Information Technology as an Enabler of Growth in Firms: An Empirical Assessment

Mitra, Sabyasachi

doi:10.1080/07421222.2005.11045847

Cited by 68 publications

(39 citation statements)

References 42 publications

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“…The second indicator was the level of data center integration. It has been argued that investment in IT infrastructure can reduce complexity and provide better support in high growth firms by reducing the cost of operations [14]. Therefore, investments in IT infrastructure that reduce back office equipment required to support the organization is likely to improve the financial performance of the firm.…”

Section: Measurement Of Variablesmentioning

confidence: 98%

IT outsourcing and firm-level performance: A transaction cost perspective

Thouin

Hoffman

Ford³

2009

Information & Management

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Abstract:We analyzed the effect of the level of low asset specificity IT outsourcing on firm-level financial performance. We used transaction cost economics (TCE) as the theoretical basis to explain the effect of the level of network and telecommunication services outsourced on financial performance. An analysis of 1444 Integrated Healthcare Delivery Systems revealed that higher levels of network and telecommunication services outsourced were associated with superior financial performance. Specifically, each additional network and telecommunication service outsourced resulted in an average $3,120,000 in savings, a 25% increase in profit. In addition, increases in IT budgetary expenditures were found to be associated with increased financial performance. Our study provided preliminary support for the use of asset specificity to guide outsourcing decisions. In particular, IT activities that have become commodities (having 'low specificity') should be outsourced to improve the firm's financial performance.IT outsourcing | transaction cost economics | healthcare | IT governance | services

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Section: Measurement Of Variablesmentioning

confidence: 98%

IT outsourcing and firm-level performance: A transaction cost perspective

Thouin

Hoffman

Ford³

2009

Information & Management

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“…Since IS strategy is, to a large degree, developed under the IS leadership of a firm, we propose: Analyzing case studies, Broadbent and colleagues (1999) found that a better designed IS architecture can enable first mover advantages by facilitating more innovative, radical, and crossfunctional process changes. A recent study by Mitra (2005) also identified evidence demonstrating the contribution of a superior IS infrastructure to the operational cost reduction for high growth firms. In addition, even though architecture planning is sometimes outsourced, IS architecture planning cannot totally become IS suppliers' responsibility.…”

Section: Hypothesis 1: a Higher Level Of Is Leadership Leads To A Higmentioning

confidence: 99%

An Empirical Test of IS Leadership as the Driving Force in Improving IS Performance: The Service Level Perspective

Shi

2007

JIITO

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Existing information system (IS) studies have conceptualized various IS competences and investigated empirically how these competences can impact IS performance. However, these studies incorporate only a few IS competences and the relationships among them are not taken into consideration. This paper is intended to fill these gaps. A more comprehensive set of IS competences is incorporated and the service level perspective of the Strategic Alignment Model is applied to establish the theoretical foundation. An empirical test of the model is conducted. The results show that IS leadership positively impacts IS performance by driving other IS competences. These results partially validate the service level perspective of the alignment model. The model development and test also demonstrate that we need to consider all the information, IT, and organization challenges when dealing with IS management issues. Implications of this research for future studies and practice are presented at the end.

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“…Return of assets, return on equity, return on sales (Dehning & Richardson, 2002;Dehning, Richardson, & Zmud, 2007;Mitra, 2005;Mitra & Chaya, 1996) Note:…”

Section: Firm Performance Of the Cos's Members-actual Reported Financmentioning

confidence: 99%

On Information Technology Competencies for Collaborative Organizational Structures

Prasad¹,

Green²

2016

CAIS

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Abstract:There is an uptake of organizations' involvement in collaborative organizational structures (COS). Consistent with the resource-centric views of the firm, we suggest that the COS members need to contribute their managed IT competencies to their COS, whose synergies would create COS IT competencies. We suggest three key IT competencies for COS: proactive top management decision synergy, collaborative and agile IT infrastructure, and cross-functional tactical management synergy. Using survey data, we found evidence of a positive association between these COS IT competencies and the collaborative rent-generating potential of the COS. We also found a positive association between the collaborative rent-generating potential of the COS and the business value of the COS members. The results suggest that developing COS IT competencies add value to a COS and its members. This study provides guidance for organizations looking to leverage their involvement in a COS.

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Information Technology as an Enabler of Growth in Firms: An Empirical Assessment

Cited by 68 publications

References 42 publications

IT outsourcing and firm-level performance: A transaction cost perspective

IT outsourcing and firm-level performance: A transaction cost perspective

An Empirical Test of IS Leadership as the Driving Force in Improving IS Performance: The Service Level Perspective

On Information Technology Competencies for Collaborative Organizational Structures

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