Business intelligence and analytics use,innovation ambidexterity,and firm performance: A dynamic capabilities perspective

To survive in a dynamic and hyper-competitive business environment, firms are compelled to simultaneously introduce incremental and radical innovations. While it is recognised that business intelligence and analytics (BI&A) can support innovation and provide organisational value, the literature provides a limited understanding of its impact on balancing different innovation activities and ensuring performance gains. In this study, we examine the relationship between BI&A use, innovation ambidexterity, and firm performance by relying on the process theory of IS value creation as well as the dynamic capabilities perspective. We test our model using data collected from medium- and large-sized firms in Slovenia, applying partial least squares modelling. The results support the notion that BI&A use is positively associated with successful balancing between explorative and exploitative innovation activities, which in turn enhances firm performance. Our results also indicate that innovation ambidexterity is enhanced in two ways: indirectly through interaction with the firm’s absorptive capacity, and directly by increasing the possibilities of faster experimentation with offerings of products or services and improved predictability of the value of new products or services.     

CEO/CIO mutual understanding,strategic alignment,and the contribution of IS to the organization

Mutual understanding between the CEO and CIO is thought to facilitate the alignment of an organization's IS with its business strategy, and thereby enhance the contribution of the IS to business performance. A survey of 202 pairs of CEOs and CIOs was taken to investigate the relationships between them. Mutual understanding was measured as the role of IS in the organization, using the perspectives of both executives. Strategic alignment was measured as the fit between the CEO's assessment of eight STROBE dimensions and the CIO's assessment of the analogous STROEPIS dimensions; both the CEO and CIO evaluated IS contribution. Mutual understanding of the role of IT led to seven alignment dimensions whereas six alignment dimensions led to IS contributions. Our study extended the theory of IT strategic alignment and provided direction for CEOs and CIOs interested in improving the IS contribution of their organization.     

Critical IS professional activities and skills/knowledge: A perspective of IS managers

This study utilized the activity competency model to investigate the perceived importance of critical professional activities and skills/knowledge required by three levels of information system (IS) managers. Our findings indicated that the perceived importance of critical IS professional activities were significantly different among the management levels, but not significantly different for various industry types. Carrying a critical IS activity out involves the use of a number of different skills and/or knowledge. A portfolio of the professional activities and the needed skills/knowledge at each management level are identified. The results of this study have implications for IS professional development and training. They can also serve as a guideline for recruiting the right IS managers and developing IS curriculums.     

A dynamic capabilities perspective of IS project portfolio management

Organizations use information systems project portfolio management (IS PMM) to reconfigure their IS resources and capabilities to match changing market and economic conditions. IS PPM can therefore be characterised as a dynamic capability. We investigate how firms developed and adapted IS PPM to match the turbulent recessionary conditions witnessed after 2008–2009. This study contributes to an understanding of IS PPM by identifying the constituent dynamic capabilities and providing empirical examples of adaptation. To our knowledge, the study is the first to apply the notion of second order dynamic capabilities to the IS domain and also makes an important contribution to the more general concept of dynamic capabilities by providing empirical evidence and theoretical justification of the increased detailed, centrally controlled and analytical nature of IS PPM dynamic capabilities in recessionary conditions.     

Bridging the gap between the IS organization and the rest of the business: plotting a route

Abstract. Much of the research literature advocates a strong information system (IS) organization-business relationship if the IS organization and, in particular, technology is to make a value-added contribution to the business. Although research also highlights that in many organizations this relationship is poor, little guidance is provided as to how this 'gap' might be bridged. The research reported in this paper is a longitudinal study of three organizations that are actively seeking to bridge the gap, improve the relationship and consequently the value that they derive from their IS investments. A process model containing six stages, illustrating the route to creating high performance from IS, is constructed from cross-case analysis of the collected data. The paper ends with conclusions and implications.     

A meta-analytic assessment of the DeLone and McLean IS success model: An examination of IS success at the individual level

Fifteen years ago, DeLone and McLean published their original model of IS success, which received considerable attention in the literature. Given the widespread acceptance of the model, we conducted a meta-analysis to determine whether the model had been validated by research studies reported in the literature. By aggregating the results of 52 empirical studies that examined relationships within the IS success model at the individual level of analysis, we found support for the relationships that encompass the model. We also offer insights on IS success based on the findings of our work.     

The IS Organization of the Future: Four Scenarios for 2020

Four scenarios for the IS organization of 2020 are described, based on differing assumptions about two drivers: the advances in the reliability of international telecommunications and the value placed on computerization in businesses and society.     

The IS Organization of the Future: Four Scenarios for 2020

ABSTRACT

Four scenarios for the IS organization of 2020 are described, based on differing assumptions about two drivers: the advances in the reliability of international telecommunications and the value placed on computerization in businesses and society.     

Investigating the effects of IS strategic leadership on organizational benefits from the perspective of CIO strategic roles

In this study, the effects of IS strategic leadership on organizational outcomes are examined from the perspective of CIO strategic roles. A field survey is conducted that collects data from 110 matched pairs of CIOs and business executives within organizations. Our findings suggest that strategic leadership significantly affects both organizational benefits and information system quality. Further, we found that IS quality significantly mediates the relationship between IS strategic leadership and organizational benefits. We also note that IS vision significantly moderates the relationship between IS strategic leadership and IS quality, although it does not moderate the relationship between IS strategic leadership and organizational benefits or the relationship between IS quality and organizational benefits.     

IS diffusion: A dynamic control and stakeholder perspective

Our research uses a novel perspective of control balancing and stakeholder orientation to explore an information system (IS) phenomenon called enterprise IS diffusion. Employing a case-based, grounded theory approach, we analyze four large-scale IS implementation projects in a Canadian government organization. Our findings offer a synergistic approach to IS diffusion by integrating a dynamic control configuration perspective with stakeholder engagement, stakeholder sensitivity, and the impact of shifting stakeholder orientations on IS diffusion stages.We draw from control, control balancing, and stakeholder theories. Moreover, we refer to the IS implementation and IS diffusion literature to develop our argument. In doing so, this research develops a new and vital construct—stakeholder orientation—for IS implementation projects. We also identify the existence of four distinct stakeholder orientations, a combination of stakeholder engagement with stakeholder sensitivity in large ISD projects: (a) strategic, (b) responsibility, (c) best interest, and (d) economic cost.Through analysis and synthesis, we establish vital relationships among shifting control configurations, stakeholder engagement, stakeholder sensitivity, and IS diffusion stages, where maintaining an optimal stakeholder orientation, facilitated by appropriate control configuration, leads to a successful IS diffusion outcome. Furthermore, we propose an extension to the existing control balancing theory by identifying missing links and trigger factors.     

Cross-cultural IS adoption in multinational corporations: A study of rationality

A common claim in the literature on Information Systems' implementation in the context of less developed economies or so-called “developing countries” is that the “Western” technology is at odds with the local cultural context, in particular it is believed to mismatch local rationality in the sense of the accepted ways of doing things. In this paper we investigate IS implementation in a company based in a “non-Western” context compared with IS adoption in another company in a “Western” country context. Seen as a particular form of decision-making, the adoption and implementation processes are analysed drawing on the literature on decision-making, rationality in “Western” and “non-Western” contexts. Presenting evidence from these two contexts we argue that multiple forms of rationality exist in any context and that national culture is only one aspect of actors' as well as researchers' sense-making of activities in any given context. Linking the cases back the literature we reflect on the implications of our findings for cross-cultural research of IT implementation.     

Integrating the IS functions after mergers and acquisitions: Analyzing business-IT alignment

This exploratory positivist case study uses multiple case design to examine the impacts of strategic alignment during the mergers and acquisitions (M&A) process and the implications for strategic formulation of successful M&A outcomes. According to alignment theory, for a firm to achieve M&A integration success, the business-IS strategies should be aligned during the M&A execution. However, our results indicate that successful, non-aligned M&A integrations can also occur, strongly supporting the emergent perspective of strategy formation in M&A integration as a valuable addition to the a priori formal planning view of strategy formation.     

Discrepancies between desired and perceived measures of performance of IS professionals: Views of the IS professionals themselves and the users

Evaluation of IS professionals is difficult. Measures are seldom fully defined and suffer from the inability of a user to consider differences between expectations and perceptions of performance. In addition, expected levels of performance and perceived levels of performance depend on the satisfaction of each group of stakeholders. Discrepancy theory leads one to expect that satisfaction is highest when performance matches expectations. To explore this gap in different groups, a sample of users and a matched sample of IS professionals was investigated in order to determine the relationship between the performance gap and satisfaction with the system on the part of the users and careers on the part of the IS professionals. Larger gaps were found to be associated with poor satisfaction in both samples. Additionally, each group had a different set of expectations, indicating that the measures did not represent the same expectation or meanings to different stakeholders. Thus, management should strive to promote uniform understanding of the measures employed in IS professional performance evaluation by all stakeholders and manage expectations according to the metrics selected.     

Toward a refined conceptualization of IS discontinuance: Reflection on the past and a way forward

Interest in studying information systems discontinuance has been increasing lately, yet there is no consensus on what it means. To improve the situation, we conduct a comprehensive review of current literature on IS discontinuance and identify 55 studies published during 1991–2017 that specifically focus on the topic. Our conceptual analysis disentangles the process, content, and context of the phenomenon, revealing that over the course of a typical IS lifecycle, IS discontinuance may materialize at least in five distinct forms: rejection, regressive discontinuance, quitting, temporary discontinuance, and replacement. After elaborating their distinctions, we discuss their theoretical, methodological, and practical implications.     

Role of big data management in enhancing big data decision-making capability and quality among Chinese firms: A dynamic capabilities view

This study examines the antecedents and influence of big data decision-making capabilities on decision-making quality among Chinese firms. We propose that such capabilities are influenced by big data management challenges such as leadership, talent management, technology, and organisational culture. By using primary data from 108 Chinese firms and utilising partial least squares, we tested the antecedents of big data decision-making capability and its impact on decision-making quality. Findings suggest that big data management challenges are the key antecedents of big data decision-making capability. Furthermore, the latter is vital for big data decision-making quality.     

The IS Organization of the Future: Impacts of Global Sourcing

Global sourcing will continue to have a major impact on IS organizations. Fourteen “new” and traditional skills that IS organizations will need in tomorrow's global sourcing environment are highlighted.     

Impact sourcing ventures and local communities: a frame alignment perspective

Using qualitative methods, this paper explores how impact sourcing (ImS) ventures frame their activities to marginalized communities. In doing so, the paper attempts to unearth the social–psychological processes undergirding ImS strategies. The findings highlight the difficulties faced by ImS ventures in operationalizing their strategic intent. More specifically, the paper provides insights into how different and diverse framings are used by ImS ventures to influence the local community. From a strategic perspective, the paper suggests that framings related to progress, family, material benefit and egalitarianism can help overcome the inevitable tensions and misunderstandings with the community. Drawing on the findings, we develop a process model that describes how competing framings of an ImS venture and the community could eventually align. Theoretically, the paper illuminates the day to day micro‐processes of reality negotiation between socially driven information technology – business process outsourcing businesses and the local communities they seek to impact.     

The IS Organization of the Future: Impacts of Global Sourcing

ABSTRACT

Global sourcing will continue to have a major impact on IS organizations. Fourteen “new” and traditional skills that IS organizations will need in tomorrow's global sourcing environment are highlighted.     

Key issues in the management of information systems: A Hong Kong perspective

The results of a survey are presented on the perceived importance of 20 IS issues in Hong Kong in 1994 and in the next five years. The survey was based on studies carried out in the USA and Taiwan. The major issues which changed were a decline in the importance of recruiting and maintaining a skilled workforce (IS human resources), accompanied by an increase in the importance of the need for a good communications network (Telecommunications). Comparing the results with those of the USA and Taiwan revealed seven issues common to all the three studies. In particular, the ability to anticipate and adapt to the changing face of IS (IS strategic planning) was a top three issue for the USA, Taiwan and Hong Kong.     

Developing community capability for e‐commerce development in rural China: A resource orchestration perspective

Community capability enables a large number of rural citizens to cooperatively engage in e‐commerce as an e‐commerce cluster, and it thus plays a critical role in e‐commerce development in the rural regions of developing countries. Taking the resource orchestration perspective as the theoretical lens, this study investigates the process for developing community capability. Two cases of community capability development in rural Chinese villages are studied. The findings reveal two settings for community capability development—government supported and self‐orchestrated—and show that community capability is developed through the individual capabilities of lead users and the resource orchestration interactions of stakeholders. This study has theoretical implications because it reveals the importance of developing community capability by orchestrating resources beyond merely providing training and education to rural community members and because it identifies the processes for developing community capability in the two respective settings. It also extends the resource orchestration perspective from a single‐firm context to a community context by revealing the resource orchestration interactions.