Purpose -Through a detailed review of Literature, the purpose of this paper is to provide insights into the state-of-the-art research about the process of information technology business value (ITBV) creation, a less-traversed direction in ITBV research, from the perspective of causality since a lack of causal reasoning may be disastrous for ITBV creation. Design/methodology/approach -With the help of eight keywords, ten databases were searched which fetched about 415 articles of which 22 were selected based on their relevance and proved as the base papers for classifying available literature. A further forward and reverse search fetched an additional 34 articles, resulting in a total of 56 articles which were reviewed in detail. Findings -The five main categories of literature which emerged are ITBV (General), ITBV benefits, mediating factors and synergy (which use of organization dynamic capability (ODC) as first stream of ITBV research), and IT-enabled organizational transformation (ITOT as second stream). ODC is fairly mature, however, ITOT will benefit from a further research. Research in the ITBV (General) category suggests the development of dynamic models as opposed to the prevalent static models of ITBV creation.Research limitations/implications -For the period 1990-2008, only the most important articles were included in the study and hence certain pre-2008 articles' view might have been overlooked. Practical implications -The literature review will give practitioners a perspective to look at specific areas in the context of their organization to develop capabilities which will lead to enhanced ITBV creation. Originality/value -This review focusses on ITBV creation and helps move toward building of a dynamic holistic model of ITBV creation by providing only a bird's eye view is provided of the most important articles from 1990 to 2008 but a comprehensive view of literature from 2008 to mid-2014.
Purpose – Financial measures, available aplenty, of returns on investments in information technology (IT) are deemed insufficient in terms of inclusion of intangible benefits. The purpose of this paper is to re-conceptualize the IT business value (ITBV) benefits by Gregor et al. (2006) after a contemporary evaluation. Design/methodology/approach – IT experts have been administered the instrument to provide insight into the contemporary cogitation of ITBV benefits and factor analyses are employed to re-conceptualize the ITBV benefits. Findings – Of the four ITBV benefits, the statistical analysis suggests that Informational and Transactional benefits need to be re-conceptualized. It is affected through a systematic linking of parameters – business strategy, objectives, information systems (IS) strategy, IS role and IS-business alignment profiles in that order. Research limitations/implications – Operational definitions of re-conceptualized ITBV benefits have been presented which may be operationalized into components. Practical implications – The re-conceptualization provides managers with an enhanced understanding of ITBV in line with the alignment of IS with business objectives and strategy and guides managers to develop customized ITBV measures. Originality/value – The study employs factor analyses to analyse the ITBV benefits. It proves that the changing face of IT, wherein it is looked at as a value creator, needs an all-encompassing and contemporary envisioning of ITBV benefits. It also suggests an advanced typology based on further insightful IS literature.
Creating value is the most imperative motive of an organization. To address the future sustainability challenges, organizations need to create value in a way which takes care of not only the environmental and social needs of the growing population but also the economic ones. Sustainable Value (SV) creation is the key for addressing such needs, and it can be enhanced by stakeholder engagement affected through a range of dialogues. This paper presents a 4x4 grid as a prescriptive tool for practising managers. By assessing the organization's current level of engagement and corresponding level of stakeholders' value obtained, managers can choose the more enabling dialogue to attain progressive levels of SV achieved by implementing the four sustainability strategies. However, to maximize the possible benefits of co-creation with stakeholders and to simultaneously minimize the risks, managers need to choose the projects carefully and cautiously. Theoretically, this paper serves as a base for encouraging further research on co-creating enhanced SV.
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