Information Systems Strategic Alignment in Small Firms

Cragg, Paul B.; Todorova, Nelly

doi:10.4018/978-1-59140-561-0.ch059

Cited by 4 publications

(5 citation statements)

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“…This model points out that: (1) HR processes of EORC are identified based upon the PCF, hence these are evaluated by questionnaire of APQC; (2) according to items based PCF, the importance of the processes is measured by samples, and (3) scores of performance and importance are analyzed by IPA and then the processes that have the weakest performance and the highest importance are prioritized to be improved [14][15]. Focusing on key metrics of APQC, calculation of KPIs in HCM processes of EORC were done.…”

Section: Data Collectingmentioning

confidence: 99%

Prioritizing improvable human resources management processes based upon the process classification framework using IPA approach

Mehrjerdi

Owlia

Behmanesh

et al. 2011

2011 IEEE International Conference on Quality and Reliability

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The development and management of human capital is an important task where it affects the performance of organization and hence the process improvements. However, it is necessary to deploy performance evaluation to prioritize improvable processes. The Process classification framework (PCF) and Importance-performance analysis (IPA) were selected as performance evaluation model, and as prioritizing model, respectively. A real world case, Esfahan Oil Refining Company (EORC) was taken for illustration of the models. Consequently, human capital management (HCM) processes were analyzed taking performance and importance dimensions into consideration; then processes with low performance and high importance were prioritized for improvement.

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Section: Data Collectingmentioning

confidence: 99%

Prioritizing improvable human resources management processes based upon the process classification framework using IPA approach

Mehrjerdi

Owlia

Behmanesh

et al. 2011

2011 IEEE International Conference on Quality and Reliability

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“…However practical and empirical considerations have given rise to the proposed model whereby strategic alignment is represented as an indicator of a construct. As indicated by Cumps et al (2008) and Chen and Tsou (2007), there does not appear to be a hard or fast rule in academic literature on how to precisely measure alignment, and particularly in small firms (Cragg and Todorova, 2005). Examples of studies that present strategic coalignment or similar abstract concepts (e.g.…”

Section: Fig 1 Conceptual Modelmentioning

confidence: 99%

“…From an academic perspective, Cragg and Todorova (2005) argue that previous research has indicated that what has been applicable for large firms cannot be made necessarily applicable to small firms. Various sources such as Packalen (2010), Korvela and Packalen (2010) and Sum et al (2004) even assert that the needs and support of micro-enterprises differ significantly from larger (albeit small) organisations in terms of for example, finance and resource availability.…”

Section: Introductionmentioning

confidence: 99%

Competitive Potential of Micro-sized IT Outsourcing Vendors in a Small State of the European Union: A Case of Malta

Bono¹,

Nikolik²,

Bono³

2011

JOOIM

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Information Technology (IT) outsourcing becomes an increasingly popular phenomenon among business practitioners who seek services and/or products of third party suppliers to meet their in-house IT needs. It offers a business opportunity for IT outsourcing vendors, which, from a competitive potential perspective, may be challenging when such organisations are micro-enterprises (employing not more than ten employees) and operate from Malta -a developing micro island state in the Mediterranean and a constituent part of the European Union. This paper tests the notion of competitive potential as posed by the Strategic Alignment Model (SAM) of Henderson and Venkatraman (1993), within such particular context. Through the SAM, competitive potential is viewed as a strategic co-alignment of a firm's business strategy, IT strategy and organisation infrastructure. A best fit model which positively asserts such a notion is derived from Structural Equation Modelling (SEM) that is applied to data collected from a survey amongst the Maltese IT outsourcing micro-enterprises. The model is validated and confirmed through a Case Study involving six micro-enterprises. The paper indicates the strategic alignment of competitive, organisational and strategic factors, which, albeit not often explicit, are highly active in IT outsourcing micro-enterprises. It also indicates that competitive potential in the IT outsourcing micro-enterprises is a dynamic capability that evolves out of a well conceived business strategy, IT strategy and organisation infrastructure which seek to exploit existing competitive potential and compensate for resource constraints whilst seeking to deliver IT service and/or product through outsourcing arrangements.

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“…Given the economic importance of these micro‐sized companies, it is vital that they innovate to ensure their survival, growth, and sustainability (Verhees & Meulenberg, ; Wolff & Pett, ). This is especially important because some authors argue that certain key drivers found in large, or even in medium‐sized and small, companies may not be applicable to micro‐sized companies (Cragg & Todorova, ; Rubio, Alonso‐Almeida, & Rodriguez‐Anton, ). Thus, ICTs may help micro‐sized companies to achieve better performance in their supply chain, given that small companies are less centralized and more flexible and reactive in their responses than large firms and may therefore have a better capacity to adapt to market requirements (Rogers, ).…”

Section: Introductionmentioning

confidence: 99%

Integrating ICTs and Supply Chain Management: The Case of Micro‐Sized Firms

Llach

Alonso‐Almeida

2014

Hum Ftrs & Erg Mfg Svc

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Information and Communication Technologies (ICTs) have changed the relationship between suppliers and buyers, and the nature of supply chain management. Previous research has studied this topic, but not from the point of view of micro-sized companies. Micro-sized companies are of critical importance for economies worldwide. Thus, in Europe 90% of companies are micro-enterprises and account for 53% of employment. This article presents a new perspective by studying the impact of the introduction of e-supply chain management on such firms. Through a literature review, we identified four key supplier-related factors, that is, the use of ICTs, process efficiency, workforce capabilities, and the introduction of e-supply chain management. However, these factors could differ in the case of microsized companies. The data used for the empirical analysis came from a survey of 405 micro-sized companies in Spain. Using a structural equation modeling, the results indicate that ICTs have a positive direct effect on e-supply chain performance. It is also found that this effect is accompanied by the improved development of human resource skills and enhanced process efficiency. In addition, a number of recommendations for improving managerial practices are also proposed. C 2014 Wiley Periodicals, Inc.

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Information Systems Strategic Alignment in Small Firms

Cited by 4 publications

References 0 publications

Prioritizing improvable human resources management processes based upon the process classification framework using IPA approach

Prioritizing improvable human resources management processes based upon the process classification framework using IPA approach

Competitive Potential of Micro-sized IT Outsourcing Vendors in a Small State of the European Union: A Case of Malta

Integrating ICTs and Supply Chain Management: The Case of Micro‐Sized Firms

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