The Value of IT-Institution Alignment: A Managerial Perspective of IT-Business Alignment

2013 | International Conference on Information Systems | Citations: 0

Authors: Xie, Kang; Wang, Hongchang; Xiao, Jinghua

Abstract: Present commercial software packages (such as ERP) have incorporated management ... Expand

Abstract: Present commercial software packages (such as ERP) have incorporated management insights, industry solutions, and best-practices to facilitate IT-business alignment. However, poor alignment of IT-business still exists on a large scale in practice. In this study, we investigate the notion of IT-business alignment from a managerial perspective and argue that, in addition to the four well-studied dimensions of ITbusiness alignment (i.e., knowledge, structure, society and culture), IT should also be aligned with institution to control opportunistic behaviors in administrative practices. Our study shows that: 1) IT exhibits a function of sensing to detect problems promptly, whereas institution exhibits a function of responding to solve problems effectively. From the perspective of governance, IT-business alignment refers to technology efficiency achieved by the coordination between IT and institution; 2) The alignment process undergoes three major stages: at the first stage, alignment is achieved between institution and IT but not between business process and IT; at the second stage, with the embedded management insights and best-practice solutions, IT integration succeeds in aligning with the business process but not with the original institution; at the third stage, the organization further develops integrated IT into customized IT and adapts the existing institution to achieve both IT-institution alignment and IT-business process alignment. A decline in the managerial performance of IT systems can be expected during this process; 3) It is not always wise to improve IT systems and revise original institution to pursue a higher level in IT-institution alignment. Practitioners should take the three-stage framework into account and fully examine the required effort before they start the process of IT-institution alignment. Collapse

Topics: IT alignment strategic management information systems strategy information overload ERP software package

Methods: mathematical model theoretical contribution field study

Theories: contract theory organizational culture theory organizational learning theory

A comprehensive study of the relationship between enterprise resource planning selection criteria and enterprise resource planning system success

2012 | Information & Management | Citations: 5

Authors: Tsai, Wen-Hsien; Lee, Pei-Ling; Shen, Yu-Shan; Lin, Hsiu-Ling

Abstract: We developed a conceptual framework for investigating how ERP selection criteria ... Expand

Abstract: We developed a conceptual framework for investigating how ERP selection criteria are linked to system quality and the service provided by suppliers and consultants, and thus how these influenced ERP implementation success. Through a cross-sectional survey of the top 5000 largest companies in Taiwan, using a balanced scorecard concept and path analysis, we showed that four system selection criteria (consultant's suggestion, a certified high-stability system, compatibility between the system and the business process, and the provision of best practices) were positively related to system quality. Three supplier selection criteria (international market position, training support by the supplier and supplier technical support and experience) had a significant influence on supplier service quality, and two consultant selection criteria (consultant's ERP implementation experience in a similar industry and consultant's support after going live) were related to consultant service quality. However, we found that most organizations did not consider all these criteria when implementing ERP systems. Our study also suggested that enhanced system quality and service quality could increase user perspective and ERP success. Collapse

Topics: enterprise resource planning service quality system quality enterprise resource planning implementation user satisfaction

Methods: survey literature study data transformation cross sectional survey cross sectional research

Theories: information systems success model SERVQUAL

A new collaborative system framework based on a multiple perspective approach: InteliTeam

2005 | Decision Support Systems | Citations: 1

Authors: Cil, Ibrahim; Alpturk, Oguzhan; Yazgan, Harun R.

Abstract: This study develops a Web-based collaborative system framework based on a multip ... Expand

Abstract: This study develops a Web-based collaborative system framework based on a multiple perspective approach. This framework is a recent decision support system (DSS) paradigm proposed by Courtney [Decis. Support Syst. 31 (2001) 17] for knowledge management of and decision making about a special organizational problem. It consists of four main components. The first component is a group decision-making (GDM) approach in which many participants' points of views are considered in the modeling of a specific problem. In the second component, many multiple criteria decision-making (MCDM) techniques are employed. The third component is an intelligent system. The fourth component is related to advanced communications that are supported by new technologies such as mobile tools, mobile e-service, and the wireless application protocol (WAP). A new software system called InteliTeam is developed based on the framework. InteliTeam can be accessed from application service providers (ASP), so installation of the software is not required. The software provides online mapping, online queries, and online analysis functions for users anywhere at any time. An example of the software as tested on many organizational problems is presented to illustrate its effectiveness. Collapse

Topics: enterprise resource planning electronic mail computer supported cooperative work decision support system ERP software package

Methods: survey delphi study qualitative coding personal interview literature study

International Examples Of Large-Scale Systems - Theory And Practice I:Implementing ERP Systems in China

2003 | Communications of the Association for Information Systems | Citations: 0

Authors: Reimers, Kai

Abstract: This paper reports the findings of an exploratory study of R/3 users in China wh ... Expand

Abstract: This paper reports the findings of an exploratory study of R/3 users in China which was conducted in Spring 2000. The broad purpose of the study is to identify crucial implementation process and context variables which warrant closer attention in the study of IT-enabled organizational change. As companies display a great variety of ownership structures in China (including state-owned, foreign-invested, and privately-held firms), the role of ownership can be studied in relatively greater depth there than elsewhere. While it turns out that ownership is strongly associated with implementation process characteristics, the association of ownership structures with implementation results is much less pronounced. It was found that project governance, specifically the role and decision making style of the steering committee, can be associated with a broad set of outcome variables after controlling for ownership and other important context factors. Collapse

Topics: enterprise resource planning decision making enterprise resource planning implementation data accuracy organizational change

Methods: survey case study descriptive statistic survey design principal component analysis

Lessons from enterprise resource planning implementations in Ireland – towards smaller and shorter ERP projects

2000 | Journal of Information Technology | Citations: 0

Authors: Adam, Frederic; O'Doherty, Peter

Abstract: The enterprise resource planning (ERP) software market has been growing at a ver ... Expand

Abstract: The enterprise resource planning (ERP) software market has been growing at a very fast pace over the last few years and has been predicted to keep growing rapidly in the long term. This has led to an abundance of media reports on the subject of ERP and to managers wondering whether their companies should implement ERP systems. In order to separate the reality of the ERP phenomenon from the hype that surrounds it, we studied 14 ERP implementation projects in Irish organizations and focused on the key relationships between organizations which attempt to implement ERP systems and their implementing partners. We found that the ERP implementations that are going on in Ireland at the moment are different to the projects that have been reported elsewhere in two key respects. Firstly, the organizations interested in ERP software are, on average, far smaller than the case studies reported in the literature and the majority of the cases we reviewed were small and medium enterprises (SMEs). Secondly, the durations of implementation were far shorter than reported elsewhere. These results are not surprising if one considers the smaller average size of Irish organizations, but they indicate that the ERP movement is truly ready for an extension towards the SME market. They also indicate that the duration of the implementation of ERP software may be related to the size and complexity of the client organization and that SMEs can expect to have an easier time implementing ERPs than the current literature suggests. We also found that software implementers play a key role, not only in technical terms, but also in managerial and political terms, because they can help their clients in correcting their expectations and perceptions of ERP systems and ERP implementations. Collapse

Topics: enterprise resource planning enterprise resource planning implementation IT project organizational impact information technology capability

Methods: case study survey qualitative interview personal interview

When success turns into failure: a package-driven business process re-engineering project in the financial services industry

1999 | Journal of Strategic Information Systems | Citations: 0

Authors: Larsen, M. A.; Myers, M. D.

Abstract: This article discusses a Business Process Re-engineering project that involved t ... Expand

Abstract: This article discusses a Business Process Re-engineering project that involved the implementation of an enterprise resource planning software package. Although the project was deemed to be a success when the system was first delivered, this initial success soon turned to failure. While the short-term financial results were spectacular, the long-term implications of the changes were more worrying. This paper raises many questions about the meaning of “success.” In particular, it shows how a “successful implementation” can, within a relatively short space of time, turn into failure. Collapse

Topics: systems implementation accounting ERP software package business process re-engineering organizational context

Methods: case study qualitative interview literature study personal interview