Does mutuality matter? Examining the bilateral nature and effects of CEO–CIO mutual understanding

Benlian, Alexander; Haffke, Ingmar

doi:10.1016/j.jsis.2016.01.001

Cited by 70 publications

(37 citation statements)

References 67 publications

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“…However, the research offered neither definition of such a partnership nor the indicators to measure it or the factors influencing it. Similarly, it has been shown that a good relationship between top management and the IT manager is crucial for a healthy business-IT partnership (Benlian and Haffke, 2016). However, the question of how to achieve business-IT partnership remains unanswered.…”

Section: Literature Review 21 the Business-it Partnership And Social Exchange Theorymentioning

confidence: 99%

Establishing a partnership between top and IT managers

Manfreda

Štemberger

2019

ITP

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Purpose A poor relationship between top management and IT personnel is often denoted as a business–IT gap. In an era of digital transformation, bridging this gap and establishing a strong relationship between business and IT are more important than ever before. The purpose of this paper is thus to examine a particular link between business and IT managers – a partnership relationship – together with the factors facilitating it. Design/methodology/approach A partnership construct is developed based on interdisciplinary studies and transferred to the business–IT context since it is not generally used in IT disciplines. The model was empirically tested with structural equation modelling using data obtained from 221 IT managers in Slovenian companies. Findings The results show that both the perceived value of IT and the business orientation of the IT department exert a positive influence on the partnership, while a mere technology-oriented IT department has a negative effect on the partnership relationship. Furthermore, the paper also presents the prerequisites for a business-oriented IT department. Originality/value In this digitalisation era, IT is becoming even more important for its strategic role in organisations. There is thus a strong need to bridge the business–IT gap. Despite significant efforts made to close this gap, it remains a major issue. This research contributes to understanding the business–IT gap and presents the key factors for ensuring a partnership relationship is in place. The study also combines the views of social exchange theory and knowledge-based theory and upgrades findings concerning the influence of social facilitators on collaboration outcomes.

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Section: Literature Review 21 the Business-it Partnership And Social Exchange Theorymentioning

confidence: 99%

Establishing a partnership between top and IT managers

Manfreda

Štemberger

2019

ITP

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“…Moreover, we offer companies adopting scaled-agile practices further recommendations for the implementation and work system design. As a caveat we observed among our case companies that most transformation initiatives have not really reached the top management layer yet, which may represent a major inhibitor for implementation success [30].…”

Section: Resultsmentioning

confidence: 77%

Implementing Scaled-Agile Frameworks at Non-Digital Born Companies - A Multiple Case Study

Schuch¹,

Gerster

Hein

et al. 2020

Proceedings of the Annual Hawaii International Conference on System Sciences

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For traditional enterprises to harness the advantages of organizational agility, scaled-agile frameworks seem to be more appropriate to adopt agile practices at large scale. However, the adoption of agile practices often creates trade-offs between the implementation of an ideal theoretical framework and company-specific necessities. While extant research has covered the implications and challenges when adopting agile structures, our research focuses on the how and why of such trade-offs using Socio-Technical Systems Theory. Drawing on the results of an exploratory multiple case study, we reveal that companies either choose a top-down or bottom-up approach for implementation. While the first often is triggered by the need to increase customer centricity, the latter is mostly triggered by the need to increase the number of releases. Moreover, we found that the selected implementation approach has significant impact on the key design parameters for and the content of the implementation of scaled-agile frameworks.

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“…Interview partners were selected based on the key informant method and we focused on senior managers of which we assumed being knowledgeable about both concurrent BMs in their company (based on their position and experience in the company) [31]. In each case, we employed our interview guideline and did two semi-structured interviews to counter biases of the interview partners and [32,33].…”

Section: Data Collectionmentioning

confidence: 99%

The Whole is Greater than the Sum of its Parts – Synergies between Non-Digital and Digital Business Models within Companies

Toutaoui

Benlian

2020

Proceedings of the Annual Hawaii International Conference on System Sciences

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Digital transformation is increasingly becoming a major concern for established companies. Part of the digital transformation is often the creation of new business models based on digital technologies, which do not replace the established business model but act as additional source of revenue. Two concurrent business models within one company creates the opportunity of synergies between these business models. However, knowledge on interactions between two business models, specifically digital and nondigital, remains in an embryonic stage. This multicase study, based on companies from various industries and size, addresses this shortcoming. Following the business model canvas and the theories of resource relatedness and complementarity, we show how both business models can propel each other thanks to value and cost synergies between them. Finally, we offer rich insights for practitioners on what type of synergies they can benefit from and present guidelines they can use to identify and unlock these synergies.

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Does mutuality matter? Examining the bilateral nature and effects of CEO–CIO mutual understanding

Cited by 70 publications

References 67 publications

Establishing a partnership between top and IT managers

Establishing a partnership between top and IT managers

Implementing Scaled-Agile Frameworks at Non-Digital Born Companies - A Multiple Case Study

The Whole is Greater than the Sum of its Parts – Synergies between Non-Digital and Digital Business Models within Companies

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