The transformational dimension in the realization of business value from information technology

Gregor, Shirley; Martin, Michael A.; Fernández, Walter; Stern, Steven; Vitale, Michael R.

doi:10.1016/j.jsis.2006.04.001

Cited by 144 publications

(114 citation statements)

References 22 publications

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“…Thus, value is a multidimensional construct: for the purposes of this introduction, three dimensions of "business value" are investigated. These three dimensions-transactional, strategic, and transformational value-have previously been found to explain the differential effects of IT on business value at the firm level (Gregor, Martin, Fernandez, Stern, & Vitale, 2006;Mirani & Lederer, 1998 and the outcomes of IT investment and adoption (e.g., benefits of implementing and using IT in product designs, advanced technologies for manufacturing operations, and supply chain partners). To classify the papers, we used the three dimensions of IT business value proposed by Gregor et al (2006): transactional, strategic, and transformational.…”

Section: Business Value: a Definitionmentioning

confidence: 96%

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Guest editorial: information technology-enabled supply chain management

Wamba

Akter

Coltman

et al. 2015

Production Planning & Control

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It is widely accepted that advances in information technology (IT) will generate new opportunities when suppliers, business partners and customers work together to co-create and co-produce value. However, results from prior studies show that the mere possession of IT is unlikely to generate business value. Rather, IT creates value when information -frequently produced by IT infrastructure -is used to support complementary organizational and human resources. Still, the hypothesis that greater investment in IT will generate business value requires caution. The focus of this special issue is to extend our understanding of how firms in a supply chain create and capture business value with IT. Also, a review is provided of the IT business value literature in the journal Production Planning & Control: The Management of Operations. This literature is grouped into three types of business value: transactional, strategic, and transformational. The review justifies the importance of this special issue by highlighting the dearth of research on the topic in this journal. Lastly, future research directions are provided and this introduction concludes with a guide to the papers in this special issue.

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Section: Business Value: a Definitionmentioning

confidence: 96%

“…A summary of key findings is also presented in Table 1 in Appendix B. We next discuss each dimension of business value according to Gregor et al's (2006) classification framework.…”

Section: Insights From the Literature Reviewmentioning

confidence: 99%

Guest editorial: information technology-enabled supply chain management

Wamba

Akter

Coltman

et al. 2015

Production Planning & Control

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“…However, as Orlikowski and Robey (1991) notes, introduction of IS in an organisation often means that an organizational change will take place. It is these changes that Brynjolfsson and Hitt (2000) argue would result in gains from the IT investments, and to be able to cope with these changes, organizational learning is necessary (Robey & Sahay 1996;Gregor et al 2006).…”

Section: Learning and Ismentioning

confidence: 99%

Learning by Negotiation: Stake and Salience in Implementing a Journal Management System

Imre

2016

Financial Environment and Business Development

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This research investigates how an international academic journal implements a new journal management system to overcome their knowledge management issues. By adopting a case study approach, the stakeholders involved within the project are identified and their salience for the organisation is mapped. By providing an account of how these stakeholders negotiated each other, the case highlights how these negotiations are learning processes, showing that learning process is not a conflict-free process. The case also shows that the stakeholder salience changes throughout the project, thus raising the importance of viewing these negotiations as learning platforms rather than just arenas of power struggles, and to use them as opportunities to identify possible future stakeholders.

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“…IT-related organizational transformation refers to the changes occurring over time in organizational systems and structures that are necessary to reap the full benefits from the use of IT (Gregor et al, 2006). However, IT-enabled organizational transformation is also very difficult to achieve.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Moreover, Sarker and Lee (1999) also identified three critical factors, which have an influence on the IT-enabled transformation processes and outcomes including top management leadership, communication, and IT knowledge and management. In addition, value realization from IT depends on time-consuming investment in organizational change that is often intangible (Gregor et al, 2006).…”

Section: Theoretical Backgroundmentioning

confidence: 99%