2016
DOI: 10.1016/j.jsis.2016.05.002
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Creating agile organizations through IT: The influence of internal IT service perceptions on IT service quality and IT agility

Abstract: This version of the referenced work is the post-print version of the article-it is NOT the final published version nor the corrected proofs. If you would like to receive the final published version please send a request to any of the authors and we will be happy to send you the latest version. Moreover, you can contact the publisher's website and order the final version there, as well.

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citations
Cited by 102 publications
(62 citation statements)
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References 109 publications
(153 reference statements)
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“…. The results of the present research are in line with the findings of Mikalef & Pateli (2017),Lowry and Wilson (2016) andChakavarti et al (2013). Based on the results of the third research hypothesis, the relationship between the perception of internal information technology services and information technology agility is 0.47 units, and the path that connects these two variables is positive and significant (at 5% error level is significant) ( the t value is higher than 1.96, the researcher's hypothesis with 95% confidence indicating the relationship of the perception of internal information technology services and the information technology agility is confirmed.…”
supporting
confidence: 93%
“…. The results of the present research are in line with the findings of Mikalef & Pateli (2017),Lowry and Wilson (2016) andChakavarti et al (2013). Based on the results of the third research hypothesis, the relationship between the perception of internal information technology services and information technology agility is 0.47 units, and the path that connects these two variables is positive and significant (at 5% error level is significant) ( the t value is higher than 1.96, the researcher's hypothesis with 95% confidence indicating the relationship of the perception of internal information technology services and the information technology agility is confirmed.…”
supporting
confidence: 93%
“…IT investments can create business value with other enterprise resources and improve firm performance (Peng et al 2016;Turel et al 2017). While firms persistently seek effective managing IT strategies to better leverage IT investment (Lowry and Wilson 2016). The firm with a higher investment in IT and historical investment against occasional failures in their IT portfolio, and undergoes the virtuous cycle to become better at managing IT (Mithas et al 2012).…”
Section: Investment Managementmentioning
confidence: 99%
“…Thus, it requires managing IT to realize its superior potential. The practice of managing IT, e.g., the managerial efforts related to planning, organizing, controlling, and directing the use of IT within an organization (Boynton and Zmud 1987;Van Der Zee and De Jong 1999;Wang et al 2015) has received a considerable attention among information system (IS) scholars, and executives (Lowry and Wilson 2016;Mithas et al 2012;Tallon et al 2000;Xu et al 2016).…”
Section: Introductionmentioning
confidence: 99%
“…Existen empresas donde el cliente debe acudir a las instalaciones para recibir el servicio (restaurantes, hospitales, bancos, oficinas de correos, entre otras), y servicios con base in situ, donde el prestador del servicio es el que se mueve para brindar el mismo, por ejemplo, la reparación de efectos electrodomésticos. Para brindar servicios de calidad se utilizan diferentes técnicas y procedimientos en correspondencia con las características del mismo, fundamentalmente de ayuda a la toma de decisiones entre las que se destacan: simulación, programación lineal, análisis clúster, técnicas multicriteriales entre otras [2,8,12].…”
Section: Introductionunclassified