Decision execution mechanisms of IT governance: The CRM case

Employing the literature on IT governance and the structuration theory of technology assimilation, this research develops a conceptual model to examine decision execution mechanisms of IT governance in post-adoption stages of CRM diffusion, i.e. CRM use, impacts on business processes, and impacts on firm performance. While the literature mainly addresses the forms and contingencies of IT governance structures for decision making, we focus on IT governance mechanisms for decision execution, that is, the role of top management, business managers and IT managers in post-adoption stages of technology diffusion and how these groups are held accountable for their role. We conceptualize decision execution mechanisms of IT governance as including two dimensions: vertical advocacy from top management and horizontal coordination between business and IT managers. Decision execution mechanisms are assumed to facilitate CRM use and value creation. We analyze a dataset of 82 Chinese firms to examine the model and associated hypotheses. Our results show that: (1) decision execution mechanisms, including both vertical advocacy and horizontal coordination, significantly contribute to the three stages of CRM diffusion; (2) vertical advocacy has a notably greater effect on CRM use and firm performance gains than horizontal coordination, which has a greater effect on process gains. (3) CRM use creates operational and strategic benefits in customer-oriented business processes, which further improves firm performance. These findings have important implications for understanding how IT governance shapes the diffusion of CRM technology.     

Mediation effect of business process and supply chain management capabilities on the impact of IT on firm performance: Evidence from Chinese firms

Motivated by the seeming presence of the productivity paradox in China, this research revisits the question of how information technology (IT) affects firm performance. Leveraging the process-based view of IT, we establish a theoretical framework for the mediation factors for the relationship between IT capabilities and performance. Based on a survey of 127 companies in China, we find that a firm's management capabilities to manage both its internal and external business processes fully mediate the impact of IT on firm performance. The two management capabilities in this study are business-process management capability and supply-chain management capability. Our results show that only the coherent integration of IT capability with firm’s ability to optimize business processes and to improve management of supply chains can enhance firm performance. Firms should avoid the fallacy that IT investments are solely responsible for better firm performance. Based on our findings, we discuss the implications for research and practice.     

Examining the influence of modularity and knowledge management (KM) on dynamic capabilities: Insights from a call center

Modularity in organizations can facilitate the creation and development of dynamic capabilities. Paradoxically, however, modular management can also stifle the strategic potential of such capabilities by conflicting with the horizontal integration of units. We address these issues through an examination of how modular management of information technology (IT), project teams and front-line personnel in concert with knowledge management (KM) interventions influence the creation and development of dynamic capabilities at a large Asia-based call center. Our findings suggest that a full capitalization of the efficiencies created by modularity may be closely linked to the strategic sense making abilities of senior managers to assess the long-term business value of the dominant designs available in the market. Drawing on our analysis we build a modular management-KM-dynamic capabilities model, which highlights the evolution of three different levels of dynamic capabilities and also suggests an inherent complementarity between modular and integrated approaches.     

Patterns of co-alignment in information-intensive organizations: business performance through integration strategies

Information technology (IT) has transformed business practices in the last several decades: operations, product strategies, distribution, and customer service have become increasingly dependent on IT. Moreover, IT has changed its orientation from that of pure operational utility in the 1960s and 1970s to that of a competitive weapon in the 1990s and today. These phenomena have affected the way modern organizations are managed, as well as the way IT affects the strategic activities of an organization's value-chain.In particular, aligning an organization's business and IT strategies in order to deliver higher business performance presupposes a strategic business opportunity to which information systems technology is integral. In other words, Strategic Alignment between business and IT can have a positive business impact only if we see an organization's IT components as parts of a well-integrated organizational system. If business strategy is viewed separately from IT strategy or IT strategy is viewed only as a “support” tool, then there is little likelihood that the above positive impact of strategic alignment can take place.This research suggests, develops and tests a strategic co-alignment model by examining three types of integration that impact the planning process and the overall performance of information-intensive organizations: technological integration (TI), functional integration and strategic integration (SI).The results of this research yield some useful set of guidelines for theory building for IS, as well as for the business practice aspect of IS: most interesting is the role of consistency (co-alignment) between an organization's business and strategic information systems plans to improve overall firm performance. Other recommendations include having a high degree of involvement of IS executives in corporate planning, the use of outsourcing services to promote organizational systems integration, and the importance of internal coordination mechanisms to facilitate both systems consistency and lower transaction costs. Finally, this study has employed cluster analysis and discriminant analysis to interpret the research findings.     

An empirical study on business analytics affordances enhancing the management of cloud computing data security

The mechanism of business analytics affordances enhancing the management of cloud computing data security is a key antecedent in improving cloud computing security. Based on information value chain theory and IT affordances theory, a research model is built to investigate the underlying mechanism of business analytics affordances enhancing the management of cloud computing data security. The model includes business analytics affordances, decision-making affordances of cloud computing data security, decision-making rationality of cloud computing data security, and the management of cloud computing data security. Simultaneously, the model considers the role of data-driven culture and IT business process integration. It is empirically tested using data collected from 316 enterprises by Partial Least Squares-based structural equation model. Without data-driven culture and IT business process integration, the results suggest that there is a process from business analytics affordances to decision-making affordances of cloud computing data security, decision-making rationality of cloud computing data security, and to the management of cloud computing data security. Moreover, Data-driven culture and IT business process integration have a positive mediation effect on the relationship between business analytics affordances and decision-making affordances of cloud computing data security. The conclusions in this study provide useful references for the enterprise to strengthen the management of cloud computing data security using business analytics.     

Supporting performance management with business process management and business intelligence: A case analysis of integration and orchestration

The case(s) demonstrates the importance of business process management (BPM) and business intelligence systems (BIS) in achieving better firm performance. It has been well documented in the literature that research on the effectively usage and combination of knowledge from BPM and BIS in turbulent service environments is limited. In response, we conduct an exploratory comparative case study of four firms in banking and telecommunication industries that have implemented BPM initiative and BIS solution. Our results firstly highlight that actual results of applying BPM and BIS differ greatly from the results that were originally planned. Secondly, we find that BIS initiatives are usually driven by improving marketing and sales, while BPM initiatives are driven by improving business processes. Thirdly, we identify that there is a lack of strong commitment to using both systems for supporting performance management.     

基于IT治理的战略信息管理风险控制

信息技术已经渗透到企业价值链中各个环节,改变了业务流程,随之,内部控制和治理结构同样需要革新。本文通过对战略信息管理风险控制提出的背景、概念、与IT治理的关系以及IT治理四种模型进行了尝试性的阐述,对建立企业战略信息管理风险控制框架进行初步研究和探索。     

Achieving top management support with business knowledge and role of IT/IS personnel

The business-IT gap is still present in many companies and IT/IS professionals often impute the responsibility for this to management and claim they lack top management's support for their initiatives. The aim of this paper is to show how IT/IS personnel can achieve top management support. Based on more than 50 in-depth interviews with CIOs and CEOs in the last 10 years we hypothesize that top management support can be attained with the business and managerial knowledge and skills of IT/IS personnel as well as with the business-oriented role of the IT/IS department. The impact was empirically tested via structural equation modeling (SEM) using data from 152 Slovenian companies with more than 50 employees. Based on findings some implications for top managers and IT/IS professionals are given, especially for CIOs, on how IT/IS personnel can contribute to bridging the gap.     

The critical success factors of business process management

Although business process management (‘BPM’) is a popular concept, it has not yet been properly theoretically grounded. This leads to problems in identifying both generic and case-specific critical success factors of BPM programs. The paper proposes an underlying theoretical framework with the utilization of three theories: contingency, dynamic capabilities and task–technology fit. The main premise is that primarily the fit between the business environment and business processes is needed. Then both continuous improvement and the proper fit between business process tasks and information systems must exist. The underlying theory is used to identify critical success factors on a case study from the banking sector.     

Increasing process orientation with business process management: Critical practices’

This paper studies the role of business process management in creating a higher business process orientation. The purpose is to analyze previously suggested practices to identify those that are critical at a certain business process orientation maturity level and those that are not. A case study is used to identify the critical success factors. Then a statistical analysis of a sample of 324 companies is undertaken to operationalize the success factors in the form of critical practices. Organizations following these critical practices at a certain level will reach higher process orientation sooner.     

A case analysis of Savecom: The role of indigenous leadership in implementing a business intelligence system

Evidence suggests that some factors can determine the successful implementation of strategic IT systems, i.e. Business Intelligence (BI). Although BI systems can provide companies with insights into their business operations they are painstakingly difficult to implement. Most frequently, employee resistance and change management related issues have been identified as the main causes of system implementation failure. This is particularly true for Chinese firms, where cultural nuances such as personalism and particularism serve as powerful barriers to ‘intelligence’ sharing. In this case study, we report how Chinese CEOs can overpower these restraining forces to facilitate implementation success. Preliminary evidence from our case firm suggests that a strong, committed and adaptive leadership style provides a basis for effective BI exploitation. Further, we also identify some strategic and tactical actions that Chinese CEOs can use to foster a knowledge sharing culture that is conducive to BI systems implementation.     

Implementing an IT service information management framework: The case of COTEMAR

It is evident that organizations are demanding more efficient information management technologies in order to offer high quality services for both internal and external clients. Firms pursue the implementation of processes aligned to their strategic and operational objectives and, to achieve these goals, they usually introduce various frameworks and approaches to information technology service management, such as Information Technology Infrastructure Library (ITIL) or Control Objectives for Information and Related Technologies (COBIT). However, once incorporated, it is essential to have mechanisms that guarantee performance efficiency. One of such mechanism is the Service Management Office (SMO). The case analysis presented here describes the lessons learned from its implementation in COTEMAR. The results provide useful insights for firms interested in integrating SMO within IT service management practices.     

基于建导的企业高层管理团队决策流程设计研究

企业高层管理团队成员如何通过更好地协作来促进快速高效决策,对整个企业的发展来说至关重要。本研究通过引入国际新兴的建导理论,采用"设计科学研究(Design Science Research)"这一新兴研究方法,针对企业高层管理团队设计了具体的建导式协作决策流程。通过选取国内的一个IT企业,综合使用实验案例和深度访谈法对该决策流程进行验证,从而得出相关结论以及影响因素之间的关联关系。访谈的数据分析结果显示,本文所设计的决策流程能够有效地帮助企业高管团队做出决策,从而提高团队生产力,促进团队达成共识,并起到促进预测的作用。     

Business-IT Alignment: A practical research approach

The purpose of this study is to empirically investigate the impact of Business-Information Technology Alignment, or BIA, on organizations and to revisit the BIA antecedents by using data from hotel sector of the service industry.The research model was developed based on the literature and inputs from the hotel industry and IT experts, using the Structural Equation Modeling (SEM) technique in data analysis, and data from phone interviews that were conducted with both business and IT personnel from 3 to 5 star hotels in Thailand.We found that Business-IT Alignment does have a positive relationship with organizational performance. Shared domain knowledge was found to have the highest relationship with Business-IT Alignment while IT management sophistication had the least impact, but in a negative direction, while organizational size was found to be a moderator. Other BIA antecedents were effective communication, IT operational and implementation success, and planning sophistication.This study developed a model that integrates the alignment between the strategic and operational levels which offers a holistic view of BIA, different from previous studies that considered only one or the other level. Secondly, we cross verify the antecedents from the literature and actual practice by interviewing experts in the industry. Finally, we revisited measurements and relationships among the constructs so that the model is up-to-date and applicable to the current business environment.     

企业联盟中IT整合能力对IT关系能力的影响

本文结合我国的企业联盟实践和相关理论,提出了IT能力的概念,并运用实证方法验证了IT整合能力对IT关系能力的影响。结构方程模型的结果表明,在IT整合能力中,IT集成能力正向影响IT管理能力;在IT关系能力中,IT与业务关系正向影响外部IT联系;且IT整合能力对IT关系能力具有正向影响,IT集成能力通过IT管理能力的部分中介作用正向影响IT关系能力;IT管理能力通过IT与业务关系的部分中介作用正向影响外部IT联系。该研究不仅为基于联盟的IT能力提供了理论基础,也对企业经理管理联盟中的IT活动具有一定的参考价值。     

基于知识平衡计分卡的知识管理模型

知识管理与平衡计分卡虽然都是目前理论研究的热点,但是把二者结合起来研究的还很鲜见。本文对平衡计分卡和知识管理进行整合研究,提出了知识平衡计分卡(KBSC)和基于KBSC的知识管理模型,并介绍了应用这个模型的步骤与方法。     

Dependency-based IT Governance practices in inter-organisational collaborations: A graph-driven elaboration

In an ever more globalised world IT (Information Technology) managers increasingly have to support value creation within inter-organisational collaboration settings. Such organisational forms with their inherent complexity require specific approaches for their IT management within. Especially important for unleashing the chances of networked arrangements is the right form of IT Governance. Choosing the right arrangement for IT Governance is heavily dependent on understanding the concepts on which such business constellations are built. In this paper we provide therefore first a systematically derived, graph-based perspective on the key terms of inter-organisational collaboration. Based on this understanding of concepts and structured representations of inter-organisational dependencies we present interorganisational governance practices for IT. Specifically, we assign accountabilities to top executive roles from both IT and business. By keeping a holistic perspective, the insights gained in this study are highly relevant for strategic information management in terms of Business-IT Alignment as well as monitoring and controlling of inter-organisational information infrastructures in a rapidly changing business environment.     

The effectiveness of workflow management systems: A longitudinal study

Workflow management systems coordinate and allocate work through the various stages of executing business processes. The benefits of such systems appear pervasive, but no hard data is available that confirms that their implementation improves organizational performance. In part, this is due to the difficulty of measuring the effects of enterprise-wide initiatives in general. In this paper, the results are presented of a longitudinal, multi-case study into the effectiveness of workflow management technology. The study builds on a novel methodology that combines field work and computer simulations. Through its application, the contribution of this technology to conduct business processes faster and with less effort could be quantitatively assessed. Surprisingly, only a fraction of the projects that were followed in this longitudinal study led to a fully operational implementation of a workflow management system at all. Even so, in most of the projects where such a system was introduced this resulted in substantial improvements. We present success and fail factors for the implementation of this technology within organizations, which we inferred from a follow-up analysis. The novel methodology presented in this paper is thought to be of value to track the performance effects of introducing other technologies or organization concepts as well.     

Enterprise Information Portals in support of business process, design teams and collaborative commerce performance

Enterprise Information Portals (EIPs) have been widely adopted as platforms for the integration of knowledge management and information technology (IT). This study has been conducted from the knowledge management perspective in order to examine the influence of EIPs on collaborative commerce in the automobile industry. This study explores the integration of internal and external business processes and the coordination of collaborative design teams. An initial qualitative investigation explores the practical applications of an EIP in an automobile company. A research model is then formulated and tested using a questionnaire survey of the R&D department of a motor company in Taiwan. The results of the data analysis reveal that presence of EIPs can help a company realize the benefits of c-commerce. EIPs also can improve collaborative commerce performance by promoting the degree of integration of the enterprise process and by strengthening the process innovation and communication of collaborative design teams. The results suggest that managers should reinforce important factors, including knowledge management tools, process integration, and the quality of design teams, in order to achieve success in collaborative commerce.     

Platform-based customer agility: An integrated framework of information management structure,capability, and culture

Platform-based customer agility is the ability to leverage the voice of the customer on a platform to achieve market intelligence and to explore competitive action opportunities. Prior studies have indicated the critical role of customer agility in enabling the survival and prosperity of contemporary organizations in a turbulent business environment, although how to develop this capability is not answered. The current research attempts to fill this theoretical gap. Drawing on the information management literature, we propose an integrative information management framework to investigate the process of developing customer agility. By conducting a case study of a leading e-commerce platform in China, we identify three types of platform-based customer agility (i.e. reactive customer agility, proactive customer agility, and coactive customer agility) in different phases of the growth of the platform. Furthermore, a process model is developed from the case study. It shows that platform-based customer agility is achieved by establishing information management structure, developing information management capability, and instilling information management culture. This study contributes to the knowledge on customer agility and information management. Detailed recommendations are also provided for potential practitioners.