A study of information systems issues, practices, and leadership in Europe

Kappelman, Leon A.; Johnson, Vess; Torres, Russell; Maurer, Chris; McLean, Ephraim R.

doi:10.1080/0960085x.2018.1497929

Cited by 46 publications

(21 citation statements)

References 6 publications

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“…In contrast, less attention has been paid to IT applications-related capabilities and how firms generate benefits from their IT 3 application portfolios (Nazir and Pinsonneault 2012). While IT infrastructure is becoming more of a commodity (Bhatt and Grover 2005), firms are increasingly investing in applications such as analytics and business intelligence, business process management, and intrafirm collaborative systems in the hope of increasing agility and performance (Kappelman et al 2016;Luftman et al 2012Luftman et al , 2013Nazir and Pinsonneault 2012). However, we know little about whether and how a firm's capacity to update its IT applications portfolio affects agility and how agility, in turn, affects firm performance.…”

Section: Introductionmentioning

confidence: 99%

“…Realizing IT benefits under these conditions requires continuous efforts to build and maintain the IT applications portfolio. This is illustrated by surveys of IT executives that find IT applications such as business intelligence, data management, business process management, and new interfirm and intrafirm collaborative systems are key priorities for firms seeking to adapt to market discontinuities (Kappelman et al 2016;Luftman et al 2012Luftman et al , 2013. Previous studies show that orchestration of resources is an important dynamic capability for adapting to changing market conditions and for improving firm performance (Sirmon and Hitt 2009;Sirmon et al 2007;Teece 2007;Wang et al 2012).…”

mentioning

confidence: 99%

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The role of IT application orchestration capability in improving agility and performance

Queiroz

Tallon

Sharma

et al. 2018

The Journal of Strategic Information Systems

179

127

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This paper investigates how IT application orchestration -a dynamic capability encapsulating a firm's ability to refresh its application portfolio through a process of building, buying, and retiring IT applications -impacts firm performance. We propose a conceptual model in which the effect of IT application orchestration on firm performance is mediated by process agility. We further propose that a firm's strategic orientation moderates the effect of IT application orchestration capability on process agility. Analysis of data from an international survey of IT executives supports our proposed hypotheses.This research contributes to the emergent literature on dynamic capabilities by proposing and testing a theory of how IT application orchestration capability affects agility and firm performance.

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Section: Introductionmentioning

confidence: 99%

mentioning

confidence: 99%

The role of IT application orchestration capability in improving agility and performance

Queiroz

Tallon

Sharma

et al. 2018

The Journal of Strategic Information Systems

179

127

View full text Add to dashboard Cite

show abstract

“…If too many efforts will be made by managers, potential conflicts could be raised among team members, while on the other hand, if time investment in the process is avoided, IS plans could turn out to be inefficient, leading to unachieved goals. Consequently, the assessment of the process is of the most importance so that any unsatisfactory result will be reduced [29,30]. The fact that IS strategy has been studied as a homogenous topic is unfortunate.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Strategizing Information Systems: An Empirical Analysis of IT Alignment and Success in SMEs

Kitsios

Kamariotou

2019

Computers

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IT investment is a crucial issue as it does not only influence the performance in Small-Medium Enterprises (SMEs) but it also helps executives to align business strategy with organizational performance. Admittedly, though, there is ineffective use of Information Systems (IS) due to a lack of strategic planning and of formal processes resulting in executives’ failure to develop IS plans and achieve long-term sustainability. Therefore, the purpose of this paper is to examine the phases of Strategic Information Systems Planning (SISP) process that contribute to a greater extent of success so that guidelines regarding the implementation of the process in SMEs can be provided. Data was collected by 160 IS executives in Greek SMEs during February and May 2017. Multivariate Regression Analysis was applied on the detailed items of the SISP process and success constructs. The results of this survey present that managers should be aware of the strategic use of IS planning so as to increase competitive advantage. Senior executives should choose the appropriate IT infrastructure (related to their business strategy and organizational structure), so as to align business strategy with organizational structure. The findings of this paper could help IS executives concentrate their efforts on business objectives and recognize the great value of the planning process on their business.

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“…Even if no efforts should be spared by organizations to be agile [16], organizations are facing difficult decisions regarding their ITI and have to become tightrope walker to navigate between limiting ITI spending, streamlining ITI and developing/maintaining organizational agility [1,17]. As highlighted by Tallon et al [1], organizations are constantly trying to balance between the "desire to be agile with an ongoing process to streamline IT operations and limit IT spending (p.2)".…”

Section: Introductionmentioning

confidence: 99%

Technological Evolution Agility and Dynamic IT Capabilities: A Delphi Study

Bourdeau

Coulon

Vieru

2021

Proceedings of the Annual Hawaii International Conference on System Sciences

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Robust information technology infrastructures (ITI) are essential for organizations since they are the heart of almost every organization and are considered as key assets that play strategic roles and affect organizational performance. To cope with the effects of technological evolution, IT managers must have an articulated vision of their ITI as well as the ability to acquire, deploy, combine and reconfigure their ITI, i.e. dynamic IT capabilities. However, the underlying organizational actions of dynamic IT capabilities are difficult to identify and to circumscribe. Drawing on a Delphi study involving 29 IT management experts, this study has identified key organizational actions deployed to overcome the challenges related to the constant and rapid technological evolution to be agile. Overall, the experts emphasized the importance of collaboration, competencies, roadmap, standardization and monitoring to overcome the challenges and exploit the opportunities related to the constant and rapid technological evolution while fostering organizational agility.

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A study of information systems issues, practices, and leadership in Europe

Cited by 46 publications

References 6 publications

The role of IT application orchestration capability in improving agility and performance

The role of IT application orchestration capability in improving agility and performance

Strategizing Information Systems: An Empirical Analysis of IT Alignment and Success in SMEs

Technological Evolution Agility and Dynamic IT Capabilities: A Delphi Study

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