Impact of User’s Internal Flexibility and Participation on Usage and Information Systems Flexibility

Palanisamy, Ramaraj; Foshay, Neil

doi:10.1007/s40171-013-0044-7

Cited by 15 publications

(11 citation statements)

References 76 publications

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“…It also demonstrates how each variable has an impact on a different dimension of performance effectiveness. This model aligns with previous research highlighting the value of strategic planning and strategy implementation (Ittner & Larcker;, Kaplan & Norton, 1996Meekings, 1995;Neely & Adams, 2001;Tapinos et al, 2005;Thomas & William, 2005), strategic flexibility (Bishwas, 2015;De Toni & Tonchia, 2001' Sharma et al, 2010, SPM system design (Bierbusse & Siesfeld, 1997;Bourne, Neely, Mills, & Platts, 2003;Bourne, Neely, Platts, & Mills, 2002;Eccles, 1991;Kaplan & Norton, 1996;Neely & Adams, 2001;Schneiderman, 1999;Taticchi, Balachandran, Botarelli, & Cagnazzo, 2008), IS flexibility (Byrd & Turner 2000;Palanisamy & Foshay, 2013;Sharma et al, 2010), SPM management issues (Akhtar & Mittal, 2015;Bourne et al, 2002Bourne et al, , 2003Chen & Jones, 2009;Eccles, 1991;Gimbert, Bisbe, & Mendoza, 2010;Hacker & Brotherton, 1998;Ittner & Larcker, 2003;Martinez & Kennerley, 2005), and performance feedback and learning (Kaplan & Norton, 1992;Meekings, 1995). All these factors directly influence SPM effectiveness in measuring and managing enterprise performance (de Waal, 2003;Davis & Albright, 2004;Fleming et al, 2009;...…”

Section: Insights Lead To New Spm Modelsupporting

confidence: 87%

Managing strategic performance in a dynamic business environment: A study of two Indian oil companies

Akhtar¹,

Sushil²

2018

Glob Bus Org Exc

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In a volatile, uncertain, complex, and ambiguous work environment, organizations must adopt an effective strategic performance measurement (SPM) system that ensures their ability to be as flexible as circumstances require. A case study of two Indian oil companies—Oil and Natural Gas Corporation Ltd. and Oil India Ltd.—uses the situation actor process‐learning action performance framework to investigate the interaction among seven factors—strategic planning, strategic flexibility, strategy implementation, SPM system design, information system flexibility, SPM management issues, and performance feedback and learning—on the companies’ performance. The results lead to the formation of a dynamic model that managers can use to ensure that their organization's strategy is being translated into attainable goals and to drive enterprise‐wide performance improvement.

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Section: Insights Lead To New Spm Modelsupporting

confidence: 87%

Managing strategic performance in a dynamic business environment: A study of two Indian oil companies

Akhtar¹,

Sushil²

2018

Glob Bus Org Exc

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“…(11) IT flexibility influences financial perspective (Byrd and Turner, 2000;Palanisamy and Foshay, 2013;Sharma et al, 2010);…”

Section: Discussion and Interpretationmentioning

confidence: 99%

“…It is positively correlated with mass customization, market position and innovativeness of the organization (Byrd and Turner, 2000). User's internal flexibility, user participation and usage flexibility increases the IF (Palanisamy and Foshay, 2013).…”

Section: Literature Reviewmentioning

confidence: 99%

Strategic performance management system in uncertain business environment

Akhtar

Sushil

2018

BPMJ

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Purpose Business performance management describes the processes, methodologies, metrics and systems needed to measure and manage the performance of an enterprise. Traditional performance management systems were based on financial and productivity measures but the alternate measures proposed in last more 25 years have strategic focus and incorporate variety of performance measures such as efficiency, effectiveness, productivity, quality, customer satisfaction, innovation and employee satisfaction in addition to financial. Globalization and modernization have created a business environment uncertain with associated risks which has necessitated the incorporation of various types of flexibilities such as strategic, technical, operational, information system (IS), etc. Critical success factors and implementation issues also need to be incorporated to succeed. The purpose of this paper is to present the strategic performance management system (SPMS) designed, incorporating flexibility and implementation issues, and its effectiveness empirically validated from Indian oil industry. Design/methodology/approach Based on literature review and gaps identified, a proposed model of enterprise performance management system incorporating flexibility, critical success factors and implementation issues was developed. Macro- and micro-level factors impacting the effectiveness of the model were identified, and hypotheses were developed and tested empirically from the survey study of Indian oil industry. Findings The finding met, by and large, most of the research objectives. In total, 7 macro- and 11 micro-level factors came out from the study. The strategy planning, strategy implementation, strategic flexibility (SF), SPMS design, information system flexibility (IF) flexibility, implementation issues and critical success factors, and performance feedback and learning are the macro-level factors impacting the SPMS effectiveness in measuring and managing performance of an enterprise. The SPMS implementation issues have proved to be major driver of effectiveness. Research limitations/implications The research like many such researches had limited resources, data availability and bias of respondents. However, the model was statistically validated for its reliability and hypothesis testing. The research has added to literature on SPMS as integrated model incorporated SF, information flexibility and critical success factors. However, the effect of other types of flexibilities such as organizational, operational, HR, marketing, etc., and other stakeholders should also be studied in future research to broaden the findings. Practical implications The validated SPMS has practical implications for academics and researchers. Strategic and IF, and critical success factors have been incorporated in the integrated model to take care of business uncertainties so that it is strategically aligned and facilitate in effective SPMS use and implementation. Social implications Though it has no direct social implication but, if adopted for social projects and not-for-profit organizations, it will have social benefits of efficient and effectiveness delivery of social projects and initiatives. Originality/value This is an original work carried out by the authors. The validated model along with interpretation is presented.

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“…Innovativeness is typically defined distinctly considering technological, organizational, and market-based dimensions (Danneels and Kleinschmidt, 2001). Furthermore, recent studies (Palanisamy and Foshay, 2013;Kryvinska et al, 2014;Chipulu et al, 2020) also suggest that it relates to the amount of external and internal resources necessary to create a new product or complete a project. With more innovativeness, technological discontinuities increase and call for more organizational, market-based, and environmental changes.…”

Section: Hypothesesmentioning

confidence: 99%

Moderating Role of Project Innovativeness on Project Flexibility, Project Risk, Project Performance, and Business Success in Financial Services

Tiwari

Suresha

2021

Glob J Flex Syst Manag

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Project risk management is crucial for project success and for achieving short-term and long-term project goals. This study examines the linkage between the management of project risks and project flexibility for information technology projects in Financial Services. A conceptual framework establishing the link between project risks, project flexibility, project performance, and business success, with project innovativeness as a moderating variable, has been introduced. To test the model, data were collated from over 400 managers working in Financial Services projects. The empirical outcomes through a Ordinal regression analysis demonstrate a substantial association between the management of project risks, project flexibility, and success of projects. Project innovativeness moderates the effects of project risks and project flexibility on project performance. Furthermore, managing project risks is vital to reduce the likelihood of failures in projects. This paper enriches existing research by applying a contingency perspective to project risk management and provides practical guidance for managing risks in projects professionally and also the relevancy of project flexibility.

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Impact of User’s Internal Flexibility and Participation on Usage and Information Systems Flexibility

Cited by 15 publications

References 76 publications

Managing strategic performance in a dynamic business environment: A study of two Indian oil companies

Managing strategic performance in a dynamic business environment: A study of two Indian oil companies

Strategic performance management system in uncertain business environment

Moderating Role of Project Innovativeness on Project Flexibility, Project Risk, Project Performance, and Business Success in Financial Services

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