In Pursuit of Moderation: Nine Common Errors and Their Solutions

Carte, Traci; Russell, Craig J.

doi:10.2307/30036541

Cited by 422 publications

(276 citation statements)

References 74 publications

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“…As detailed in Appendix EC-3 (electronic companion), we (1) examined partial models and included additional twoway and three-way interactions in the models (Carte and Russell 2003), (2) used group analysis by splitting CSEs with high/low SEP or high/low WSC (Venkatesh 2000), (3) used an alternative ServQual measure to double check the effects of the feedback mechanisms (Zeithaml et al 1996), and (4) winsorized the two interaction terms (SEP × TechQual, WSC × ServQual) to reduce their variations (Carte and Russell 2003). The results of these additional tests suggest that the results in Figure 2 are robust to alternative model specifications.…”

Section: Robustness Of the Feedback Mechanismsmentioning

confidence: 99%

Extracting Business Value from IT: A Sensemaking Perspective of Post-Adoptive Use

2011

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H ow can firms extract value from already-implemented information technologies (IT) that support the work processes of employees? One approach is to stimulate employees to engage in post-adoptive extended use, i.e., to learn and apply more of the available functions of the implemented technologies to support their work. Such learning behavior of extending functions in use is ingrained in a process by which users make sense of the technologies in the context of their work system. This study draws on sensemaking theory to develop a model to understand the antecedents, contingencies, and consequences of customer service employees' extended use of customer relationship management (CRM) technologies. The model is tested using multisource longitudinal data collected through a field study of one of the world's largest telecommunications service providers. Our results suggest that employees engage in post-adoptive sensemaking at two levels: technology and work system. We found that sensemaking at both of these levels impacts the extended use of CRM technologies. Employees' sensemaking at the technology level is influenced by employees' assessment of technology quality, whereas employees' sensemaking at the work system level is influenced by customers' assessment of service quality. Moreover, in the case of low technology quality and low service quality, specific mechanisms for employee feedback should be conceptualized and aligned at two levels: through employee participation at the technology level and through work system coordination at the work system level. Such alignment can mitigate the undesirable effect of low technology quality and low service quality, thereby facilitating extended use. Importantly, we found that extended use amplifies employees' service capacity, leading to better objective performance. Put together, our findings highlight the critical role of employees' sensemaking about the implemented technologies in promoting their extended use of IT and improving their work performance.

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Section: Robustness Of the Feedback Mechanismsmentioning

confidence: 99%

Extracting Business Value from IT: A Sensemaking Perspective of Post-Adoptive Use

2011

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“…To test H 2 and H 3 relative to the moderating effect of IT integration, a hierarchical procedure was followed (Carte and Russell, 2003), wherein a model that excluded the interaction construct (Innovation capability x IT integration) was first estimated. These first results were then compared to the results of estimating the "full" model in which both the main effects and the interaction effects were included, as presented in Table 4.…”

Section: Test Of the Research Hypothesesmentioning

confidence: 99%

Innovation Capability and Performance Of Manufacturing SMEs: The Paradoxical Effect of IT Integration

Raymond

Bergeron

Croteau

2013

Journal of Organizational Computing and Electronic Commerce

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In theory, IT integration through applications such as ERP, MRP-II and EDI provides an organization with the ability to exploit innovation capabilities. Based on survey data obtained from 309 Canadian manufacturing SMEs, this study aims to identify the enabling effect of IT integration upon the innovation capability of manufacturing SMEs, that is, in terms of growth and productivity outcomes, and to verify if this effect is subject to industry influences. While the firm's innovation capability was found as expected to be positively related to the growth and productivity of manufacturing SMEs, the results underline paradoxical effects of IT integration in this regard. While IT integration was seen to enable the innovation capability of manufacturing SMEs in terms of growth, it was also seen to have a disabling effect on this same capability with regard to productivity.Keywords: innovation capability, product innovation, process innovation, IT integration, R&D, growth, productivity, innovation, SME, paradox 2 Innovation Capability and Performance of Manufacturing SMEs:The Paradoxical Effect of IT Integration AbstractIn theory, IT integration through applications such as ERP, MRP-II and EDI provides an organization with the ability to exploit innovation capabilities. Based on survey data obtained from 309 Canadian manufacturing SMEs, this study aims to identify the enabling effect of IT integration upon the innovation capability of manufacturing SMEs, that is, in terms of growth and productivity outcomes, and to verify if this effect is subject to industry influences. While the firm's innovation capability was found as expected to be positively related to the growth and productivity of manufacturing SMEs, the results underline paradoxical effects of IT integration in this regard. While IT integration was seen to enable the innovation capability of manufacturing SMEs in terms of growth, it was also seen to have a disabling effect on this same capability with regard to productivity.Keywords: innovation capability, product innovation, process innovation, IT integration, R&D, growth, productivity, innovation, SME, paradox IntroductionInnovation has long been considered as the key factor for the survival, growth and development of small and medium-sized enterprises (SMEs) (Acs and Audretsch, 1990;Becheikh, Landry and Amara, 2006). Developing their capacity to innovate is a mission-critical task for all organizations. Given the specificities of SMEs with regard to their environment, strategy, structure and technology, more research in this specific context is thus needed, including information technology (IT) in particular (Gable and Stewart, 1999;Premkumar, 2003). These specificities also imply that research findings in the large enterprise context do not automatically extend to small companies (Thong, Yap and Raman, 1996;Pflughoeft et al., 2003). As SMEs differ from large organizations, a greater innovation capacity is deemed to counterbalance their greater vulnerability in a global business environment and in ...

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“…In order to test the moderation effects, we estimated a "main effect" model (Model 3) with a moderating effect model (Model 4) (Carte and Russell 2003) and meeting nine conditions that no errors have been made. Our analysis concluded that no errors of commission were made.…”

mentioning

confidence: 99%

Strategic innovation through outsourcing: The role of relational and contractual governance

Oshri¹,

Kotlarsky

Gerbasi

2015

The Journal of Strategic Information Systems

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In Pursuit of Moderation: Nine Common Errors and Their Solutions

Cited by 422 publications

References 74 publications

Extracting Business Value from IT: A Sensemaking Perspective of Post-Adoptive Use

Extracting Business Value from IT: A Sensemaking Perspective of Post-Adoptive Use

Innovation Capability and Performance Of Manufacturing SMEs: The Paradoxical Effect of IT Integration

Strategic innovation through outsourcing: The role of relational and contractual governance

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