For decades, one of the main concerns of both practitioners and academics has been the business value of dynamic accounting information systems (DAIS). A number of studies have demonstrated the positive effects of information systems capability on overall organizational performance, but our understanding of the business processes capabilities through which such gains are achieved remains limited due to a lack of focus on the turbulent business environment. As a result, the research on information systems continues to debate such a connection. The role of business process capabilities in modulating the link between dynamic AIS capability and organizational resilience was investigated in this study. Our results show that, while firm-wide dynamic AIS capability has characteristics of flexible AIS, complement BI system, and AIS-related human resource competency, the impact on organizational resilience is positively affected by mediation of business process capabilities based on 144 matched questionnaires selected from large companies from various sectors listed on the Bursa Malaysia. Our results also suggest that dynamic AIS capability has an impact on organizational resilience. According to the Resource-Based Theory (RBT) and dynamic capabilities view (DCV) viewpoints, there is a link between dynamic AIS and business process capacity to improve organizational resilience. The findings strongly support the claim that an organization’s dynamic AIS capabilities—both flexible AIS, complementary business intelligence (BI) system, and AIS-related human resource competency—can help an organization improve its resilience. This research’s practical and theoretical ramifications as well as its limitations are examined.
This research investigates the impact of the project management office functions on project success in Saudi Arabia. A comprehensive literature review is conducted to study different project management functions and project success measures. The data collected on a validated list of 19 project management office functions and 14 project success measures obtained from the literature. The analyses have two parts, one to compare the project performance of organizations that have PMO to those who do not have, using excel sheets by averaging the responses for each measure. The second part is to study the relationship between PMO functions and project success measures using structural equation modeling SEM in SMARTPLS-S software. Sixteen hypotheses were generated for analyses in SEM and five of these hypotheses were validated while the remaining 11 could not be validated. The results reported that PMO organizational learning functions directly impact project outcomes, while functions of project monitoring and controlling partially impacts customer satisfaction.
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