The Contribution of Shared Knowledge to IS Group Performance

Abstract

A major issue facing managers of Information Systems organizations is the increasing pressure to demonstrate the business value of the firm' s investment in information technology. The working relationship between the IS group and other diverse organizational groups can have a major contribution to increasing IS performance. This paper explores the concept of shared knowledge between IS groups and their line customers as a contributor to IS performance. Shared knowledge is achieved through Ihe mechanisms of mutual trust and influence between these groups. The relationship of mutual trust, influence, and shared knowledge with IS performance is tested empirically using path analysis in a study of eighty-six IS organizations. The results of this study show that shared knowledge mediates the relationship between IS performance and trust and influence and that increasing levels of shared knowledge between IS and line groups leads to increased IS performance. Recommendations are given for ways managers can develop mutual trust and influence between these diverse groups, and therefore achieve higher levels of shared knowledge and IS performance.

Conhecimento compartilhado, recursos de TI e desempenho de processos de negócios

“…Vários construtos associados ao compartilhamento e domínio de conhecimentos e habilidades por parte de profissionais de TI e de negócios foram propostos na literatura, como o conhecimento gerencial de TI (Boynton, Zmud & Jacobs, 1994;Wong et al, 2012) e o conhecimento compartilhado (Nelson & Cooprider, 1996;Ray et al, 2005). O conceito de conhecimento compartilhado contempla o conhecimento que os gestores de TI têm sobre os processos de negócios, o conhecimento que os gestores de negócio têm sobre as oportunidades potenciais no uso da TI para aprimorar os processos de suas áreas e o entendimento comum entre esses gestores sobre como a TI pode ser utilizada para melhorar o desempenho dos processos de negócios, respeitando as suas contribuições e desafios particulares (Boynton et al, 1994;Reich & Benbasat, 2000;Bassellier et al, 2003; Bassellier & Bensabat, 2004;Ray et al, 2005).…”

“…O conceito de conhecimento compartilhado contempla o conhecimento que os gestores de TI têm sobre os processos de negócios, o conhecimento que os gestores de negócio têm sobre as oportunidades potenciais no uso da TI para aprimorar os processos de suas áreas e o entendimento comum entre esses gestores sobre como a TI pode ser utilizada para melhorar o desempenho dos processos de negócios, respeitando as suas contribuições e desafios particulares (Boynton et al, 1994;Reich & Benbasat, 2000;Bassellier et al, 2003;Bassellier & Bensabat, 2004;Ray et al, 2005). Como tal, o co-nhecimento compartilhado possibilita o desenvolvimento, implantação e efetiva utilização de recursos de TI numa organização e maior eficácia de seus processos (Lee, Trauth & Farwell, 1995;Nelson & Cooprider, 1996;Pee, Kankanhalli & Kim, 2010;Ranganathan & Sethi, 2002). Revisões da literatura sobre o alinhamento entre TI e negócio sugerem que o nível de compartilhamento de conhecimento entre os gestores das áreas de negócio e de TI influencia positivamente o uso estratégico da TI nas empresas e o desempenho acima da média nos seus setores (Moreno Jr. et al, 2009;Preston & Karahanna, 2009;cf.…”

The Relevance of Learning Processes for IT Implementation

“…It implies the informal mutual acceptance and respect of diverse ideas and suggestions. Nelson and Cooprider (1996) define sharing understanding as the appreciation of knowledge among group members that affects their mutual performance (p.410).…”

The IS–business relationship and its implications for performance: An empirical study of South African and Australian organisations

“…This supports Lederer and Burky's (1988) suggestion that IS failures can be prevented if IS management better understands business management's objectives and that such an understanding "was essential to the ability of the MIS function to make its contribution to the organization" (p 64). Nelson and Cooprider (1996) describe how misunderstandings between IS and the business can lead to inaccuracies in the interpretation of requirements and can create feelings of distance resulting in intergroup conflict. They recognise that the attainment of goals becomes impossible in the face of such conflict and find that shared knowledge is positively related to IS performance.…”

“…They recognise that the attainment of goals becomes impossible in the face of such conflict and find that shared knowledge is positively related to IS performance. Understanding is thus important to removing the barriers between IS and the business and increasing their ability to work towards a common goal (Nelson and Cooprider, 1996). It is thus hypothesized that:…”