implementation contingencies. The results from our field survey of 34 organizations show that ERP implementation success significantly depends on the organizational fit of ERP and certain implementation contingencies.     

A moderated mediation model linking entrepreneurial leadership to green innovation: An upper echelons theory perspective

Despite the dominant discourses on the important role of entrepreneurial leadership in firms' development, related theoretical and empirical studies are still lacking in the environmental management area. Adopting upper echelons theory, this study develops a moderated mediation model that examines how entrepreneurial leadership affects the adoption of green innovation (GI) through organizational learning culture and how environmental dynamism moderates the mediating effect. This theoretical model is tested using a sample of 248 Chinese firms. Findings support the positive impact of entrepreneurial leadership on GI and the mediating role of organizational learning culture. The moderated mediation path analysis shows that environmental dynamism moderates the indirect effect of entrepreneurial leadership on GI via organizational learning culture. Overall, this study adds to entrepreneurship and environmental management scholarship by providing novel insights into the key role of entrepreneurial leadership in embracing GI.     

A study of Facebook Groups members’ knowledge sharing

There have been many studies focusing on individuals’ knowledge sharing behavior in the organizational setting. With the rapid prevalence of social networking sites, many people began to express their thoughts or share their knowledge via Facebook website. Facebook is an open environment which does not provide any immediate monetary benefits to its users. Its Groups members’ knowledge sharing behavior could be different from the ones in organizations. We proposed a research model to examine factors which promote the Facebook Groups users’ willingness to share knowledge. The factors in the study include extrinsic motivation, social and psychological forces, and social networking sharing culture. We used PLS to test our proposed hypotheses based on 271 responses collected through an online survey. Our results indicated that reputation would affect knowledge sharing attitude of Groups members and sense of self-worth would directly and indirectly (through subjective norm) affect the attitude. In addition, social networking sharing culture (fairness, identification, and openness) is the most significant factor, not only directly affecting knowledge sharing intention, but also indirectly influencing the sharing intention through subjective norm and knowledge sharing attitude.     

Dimensionality of Social Capital and Organizational Citizenship Behavior in Information Systems Project Teams

Knowledge sharing and organizational citizenship behavior (OCB) among project team members are crucial for project success due to the particularities of information systems (IS) projects. Bonding social capital is known to increase knowledge sharing and collaboration. However, the influence of bridging social capital on knowledge sharing is unclear. The interplay between bridging and bonding social capital is especially interesting in a collectivistic society such as South Korea where in-group ties are particularly strong. In this study, we examine the effect of the sub-dimensions of the above constructs (i.e., bonding, bridging, OCB) on knowledge sharing. The results suggest that bonding and citizenry behavior improves knowledge sharing. Bridging improves knowledge sharing by increasing organizational citizenry behavior. Unexpectedly, the effect of citizenship behavior on knowledge sharing differs from the effect of its sub-dimensions. Only helping others is positively related to knowledge sharing. Similarly, the sub-dimensions of bridging and bonding influence knowledge sharing and citizenship behavior differently than the first-order constructs. For example, shared team mental model positively affects OCB, but has no direct influence on knowledge sharing. Conversely, shared vision is the only sub-dimension of bridging that positively affects OCB. Thus, the results suggest that project managers should facilitate shared project vision and team mental model to encourage team members’ citizenship behavior and control the potential adverse influence of bridging social capital.     

ERP systems adoption: An exploratory study of the organizational factors and impacts of ERP success

We examined the relationships between the success of ERP system adoption, extent of business process improvement (BPI), and organizational performance and investigated the associations between the outcomes of these initiatives and such organizational factors as strategic intent, senior management support, and the status of the IT function within a company. A correlation analysis of 96 firms was made to test our hypothesis that the strategic intent to use ERP was closely related to the success of BPI, ERP, and organizational performance. The results also demonstrated that CEO-IT distance may have little direct bearing on the outcomes of ERP and BPI initiatives. A closer CEO-IT reporting relationship, however, was found to be associated with higher levels of senior management support for both types of enterprise projects. This empirical evidence reinforced the long-held assumption that organization-level benefits, BPI, and ERP success were closely related; and that these relationships were subject to the influence of the organizational variables.     

Working Together Apart? Building a Knowledge‐Sharing Culture for Global Virtual Teams

A new impetus for greater knowledge‐sharing among team members needs to be emphasized due to the emergence of a significant new form of working known as ‘global virtual teams’. As information and communication technologies permeate every aspect of organizational life and impact the way teams communicate, work and structure relationships, global virtual teams require innovative communication and learning capabilities for different team members to effectively work together across cultural, organizational and geographical boundaries. Whereas information technology‐facilitated communication processes rely on technologically advanced systems to succeed, the ability to create a knowledge‐sharing culture within a global virtual team rests on the existence (and maintenance) of intra‐team respect, mutual trust, reciprocity and positive individual and group relationships. Thus, some of the inherent questions we address in our paper are: (1) what are the cross‐cultural challenges faced by global virtual teams?; (2) how do organizations develop a knowledge sharing culture to promote effective organizational learning among culturally‐diverse team members? and; (3) what are some of the practices that can help maximize the performance of global virtual teams? We conclude by examining ways that global virtual teams can be more effectively managed in order to reach their potential in this new interconnected world and put forward suggestions for further research.     

Knowledge sharing and ERP system usage in post-implementation stage

Many organizations have adopted enterprise resource planning (ERP) systems in recent years to integrate information and information-based processes within and across functional areas. Because of the under-utilization of ERP systems, most of these organizations are disappointed in reaching the anticipated business goals. It is imperative to explore how to facilitate the usage of ERP systems for organizations. This study aims to develop an understanding of the effect of knowledge sharing on ERP system usage and the factors affecting employees’ knowledge sharing after the initial implementation of an ERP system. Selected social oriented theories were employed to develop our conceptual model. By means of a survey of 804 ERP users from 53 Taiwan companies, we confirmed our research model to some extent and found that social capital, intrinsic motivation, and self-efficacy all have significant impacts on knowledge sharing. However, contrary to common belief, we found a negative, though insignificant, effect of extrinsic motivation on knowledge sharing. The implications for research, practice, and future research directions are discussed herein.     

IT‐mediated social interactions and knowledge sharing: Role of competence‐based trust and background heterogeneity

In the knowledge‐based economy, organizational success is dependent on how effectively organizational employees share information. Many studies have investigated how different types of communication activities and communications media influence knowledge sharing. We contribute to this literature by examining increasingly prevalent yet understudied IT‐mediated social interactions and their effects on knowledge sharing among employees in comparison to face‐to‐face social connections. By integrating the literature on knowledge sharing, social networks, and information systems, we theorize the ability of IT‐mediated social interaction to (1) afford interactions between individuals with heterogeneous backgrounds and (2) facilitate frequent IT‐mediated social interactions that are high in competence‐based trust—both supporting effective sharing of knowledge. Through a social network analysis of the employees in a high‐tech organization, this study finds that IT‐mediated frequent social interactions are the most effective in promoting knowledge sharing.     

An empirical study of the effects of knowledge sharing and learning behaviors on firm performance

Knowledge sharing and learning behaviors in the workplace are believed to be very important to the success of firms. In this study, the relationships between knowledge sharing and learning behaviors, business process improvement, product and service offerings, and organizational performance are examined based on a sample of 134 firms engaged in manufacturing, and wholesale or retailing operations. Data analyses using the partial least squares statistical technique revealed that knowledge sharing and learning behaviors are positively associated with business process improvement, and product and service offerings. Business process improvement and product and service offerings are positively associated, and they in turn are positively related to organizational performance. The findings reinforce the importance of knowledge sharing and learning to companies. Executives should encourage knowledge management and organizational learning activities within their firms, and give proper considerations to the strategies and implementation of programs supporting these activities in order to enhance firm performance.     

ERP system usage and benefit: A model of antecedents and outcomes

ERP system usage has been identified as a critical factor in attaining the benefit from an ERP installation. However, the specific antecedents of ERP usage and its impact on ERP benefit remains largely unknown. Drawing on absorption capacity theory, this study develops a theoretical model that examines the mediating effect of ERP system usage on ERP benefits. Similarly, the study also identifies the antecedents of ERP system usage. A model is tested using the responses of 157 ERP system end-users across the United States and the results suggest that ERP system usage is directly related ERP benefit. However, the relationship is moderated by the degree of knowledge integration mechanisms within the firm. Consistent with the proposed model, the results also reveal that technical resources, organizational fit and the extent of ERP implementation are key drivers of ERP system usage. The research findings advance our knowledge on how managers can enhance ERP usage and realize optimal ERP benefits.     

The consistency among facilitating factors and ERP implementation success: A holistic view of fit

Traditionally, various ERP implementation factors have been deemed critical to success within diverse business environments. The interaction relationships among these ERP implementation success factors, however, have been overlooked. The objective of this study is to explore the interaction patterns among the ERP implementation success factors from a covariation (co-alignment) perspective. We conceptualize the “consistency” among the factors that facilitate ERP implementation and evaluate them in terms of their positive impact on successful ERP implementation. The results from a field survey of 90 Taiwanese manufacturing firms show that the “consistency” among these facilitating factors of ERP implementation had a significant positive impact on ERP implementation success. The factors examined in this study include vendor support, consultant competence, ERP project team member competence, ERP project manager leadership, top management support, and user support. Implications for managers and researchers conclude this study.     

A study of enterprise resource planning (ERP) system performance measurement using the quantitative balanced scorecard approach

Enterprise resource planning (ERP) systems have been used in integrating information and accelerating its distribution across functions and departments with the aim to increase organizations’ operational performance. Thus, it is worth measuring ERP system performance based on its impact to critical performance of an organization: this requires a systematic method that bridges ERP performance measurement and key organizational performance. The hierarchical balanced scorecard (HBSC) model with respect to multiple criteria decision-making is such a systematic approach to ERP performance measurement. An ERP evaluation framework that integrates the balanced scorecard dimensions, linguistic variables, and non-additive fuzzy integral provides an objective approach to measuring both the performance level of the ERP system and its contribution to the strategic objectives of high-tech firms. Taking Taiwan’s high-tech firms as an example, this study demonstrates the effectiveness of this integrated approach to measure the performance of ERP systems at the post-implementation stage under evaluators’ subjective, uncertainty, and vagueness judgments.     

Investigating enterprise systems adoption: uncertainty avoidance,intrinsic motivation,and the technology acceptance model

Enterprise systems are gaining interest from both practitioners and researchers because of their potential linkages to organizational and individual user's productivity. Information systems (IS) researchers have been investigating the implementation and adoption issues of enterprise systems based on the organizational IS management perspectives. However, there are few papers that investigate enterprise systems management and implementation issues based on the informal control mechanisms, although the enterprise systems are control tools in the organization. Specifically, this paper applies Enterprise Resource Planning (ERP) adoption and implementation to the informal controls, such as cultural control and self-control, which can be viewed as a tacit perspective in knowledge management. Uncertainty avoidance and perceived enjoyment are used as informal controls in the ERP implementation in this paper, and are linked to the technology acceptance variables to investigate the relationships among them. Sociotechnical design, organizational control mechanism, knowledge management, and individual motivation are reviewed to support this potential linkage in the model. Field data via the online survey of ERP systems user group (n=101) are analyzed with partial least squares and supported our hypotheses. Uncertainty avoidance cultural control and intrinsic motivation as self-control are the important antecedents of ERP systems adoption. Furthermore, the result helps the systems manager understand that informal controls should be applied to the ERP systems implementation to enhance tacit and social aspects of IS management.     

Charismatic leadership and tacit knowledge sharing in the context of enterprise systems learning: the mediating effect of psychological safety climate and intrinsic motivation

Drawing upon charismatic leadership and intrinsic motivation theory, we developed a theoretical model to examine the impact mechanism of leader charisma on individuals’ tacit knowledge-sharing behaviour in the context of an Enterprise Systems learning team. We conducted a survey-based field study to examine the theoretical model and hypotheses. A total of 153 questionnaires were distributed to employees from more than 20 branches of the Beidahuang Group in China and 117 valid questionnaires were returned. Results from partial least squares analysis suggest that leader charisma has a strong influence on psychological safety climate, which in turn has a positive impact on individuals’ intrinsic motivation and their tacit knowledge-sharing behaviour. Our research findings unpack the impact mechanism of charismatic leadership on tacit knowledge sharing, and provide guidelines for the team leader to exhibit charismatic leadership traits in order to promote a psychological safety climate and facilitate an effective knowledge sharing of enterprise systems.