Organizational agility through outsourcing: Roles of IT alignment, cloud computing and knowledge transfer

Deng, Chun-Ping; Wang, Tao; Teo, Thompson S. H.; Song, Qi

doi:10.1016/j.ijinfomgt.2021.102385

Cited by 22 publications

(15 citation statements)

References 91 publications

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“…This contrasts with legacy systems that are proprietary and relationship-specific, and which do not allow a retailer to recoup the investments to connect with other retailers. Therefore, IT reconfiguration ensures the ITbusiness alignment (Deng et al, 2021;Liang et al, 2017;Zhou et al, 2018).…”

Section: Leveraging It Infrastructure To Improve Operational Agilitymentioning

confidence: 99%

Understanding the relationship between IT capabilities and operational agility: a multi-method approach

Mao

Gong

Titah

2022

JEIM

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PurposeThe system of information technology (IT)-oriented resources and processes that organizations need to develop to achieve operational agility remains unclear. The study research seeks to extend existing competency literature by incorporating the unique contextual nuances of the relationship between IT capabilities and operational agility.Design/methodology/approachUsing a multi-method approach, this paper presents a theoretical framework of IT-enabled operations strategy that conceptualizes the role of IT capability in leveraging resources and processes for operational agility. Drawing on operations and information systems research, the authors advance that IT enables operational agility through two dimensions. From the perspective of a resource-based operations strategy, the authors explore the role of IT in resource-leveraging activities by investigating the nonlinear relationship between IT infrastructure and IT reconfiguration. From the perspective of a process-oriented operations strategy, the authors explore the role of IT in process-enhancing activities by investigating the nonlinear relationship between IT coordination and IT integration.FindingsThe study results, based on a sample of 113 organizations in Europe, Asia and North America, show that the interaction between IT infrastructure and IT reconfiguration positively influences operational agility, hence showing complementarity between the two constructs, while the interaction between IT coordination and IT integration negatively affects operational agility, hence indicating substitutability between the two constructs. A series of 62 interviews and a case study of Carrefour were further conducted to validate the field survey's results and to provide a finer grained explanation of the research model and quantitative findings.Originality/valueThe study findings offer an alternative explanation of the inconsistent relationship between IT capability and operational agility.

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Section: Leveraging It Infrastructure To Improve Operational Agilitymentioning

confidence: 99%

Understanding the relationship between IT capabilities and operational agility: a multi-method approach

Mao

Gong

Titah

2022

JEIM

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“…, 2022), control the schedule risks (Lu et al. , 2022), information security (Bhatti et al ., 2021) and knowledge transfer in the relationship (Deng et al. , 2021).…”

Section: Introductionmentioning

confidence: 99%

“…Recent research on IT outsourcing highlights that contractors face critical situations in their relationship with suppliers, including factors such as: process integration and information sharing (Navarro-Paule et al, 2023), business ideas and innovation from their suppliers (Effah and Adam, 2022), vendor legitimacy (Hsu et al, 2022), control the schedule risks (Lu et al, 2022), information security (Bhatti et al, 2021) and knowledge transfer in the relationship (Deng et al, 2021). Nevertheless, it is still unclear which characteristics of IT managers can be fundamental to impact Relational Governance (RG) in IT outsourcing positively.…”

Section: Introductionmentioning

confidence: 99%

Relational governance in the ITO: the role of self-determination theory and the mediating effect of control perceived

Braga de Oliveira Friaes,

Poleto,

Negreiros Clemente

et al. 2023

ARLA

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PurposeResearchers in the field recognize the importance of the relationship between contractor and contractee in the process of information technology (IT) outsourcing. However, little is known about the impact of the manager's profile in this process. Thus, the objective of this research was to analyze the impact of the perception of competence, autonomy and relationship of public managers on relational governance (RG), as well as, to identify the effect of perceived control in this relationship.Design/methodology/approachThis study uses a quantitative approach to investigate the impact of the behavioral characteristics of IT managers from the self-determination theory (SDT). The data were collected in Brazilian public institutions active in the areas of education, finance, statistics and technology, and the hypotheses were identified and evaluated using the technique of partial least squares structural equation modeling (PLS-SEM).FindingsThe results identified that managers' self-determination is related to the perception of control, which, consequently, impacts the RG by providing feelings of competence and autonomy capable of building a beneficial relationship with the IT provider.Practical implicationsThis study promotes the understanding that upper management needs to support the autonomy of managers to increase their levels of intrinsic motivation when managing supplier deliveries.Originality/valueThe application of SDT to the IT outsourcing context provides new insights into the mediation of perceived control by explaining the relationship between managers' expectations and motivations as an important driver for RG.

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“…In the current era of digital transformation, information technology (IT) capability, which refers to the ability of an organization to utilize IT resources for business purposes, is becoming increasingly essential for organizational structure and competitive advantage (Li et al, 2018;Mao et al, 2023;Vial, 2019). This capability empowers organizations to cope rapidly, efficiently, and effectively with market changes, consequently contributing to their endurance in the current turbulent landscape (Deng et al, 2021;Nath and Agrawal, 2020). Two critical structural IT capabilities, namely, IT integration and reconfiguration, have emerged as key factors in shaping organizational agility (Rai and Tang, 2010).…”

Section: Introductionmentioning

confidence: 99%

Balancing structural IT capabilities for organizational agility in digital transformation: a resource orchestration view

Mao

Liu

Gong

2023

IJOPM

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PurposeTo achieve digital transformation, organizations have continued to rely on integrating the capabilities of information technology (IT) to facilitate decision-making and developing their reconfiguration capability to enhance agile operations. The pressure imposed by digital transformation necessitates investigations on leveraging different IT capabilities to attain substantial organizational agility in an optimal configuration. This study aims to provide a new perspective on balancing IT structural capabilities and proposes a framework for evaluating their coalignment and complementary returns based on resource orchestration theory.Design/methodology/approachA multi-method approach is used to evaluate the research model. This study tests hypotheses and explores the potential coalignment and complementary returns of balance in structural models and response surface analysis. Then, it analyzes the qualitative data and provides complementary findings to corroborate and confirm complex relationships.FindingsBalanced structural IT capabilities facilitate organizational agility but cooperate differently with internal (e.g. IT proactive stance) and external (e.g. environmental volatility) environmental factors. Balance between IT integration and reconfiguration must be maintained from several approaches during search/selection and configuration/deployment.Originality/valueThis study theorizes and empirically investigates the interactive mechanisms of two IT capabilities in influencing organizational agility under different boundary conditions. It enriches the understanding of balancing capabilities for organizational agility in digital transformation.

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Organizational agility through outsourcing: Roles of IT alignment, cloud computing and knowledge transfer

Cited by 22 publications

References 91 publications

Understanding the relationship between IT capabilities and operational agility: a multi-method approach

Understanding the relationship between IT capabilities and operational agility: a multi-method approach

Relational governance in the ITO: the role of self-determination theory and the mediating effect of control perceived

Balancing structural IT capabilities for organizational agility in digital transformation: a resource orchestration view

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