Decision execution mechanisms of IT governance: The CRM case

Dong, Shutao

doi:10.1016/j.ijinfomgt.2011.09.003

Cited by 17 publications

(11 citation statements)

References 54 publications

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“…Jewer and McKay (2012) examined the antecedents and consequences of board IT governance and identified that it has a positive impact on the contribution of IT to firm performance. Dong (2012) analyzed in the Chinese firms, that the CRM systems integrated customer-oriented business processes, IT governance structures, and mechanisms (Decision execution mechanisms) can influence firm performance.…”

Section: Information Technology Governancementioning

confidence: 99%

IT Governance as Drivers of Dynamic Capabilities to Gain Corporate Performance Under the Effects of Environmental Dynamism

Yoshikuni

2021

International Journal of Business, Economics and Management

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For researchers and practitioners, there is an important central question to answer, how information technology (IT) governance can help organizations survive and thrive in constantly changing business environments. To address this issue, this study examines the influence of IT governance on dynamic capabilities to sustain corporate performance under environmental dynamism. Tests of the proposed model were performed using survey data from 147 Brazilian firms to support the hypotheses. The results demonstrated that IT governance is a core enabler of dynamic capabilities innovation and operational capabilities for corporate performance gains. The heterogeneity tests also showed that the firm's orientation strategy of prospector and analyzer, under conditions of high dynamism environmental, increased the value of IT governance to enable innovation capability, while the impact of IT governance-enabled operational capabilities under low dynamism, amplified the firm's orientation strategy of defender and reactor. For practical application, this study indicated that managers should be knowledgeable about how IT governance capability plays a fundamental role to enable dynamic capabilities and generate economic payoffs. Contribution/Originality: The original contribution of the work is illustrated of the relationship between IT governance practices, an approach that combined five IT capabilities, and dynamic capabilities (innovation and operational) to gain corporate performance under an uncertainty environment of dynamism, which has not been previously subject to large scale empirical testing.

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Section: Information Technology Governancementioning

confidence: 99%

IT Governance as Drivers of Dynamic Capabilities to Gain Corporate Performance Under the Effects of Environmental Dynamism

Yoshikuni

2021

International Journal of Business, Economics and Management

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“…IT governance is quite a well-researched area, but still in need of further studies. Much of the previous research has been quantitative, see for instance Weill and Woodham (2002), Weill (2004), Verhoef (2007), Heart et al (2010), Bart and Turel (2010), Dong (2011), and Nfuka and Rusu (2011). Quantitative studies help us explore governance patterns, see for instance the work by Weill and Woodham (2002) and Weill (2004), or reveal factors which could explain success and failure in adopting governance strategies such as in Verhoef (2007), Simonsson et al (2010) and Nfuka and Rusu (2011), but they cannot describe the complexity of the concept or depict effects of strategies applied.…”

Section: It Governancementioning

confidence: 99%

“…Moreover, the focus of research has been on CEO and CIO level and to explain overall enterprise effects rather than describing the effects of governance strategies on the operational level. Few papers have been published with focus on a particular business area such as the one by Dong (2011), who studied the connection between IT governance decision execution and customer relationship management (CRM) systems diffusion.…”

Section: It Governancementioning

confidence: 99%

IT governance from the operational perspective - a study of IT governance strategies applied within maintenance management

Kans¹

2018

IJSTM

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This paper investigates the existence and effects of different IT governance strategies on the operative level of manufacturing industries. The study is based on a mixed research method including statistical analysis of questionnaire data and a qualitative analysis of interview material. The operational business unit that is being studied is maintenance and its management. Several types of IT governance strategies existed within this business unit according to the study, and the decentralised was the most common. The different strategies had both a positive and negative impact on the business unit, but the federal IT governance strategy seems to overcome some of the problems in the others. The results indicate that there might be other characteristics worth testing than the ones used in this study, for instance the size of the business unit.

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“…Enterprise systems (ES) such as Enterprise Resource Planning (ERP), Customer Relationship Management (CRM), and Supply Chain Management (SCM) are generally perceived by users to be complex systems (Wognum et al, 2004). From an organisation's perspective, new enterprise system implementation helps to improve efficiency, effectiveness, and employees' job performance in organisations (Davis, 1993;Dong, 2012). However, the introduction of a new enterprise system tends to require substantial changes in work processes, work practices, relationships between different professional workgroups, roles, skills, and capacities of the system users (Schilhavy & Iyer, 2007).…”

Section: Introductionmentioning

confidence: 99%

Examining Post-Adoptive Change of Enterprise System Implementations: A Socio-Technical Perspective

Techakriengkrai¹,

Techatassanasoontorn

Tan

2021

AJIS

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The implementation of a new enterprise system is a major change event for end-users. Since organisations need to modify their processes and structures to align with the enterprise system, users must learn and understand the new system as well as engage with it in their work practices. Past research has largely focused on the initial organisational adoption of an enterprise system. However, there has been little research concerning the change process in the post-adoption stage. This research addresses this gap by drawing on the punctuated socio-technical information system change (PSIC) model to explain the change through critical events, gaps between socio-technical components, responses to gaps, and outcomes. The research question is: How do socio-technical changes unfold in an enterprise system implementation? The study employs a qualitative interpretive case study method. The results reveal that changes in the structure of work following enterprise system implementation affect organisational performance, the social system, and individual work practices. This research contributes to a better understanding of technical and social changes and their impacts in the post-adoption of enterprise system implementation. The findings may assist organisations in providing appropriate resources and support for successful enterprise system implementation.

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Decision execution mechanisms of IT governance: The CRM case

Cited by 17 publications

References 54 publications

IT Governance as Drivers of Dynamic Capabilities to Gain Corporate Performance Under the Effects of Environmental Dynamism

IT Governance as Drivers of Dynamic Capabilities to Gain Corporate Performance Under the Effects of Environmental Dynamism

IT governance from the operational perspective - a study of IT governance strategies applied within maintenance management

Examining Post-Adoptive Change of Enterprise System Implementations: A Socio-Technical Perspective

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