Competitive advantage from mandatory investments: An empirical study of Australian firms

An empirical investigation of business‐to‐business e‐commerce adoption and its impact on SMEs competitive advantage: The case of Egyptian manufacturing SMEs

“…One of the major tangible benefits from adopting and implementing B2B e‐commerce by SMEs is cost reduction (Standing & Lin, ). Many researchers such as Krell and Matook ( ) found that e‐commerce adoption reduce communication costs as well as operating costs with business partners. Furthermore, adoption of e‐commerce can lead to reducing inventory costs (Lumpkin, Droege, & Dess, ).…”

“…Many researchers such as Krell and Matook (2009) found that e-commerce adoption reduce communication costs as well as operating costs with business partners. Furthermore, adoption of e-commerce can lead to reducing inventory costs (Lumpkin, Droege, & Dess, 2002).…”

A contingency model for estimating success of strategic information systems planning

“…As recent empirical evidence seemed to suggest a negative relationship between IS and firm performance, the purpose in SISP was questioned [17]. The resolution of the productivity paradox triggered practitioners' interests and made SISP a common practice in firms [10]. Our findings also had a practical contribution, assisting CIOs in reconciling the dissonance between the considerable investment of time, capital, and human resources in SISP processes, and their IS failures, which was a key concern of CIO during the 1980s and 1990s, and in recent years has never been stronger.…”

Enterprise Governance of Information Technology

“…All useful information is bundled in the business case and relevant calculations are described to provide a rationale and justifi cation for the potential investment (Krell & Matook, 2009 Programme -a structured grouping of projects that are both necessary and sufficient to achieve a business outcome and deliver value, including business change management, business processes, people, etc. (primary unit of investment within VALIT)…”

“…Nonetheless, continuously using a business case throughout an entire investment life cycle can increase the adoption of the information system (IS) and is fundamental to benefi t realization (Al-Mudimigh, Zairi, & Al-Mashari, 2001 ;Law & Ngai, 2007 ). Moreover, it is one of the major success factors for an investment and a source of a competitive advantage (Altinkemer, Ozcelik, & Ozdemir, 2011 ;Krell & Matook, 2009 ). Therefore, organizations should start to approach a business as a process instead of as a document.…”