Suchergebnisse

Purpose
– The purpose of this paper is to develop, and explicate the significance of the need for a systemic conceptual framework for understanding IT business value.


Design/methodology/approach
– Embracing a systems perspective, this paper examines the interrelationship between IT and other organisational factors at the organisational level and its impact on the business value of IT. As a result, a systemic conceptual framework for understanding IT business value is developed. An example of enhancing IT business value through developing systemic capabilities is then used to test and demonstrate the value of this framework.


Findings
– The findings suggest that IT business value would be significantly enhanced when systemic capabilities are generated from the synergistic interrelations among IT and other organisational factors at the systems level, while the system's human agents play a critical role in developing systemic capabilities by purposely configuring and reconfiguring organisational factors.


Practical implications
– The conceptual framework advanced provides the means to recognise the significance of the need for understanding IT business value systemically and dynamically. It encourages an organisation to focus on developing systemic capabilities by ensuring that IT and other organisational factors work together as a synergistic whole, better managing the role its human agents play in shaping the systems interrelations, and developing and redeveloping systemic capabilities by configuring its subsystems purposely with the changing business environment.


Originality/value
– This paper reveals the nature of systemic capabilities underpinned by a systems perspective. The resultant systemic conceptual framework for understanding IT business value can help us move away from pairwise resource complementarity to focusing on the whole system and its interrelations while responding to the changing business environment. It is hoped that the framework can help organisations delineate important IT investment considerations and the priorities that they must adopt to create superior IT business value.

AbstractResearch on IT business value has recognized that organizational factors play critical roles in affecting how IT impacts on firm performance. However, there is neither a coherent way of specifying organizational factors nor a consensus on the relationship between IT and organizational factors within the research domain. This paper reviews IT business value literature and classifies organizational factors identified in the literature into four categories, based on a four‐dimensional view of organizations. A main finding is that pairwise relationships between IT and one single organizational factor have often been the basis for understanding IT business value, while the notion of how IT business value is affected by the interaction between IT and key organizational factors simultaneously is yet to be fully understood and empirically examined. As a result, this paper proposes a holistic approach to understanding IT business value and presents a discussion about future IT business research. Copyright © 2010 John Wiley & Sons, Ltd.

Purpose– Financial measures, available aplenty, of returns on investments in information technology (IT) are deemed insufficient in terms of inclusion of intangible benefits. The purpose of this paper is to re-conceptualize the IT business value (ITBV) benefits by Gregoret al.(2006) after a contemporary evaluation.Design/methodology/approach– IT experts have been administered the instrument to provide insight into the contemporary cogitation of ITBV benefits and factor analyses are employed to re-conceptualize the ITBV benefits.Findings– Of the four ITBV benefits, the statistical analysis suggests that Informational and Transactional benefits need to be re-conceptualized. It is affected through a systematic linking of parameters – business strategy, objectives, information systems (IS) strategy, IS role and IS-business alignment profiles in that order.Research limitations/implications– Operational definitions of re-conceptualized ITBV benefits have been presented which may be operationalized into components.Practical implications– The re-conceptualization provides managers with an enhanced understanding of ITBV in line with the alignment of IS with business objectives and strategy and guides managers to develop customized ITBV measures.Originality/value– The study employs factor analyses to analyse the ITBV benefits. It proves that the changing face of IT, wherein it is looked at as a value creator, needs an all-encompassing and contemporary envisioning of ITBV benefits. It also suggests an advanced typology based on further insightful IS literature.

Managing IT Performance to Create Business Value provides examples, case histories, and current research for critical business issues such as performance measurement and management, continuous process improvement, knowledge management, risk management, benchmarking, metrics selection, and people management. It gives IT executives strategies for improving IT performance and delivering value, plus it guides them in selecting the right metrics for their IT organizations. Additionally, it offers knowledge management strategies to mature an organization, shows how to manage risks to exploit opportunities and prepare for threats, and explains how to baseline an IT organization's performance and measure its improvement. Consisting of 10 chapters plus appendices, the book begins with an overview of performance-based strategic planning, after which it discusses the development of a quality improvement (QI) plan, establishing benchmarks, and measuring performance improvements. It covers how to design IT-specific measures and financial metrics as well as the establishment of a software measurement program. From there, it moves on to designing people improvement systems and discusses such topics as leadership, motivation, recruitment, and employee appraisal. The final few chapters show how to use balanced scorecards to manage and measure knowledge-based social enterprising and to identify, analyze, and avoid risks. In addition to covering new methods and metrics for measuring and improving IT processes, the author looks at strategies for measuring product development and implementing continuous innovation. The final chapter considers customer value systems and explains how to use force field analysis to listen to customers with the goal of improving customer satisfaction and operational excellence.

This study forms part of a larger research project to explore and analyze the perceived value of IS and the organizational competencies needed to deliver that value. By identifying and evaluating the challenges faced by Lebanese organizations, this paper provides empirical evidence in support of hybrid models of IT value. While process-based IT value models provide an explanation for "how" IT value is created, and what steps occur to create that outcome, they lack the contingency theory found in variance models, which explain "why" IT value is realized, and what variable moderate that outcome. On the other hand, variance models alone are also ill-equipped to explain the greater scope and impacts of IT investments. Hybrid models combine both process and variance perspectives to provide a more comprehensive theory of IT value realization. Structured interviews are conducted with the Chief Information Officers (CIO) of 36 medium and large size Lebanese organizations to discover the challenges faced in delivering value from IT investments. Of the 14 challenges discovered, seven point to the need for process orientated competencies and these include "Change Management", "Organizational Readiness", "Relationship Management", "Benefits Management", "IT Governance", "IT Architecture Management", and "IT Talent Management". The other seven challenges are variance oriented and point to the factors that inhibit or enable deriving IT value, and these include internal factors, such as: "Family Business Ownership", and "Budgetary Constraints", and other external factors, such as: "Political/Social/Economic Instability", "Telecommunications/Bandwidth Issues", "Lack of Governmental IT Laws", "Local Cultural Issues", and "Immature Local Suppliers/Vendors". Rather than continuing an already-saturated research conversation about the dependent variable, "IT Value" and whether IT creates business value, this study contributes to the independent variable research stream - the investigation of "how to derive value from IT, and "when and under which conditions" value is realized, and for conceiving a Hybrid model explaining the IT value proposition.

"This book provides evidence-based insights into the management and contribution of IT in organizations, to offer practical advice & solutions, models and tools that are instrumental in getting business value from IT"--Provided by publisher