An Empirical Test of IS Leadership as the Driving Force in Improving IS Performance: The Service Level Perspective

Shi, Zhengzhong

doi:10.28945/139

Cited by 2 publications

(3 citation statements)

References 26 publications

(34 reference statements)

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“…1. H1 and H2 have been tested in Shi (2007). However, for the completeness of the model development, these two hypotheses are also incorporated and further developed here in this paper.…”

Section: Notesmentioning

confidence: 99%

“…2. All the instruments have been developed in other papers (Shi et al, 2005;Shi, 2007), the key contribution of this paper is not to develop instruments, but to test the role of IS architecture planning in enhancing IS outsourcing's impact on IS performance as indicated in the title of the paper.…”

Section: Notesmentioning

confidence: 99%

“…Instrument developmentInstruments[2] for IS leadership, making technology work, business system thinking, IS-user relationship building, IS architecture planning, and IS performance (i.e. the surrogate of IS outsourcing effectiveness) were developed inShi (2007) and the details…”

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confidence: 99%

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The role of IS architecture planning in enhancing IS outsourcing's impact on IS performance

Shi

2010

Journal of Enterprise Information Management

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Purpose -The purpose of this paper is to develop a conceptual model on the role that information systems (IS) architecture planning plays in enhancing IS outsourcing's impact on IS performance and to empirically test the model. Design/methodology/approach -Survey data were gathered and structural equation modeling technique is used to test hypotheses. Findings -The empirical test clearly demonstrates the important role that IS architecture planning plays in enhancing IS outsourcing's impact on IS performance. In other words, it shows that IS architecture planning provides a blueprint for establishing necessary technical and administrative platforms, based on which IS outsourcing can be effectively implemented to positively impact IS performance. Consequently, the key proposition in the conceptual model of the study has been empirically validated.Research limitations/implications -The relatively low response rate requires future studies to re-validate the model to test the robustness of the findings. The fact that 75 percent of respondents are IS managers/directors may produce inflated responses on IS performance and future studies with more balanced IS and business managers' participation can help to further verify the model. Future research can also investigate how web compliant-based technologies such as SOA and XML can enable high levels of modularity to improve IS outsourcing effectiveness for better IS performance. As to control variables, the extent of IS outsourcing and the level of IS architecture maturity may be incorporated in a refined model to better test the role IS architecture planning plays in enhancing IS outsourcing's impact on IS performance. IS outsourcing effectiveness may be added to the model as a bridge linking IS outsourcing competences to IS performance. A longitudinal study can be conducted to analyze the dynamics of how IS architecture planning can impact IS outsourcing informed buying and help one to understand the portfolio of outsourcing control mechanisms in a multiple outsourcing projects setting. Practical implications -The empirical support of the key proposition that IS architecture planning enhances IS outsourcing's impact on IS performance makes it very clear that IS management should make due efforts to improve their understandings of various IS components, associated business processes, and their interactive relationships for better IS outsourcing management. Further, the identification of the antecedents of IS architecture planning will enlighten practitioners about how to improve their IS architecture planning competence. Originality/value -The paper builds on previous research to provide further empirical evidence on the role that IS architecture planning plays in enhancing IS outsourcing's impact on IS performance.

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“…1. H1 and H2 have been tested in Shi (2007). However, for the completeness of the model development, these two hypotheses are also incorporated and further developed here in this paper.…”

Section: Notesmentioning

confidence: 99%

Section: Notesmentioning

confidence: 99%