Jean Pierre Seclen-Luna, René I. Castro Vergara, Hellen Lopez Valladares
This paper aims to analyse the effects of the use of digital technologies on firms’ net sales and productivity. The technology adoption approach is applied in empirical research using data from the National Enterprise Survey in Peru. Using the OLS method on a sample of 2,970 firms from creative and manufacturing industries in Peru, the effects of digital technologies on net sales and productivity are determined. Findings indicate that there is a positive relationship. However, these relationships can be different depending on the type of digital technology, the size of the firm and the manager’s gender proportion. We found that most of these technologies are more commonly related to creative industries than manufacturing firms. These relationships have greater statistical significance to net sales in large companies within both types of industry. However, SMEs have greater statistical significance with respect to productivity in both types of industries. Lastly, given the positive effect on these relationships, we conclude by highlighting the importance of managers crafting their technology portfolio and digital capabilities properly and the need for further research to determine the performance of companies in the context of developing countries.
{"title":"Effects of the use of digital technologies on the performance of firms in a developing country: are there differences between creative and manufacturing industries?","authors":"Jean Pierre Seclen-Luna, René I. Castro Vergara, Hellen Lopez Valladares","doi":"10.12821/ijispm100104","DOIUrl":"https://doi.org/10.12821/ijispm100104","url":null,"abstract":"This paper aims to analyse the effects of the use of digital technologies on firms’ net sales and productivity. The technology adoption approach is applied in empirical research using data from the National Enterprise Survey in Peru. Using the OLS method on a sample of 2,970 firms from creative and manufacturing industries in Peru, the effects of digital technologies on net sales and productivity are determined. Findings indicate that there is a positive relationship. However, these relationships can be different depending on the type of digital technology, the size of the firm and the manager’s gender proportion. We found that most of these technologies are more commonly related to creative industries than manufacturing firms. These relationships have greater statistical significance to net sales in large companies within both types of industry. However, SMEs have greater statistical significance with respect to productivity in both types of industries. Lastly, given the positive effect on these relationships, we conclude by highlighting the importance of managers crafting their technology portfolio and digital capabilities properly and the need for further research to determine the performance of companies in the context of developing countries.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":" ","pages":""},"PeriodicalIF":3.3,"publicationDate":"2022-04-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49441580","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
When higher-level management of a company has strategically decided to adopt Platform-as-a-Service (PaaS) as a Cloud Computing (CC) delivery model, decision-makers at lower hierarchy levels still need to decide whether they want to post-adopt PaaS for building or running an information system (IS) – a decision that numerous companies are currently facing. This research analyzes the influential factors of this managerial post-adoption decision on the IS-level. A survey of 168 business and Information Technology (IT) professionals investigated the influential factors of this PaaS post-adoption decision. The results show that decision-makers’ perceptions of risks inhibit post-adoption. Vendor trust and trialability reduce these perceived risks. While competitive pressure increases perceived benefits, it does not significantly influence PaaS post-adoption. Controversially, security and privacy, cost savings, and top management support do not influence post-adoption, as opposed to findings on company-level adoption. Subsamples constructed by the form of post-adoptive use (migration of IS, enhancement of IS, new IS development) exhibit better goodness-of-fit measures than the full sample. Future research should explore this interrelation of the form of post-adoptive use and the post-adoption influence factors.
{"title":"We have a platform, but nobody builds on it – what influences Platform-as-a-Service post-adoption?","authors":"Frederik Wulf, M. Westner, S. Strahringer","doi":"10.12821/ijispm100103","DOIUrl":"https://doi.org/10.12821/ijispm100103","url":null,"abstract":"When higher-level management of a company has strategically decided to adopt Platform-as-a-Service (PaaS) as a Cloud Computing (CC) delivery model, decision-makers at lower hierarchy levels still need to decide whether they want to post-adopt PaaS for building or running an information system (IS) – a decision that numerous companies are currently facing. This research analyzes the influential factors of this managerial post-adoption decision on the IS-level. A survey of 168 business and Information Technology (IT) professionals investigated the influential factors of this PaaS post-adoption decision. The results show that decision-makers’ perceptions of risks inhibit post-adoption. Vendor trust and trialability reduce these perceived risks. While competitive pressure increases perceived benefits, it does not significantly influence PaaS post-adoption. Controversially, security and privacy, cost savings, and top management support do not influence post-adoption, as opposed to findings on company-level adoption. Subsamples constructed by the form of post-adoptive use (migration of IS, enhancement of IS, new IS development) exhibit better goodness-of-fit measures than the full sample. Future research should explore this interrelation of the form of post-adoptive use and the post-adoption influence factors.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":" ","pages":""},"PeriodicalIF":3.3,"publicationDate":"2022-04-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46468580","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Large-scale transformations of agile ways of working have received more attention in the industry in recent years. Some organizations have developed their own solutions for scaling, whereas many have chosen trademarked frameworks. In large-scale agile software development, many developers and development teams carry out work simultaneously. When autonomous teams need to coordinate toward a common goal, they must sacrifice some level of autonomy. Development, testing, and integrations need to be coordinated with other teams and aligned with an organization´s programs or portfolio. Through the conducting of 28 interviews and 17 on-site visits, this multiple case study explored how team autonomy changed in three agile software development organizations that implemented the Scaled Agile Framework (SAFe). The positive changes to team autonomy that they experienced as a result included getting a better overview, making better long-term decisions, giving and receiving help, and signaling limitations. We found two negative impacts on team autonomy: limited feature choice and enforced refinement. The study extends previous research on large-scale agile software development and improves our understanding of impacts on team autonomy.
{"title":"Changes to team autonomy in large-scale software development: a multiple case study of Scaled Agile Framework (SAFe) implementations","authors":"Tomas Gustavsson, M. Berntzen, V. Stray","doi":"10.12821/ijispm100102","DOIUrl":"https://doi.org/10.12821/ijispm100102","url":null,"abstract":"Large-scale transformations of agile ways of working have received more attention in the industry in recent years. Some organizations have developed their own solutions for scaling, whereas many have chosen trademarked frameworks. In large-scale agile software development, many developers and development teams carry out work simultaneously. When autonomous teams need to coordinate toward a common goal, they must sacrifice some level of autonomy. Development, testing, and integrations need to be coordinated with other teams and aligned with an organization´s programs or portfolio. Through the conducting of 28 interviews and 17 on-site visits, this multiple case study explored how team autonomy changed in three agile software development organizations that implemented the Scaled Agile Framework (SAFe). The positive changes to team autonomy that they experienced as a result included getting a better overview, making better long-term decisions, giving and receiving help, and signaling limitations. We found two negative impacts on team autonomy: limited feature choice and enforced refinement. The study extends previous research on large-scale agile software development and improves our understanding of impacts on team autonomy.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":" ","pages":""},"PeriodicalIF":3.3,"publicationDate":"2022-04-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48581550","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Research on Robotic Process Automation (RPA) in the last decade has increased but lags behind developments in practice. This study explores the definition, evolution and categories of RPA, its benefits and challenges, identifies guidelines for implementation and provides a future outlook. Since there is an evident scarcity of comprehensive grey literature reviews in the area, this study presents an extensive narrative review of organizational grey literature on RPA by analyzing sixty-one organizational reports and white papers published between 2015 and 2020. This study provides a unified definition of RPA and groups the many categories of RPA into three types: basic automation, cognitive automation, and artificial intelligence. The study identifies the benefits of RPA and categorizes them into monetary; simplicity; efficiency and productivity; flexibility and scalability; reliability and consistency; compliance and governance; customer satisfaction; employee efficiency; and other long-term organizational benefits. The main challenges of RPA are awareness and perception of RPA; uncertainty about how to prepare for RPA; change management challenges while implementing RPA; and challenges associated with RPA vendors. Three main steps of RPA implementation are highlighted. This study provides practitioners and researchers with an extensive bird’s eye insight into RPA from an industry perspective.
{"title":"Robotic Process Automation: a review of organizational grey literature","authors":"Ritesh Chugh, S. Macht, Rahat Hossain","doi":"10.12821/ijispm100101","DOIUrl":"https://doi.org/10.12821/ijispm100101","url":null,"abstract":"Research on Robotic Process Automation (RPA) in the last decade has increased but lags behind developments in practice. This study explores the definition, evolution and categories of RPA, its benefits and challenges, identifies guidelines for implementation and provides a future outlook. Since there is an evident scarcity of comprehensive grey literature reviews in the area, this study presents an extensive narrative review of organizational grey literature on RPA by analyzing sixty-one organizational reports and white papers published between 2015 and 2020. This study provides a unified definition of RPA and groups the many categories of RPA into three types: basic automation, cognitive automation, and artificial intelligence. The study identifies the benefits of RPA and categorizes them into monetary; simplicity; efficiency and productivity; flexibility and scalability; reliability and consistency; compliance and governance; customer satisfaction; employee efficiency; and other long-term organizational benefits. The main challenges of RPA are awareness and perception of RPA; uncertainty about how to prepare for RPA; change management challenges while implementing RPA; and challenges associated with RPA vendors. Three main steps of RPA implementation are highlighted. This study provides practitioners and researchers with an extensive bird’s eye insight into RPA from an industry perspective.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":" ","pages":""},"PeriodicalIF":3.3,"publicationDate":"2022-04-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42836040","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The digital divide (DD) refers to the gap between individuals, companies, regions and countries in accessing and using the information and communication technology (ICT). DD research is mainly oriented towards detection of differences in the ICT use among individuals. An important part of DD research refers to the differences in ICT adoption and use among corporations. The goal of this paper is to present a review of published papers on DD among corporations. Papers from the journals indexed in SSCI that investigate corporate DD were examined in order to compare the research on corporate DD in terms of: (1) geographical area, time frame of the study, sampled corporations; (2) phenomena used as the indicators/measure of DD, inequality type, ICT adoption cycle, determinants of DD; and (3) data collection approach, data sources, sample size and methodology used for investigation of DD determinants.
{"title":"Review of corporate digital divide research: A decadal analysis (2003-2012)","authors":"M. P. Bach, J. Zoroja, V. Vukšić","doi":"10.12821/IJISPM010403","DOIUrl":"https://doi.org/10.12821/IJISPM010403","url":null,"abstract":"The digital divide (DD) refers to the gap between individuals, companies, regions and countries in accessing and using the information and communication technology (ICT). DD research is mainly oriented towards detection of differences in the ICT use among individuals. An important part of DD research refers to the differences in ICT adoption and use among corporations. The goal of this paper is to present a review of published papers on DD among corporations. Papers from the journals indexed in SSCI that investigate corporate DD were examined in order to compare the research on corporate DD in terms of: (1) geographical area, time frame of the study, sampled corporations; (2) phenomena used as the indicators/measure of DD, inequality type, ICT adoption cycle, determinants of DD; and (3) data collection approach, data sources, sample size and methodology used for investigation of DD determinants.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":" ","pages":""},"PeriodicalIF":3.3,"publicationDate":"2022-02-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45573595","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Enterprise resource planning (ERP) systems adoptions require substantial resources and investments. The majority of businesses around the globe can be considered to be small and medium sized enterprises (SMEs). Thus, SMEs are seen to be typical companies that are the cornerstone of most economies. Compared with large enterprises, an SME-context contains several characteristics, and scarcity of resources is among the top of them. For SMEs, unplanned costs escalation could pose a serious threat to their stability and survival in the market. Frequently, ERP projects have crossed their estimated budgets and schedules. Researchers and practitioners state that a prevailing number of ERP adoption projects fail due to inaccurate or to too optimistic budgets/schedules. In addition, many organizations face difficulties in identifying the potential cost factors that could occur during their ERP adoption lifecycle. While focusing on the SMEcontext, this research attempts to identify potential costs that could occur in ERP adoptions. The research method employed in this study targeted diverse stakeholders and experts involved in ERP projects in Egypt. This research provides a list of cost factors and their classifications that could aid adopting organizations to better estimate their needed ERP project budgets. In particular, this research explores the direct and indirect cost factors that occur in ERP adoptions in Egyptian SMEs. Also, this study investigates the influence of some SME-specific contextual factors on costs. Moreover, the paper provides a ranking of cost factors according to their impact on total adoption costs.
{"title":"ERP adoption cost factors identification and classification: a study in SMEs","authors":"Moutaz Haddara, Ahmed Elragal","doi":"10.12821/IJISPM010201","DOIUrl":"https://doi.org/10.12821/IJISPM010201","url":null,"abstract":"Enterprise resource planning (ERP) systems adoptions require substantial resources and investments. The majority of businesses around the globe can be considered to be small and medium sized enterprises (SMEs). Thus, SMEs are seen to be typical companies that are the cornerstone of most economies. Compared with large enterprises, an SME-context contains several characteristics, and scarcity of resources is among the top of them. For SMEs, unplanned costs escalation could pose a serious threat to their stability and survival in the market. Frequently, ERP projects have crossed their estimated budgets and schedules. Researchers and practitioners state that a prevailing number of ERP adoption projects fail due to inaccurate or to too optimistic budgets/schedules. In addition, many organizations face difficulties in identifying the potential cost factors that could occur during their ERP adoption lifecycle. While focusing on the SMEcontext, this research attempts to identify potential costs that could occur in ERP adoptions. The research method employed in this study targeted diverse stakeholders and experts involved in ERP projects in Egypt. This research provides a list of cost factors and their classifications that could aid adopting organizations to better estimate their needed ERP project budgets. In particular, this research explores the direct and indirect cost factors that occur in ERP adoptions in Egyptian SMEs. Also, this study investigates the influence of some SME-specific contextual factors on costs. Moreover, the paper provides a ranking of cost factors according to their impact on total adoption costs.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":" ","pages":""},"PeriodicalIF":3.3,"publicationDate":"2022-02-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49118909","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This paper describes a mixed methodological research approach for identifying practitioner perceptions of the most useful project management (PM) practices to improve project management performance. By identifying the perceived most useful tools and techniques, as having the most potential for increased contribution to project management performance, practitioners and organizations can select their priorities when improving PM practices. The research involved a programme of thirty interviews with Project Management professionals in Portugal, followed by a global survey. Completed questionnaires were received from 793 practitioners worldwide, covering 75 different countries. The results showed that the top twenty of the list of the most useful tools and techniques is composed of very well-known and widely used tools, such as: progress report; requirements analysis; progress meetings; risk identification; and project scope statement. PM practices in the top of list cover the overall PM life cycle from initiation to project closing, but particular relevance is given to tools and techniques from planning. The areas of knowledge, scope, time, risk, communication and integration, assume a high relevance, each with at least three PM practices on the top of the list.
{"title":"Identifying useful project management practices: A mixed methodology approach","authors":"G. Fernandes, S. Ward, M. Araújo","doi":"10.12821/IJISPM010401","DOIUrl":"https://doi.org/10.12821/IJISPM010401","url":null,"abstract":"This paper describes a mixed methodological research approach for identifying practitioner perceptions of the most useful project management (PM) practices to improve project management performance. By identifying the perceived most useful tools and techniques, as having the most potential for increased contribution to project management performance, practitioners and organizations can select their priorities when improving PM practices. The research involved a programme of thirty interviews with Project Management professionals in Portugal, followed by a global survey. Completed questionnaires were received from 793 practitioners worldwide, covering 75 different countries. The results showed that the top twenty of the list of the most useful tools and techniques is composed of very well-known and widely used tools, such as: progress report; requirements analysis; progress meetings; risk identification; and project scope statement. PM practices in the top of list cover the overall PM life cycle from initiation to project closing, but particular relevance is given to tools and techniques from planning. The areas of knowledge, scope, time, risk, communication and integration, assume a high relevance, each with at least three PM practices on the top of the list.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":" ","pages":""},"PeriodicalIF":3.3,"publicationDate":"2022-02-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46365045","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This paper gives recommendations for selecting, implementing and sustainably operating ERP systems. We indicate special aspects which are important from our point of view. The paper addresses practitioners who are responsible for ERP systems, especially IT and project managers. The structure of the paper matches the three main phases of an ERP system’s lifecycle within an enterprise: selection, implementation and operations. General process models are given for selection and implementation of ERP systems. Our suggestions stretch from project management, business process reengineering, system selection criteria, reporting and customizing to choosing key users, data migration, and user training. Operations of ERP systems are commented according to the views defined by the ARIS concept. We are focusing on organizational issues, but give also remarks on business process maintenance, exploitation of ERP functions, and data management. While other publications give rather general advice, recommendations in this paper are selected to be use-oriented and easy to apply. The recommendations do not depend on any particular ERP system.
{"title":"ERP systems: aspects of selection, implementation and sustainable operations","authors":"T. Munkelt, S. Völker","doi":"10.12821/IJISPM010202","DOIUrl":"https://doi.org/10.12821/IJISPM010202","url":null,"abstract":"This paper gives recommendations for selecting, implementing and sustainably operating ERP systems. We indicate special aspects which are important from our point of view. The paper addresses practitioners who are responsible for ERP systems, especially IT and project managers. The structure of the paper matches the three main phases of an ERP system’s lifecycle within an enterprise: selection, implementation and operations. General process models are given for selection and implementation of ERP systems. Our suggestions stretch from project management, business process reengineering, system selection criteria, reporting and customizing to choosing key users, data migration, and user training. Operations of ERP systems are commented according to the views defined by the ARIS concept. We are focusing on organizational issues, but give also remarks on business process maintenance, exploitation of ERP functions, and data management. While other publications give rather general advice, recommendations in this paper are selected to be use-oriented and easy to apply. The recommendations do not depend on any particular ERP system.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":" ","pages":""},"PeriodicalIF":3.3,"publicationDate":"2022-02-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47541599","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Sana Bent, Aboulkacem Guetat, Salem Ben, Dhaou Dakhli
The concept of Information Systems urbanization has been proposed since the late 1990’s in order to help organizations building agile information systems. Nevertheless, despite the advantages of this concept, it remains too descriptive and presents many weaknesses. In particular, there is a lack of useful architecture models dedicated to defining software solutions compliant with information systems urbanization principles and rules. Moreover, well-known software architecture models do not provide sufficient resources to address the requirements and constraints of urbanized information systems. In this paper, we draw on the “information city” framework to propose a model of software architecture - called the 5+1 Software Architecture Model - which is compliant with information systems urbanization principles and helps organizations building urbanized software solutions. This framework improves the well-established software architecture models and allows the integration of new architectural paradigms. Furthermore, the proposed model contributes to the implementation of information systems urbanization in several ways. On the one hand, this model devotes a specific layer to applications integration and software reuse. On the other hand, it contributes to the information system agility and scalability due to its conformity to the separation of concerns principle.
{"title":"A multi-layered software architecture model for building software solutions in an urbanized information system","authors":"Sana Bent, Aboulkacem Guetat, Salem Ben, Dhaou Dakhli","doi":"10.12821/ijispm010102","DOIUrl":"https://doi.org/10.12821/ijispm010102","url":null,"abstract":"The concept of Information Systems urbanization has been proposed since the late 1990’s in order to help organizations building agile information systems. Nevertheless, despite the advantages of this concept, it remains too descriptive and presents many weaknesses. In particular, there is a lack of useful architecture models dedicated to defining software solutions compliant with information systems urbanization principles and rules. Moreover, well-known software architecture models do not provide sufficient resources to address the requirements and constraints of urbanized information systems. In this paper, we draw on the “information city” framework to propose a model of software architecture - called the 5+1 Software Architecture Model - which is compliant with information systems urbanization principles and helps organizations building urbanized software solutions. This framework improves the well-established software architecture models and allows the integration of new architectural paradigms. Furthermore, the proposed model contributes to the implementation of information systems urbanization in several ways. On the one hand, this model devotes a specific layer to applications integration and software reuse. On the other hand, it contributes to the information system agility and scalability due to its conformity to the separation of concerns principle.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":" ","pages":""},"PeriodicalIF":3.3,"publicationDate":"2022-02-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46138021","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Patrick Mikalef, Adamantia G. Pateli, R. Batenburg, R. V. D. Wetering
With organizations now placing an increasing amount on attention on the management of their supply chain activities, the role of Information Technology (IT) in supporting these operations has been put in the spotlight. In spite of extensive research examining how IT can be employed in various activities of supply chain management, the majority of studies are limited in identifying enablers and inhibitors of adoption. Empirical studies examining post-adoption conditions that facilitate performance improvement still remain scarce. In this study we focus on procurement as part of the supply chain management activities. We apply the business-IT alignment perspective to the domain of procurement, and examine how certain organizational factors impact the attainment of this state. Additionally, we research the effect that procurement alignment has on supply chain management performance. In order to do so, we apply Partial Least Squares (PLS) analysis on a sample of 172 European companies. We find that firms that opt for a centralized governance structure, as well as larger firms, are more likely to attain a state of procurement alignment. Furthermore, our results empirically support the statement that procurement alignment is positively correlated with operational efficiency and competitive performance of the supply chain.
{"title":"Business alignment in the procurement domain: a study of antecedents and determinants of supply chain performance","authors":"Patrick Mikalef, Adamantia G. Pateli, R. Batenburg, R. V. D. Wetering","doi":"10.12821/IJISPM020103","DOIUrl":"https://doi.org/10.12821/IJISPM020103","url":null,"abstract":"With organizations now placing an increasing amount on attention on the management of their supply chain activities, the role of Information Technology (IT) in supporting these operations has been put in the spotlight. In spite of extensive research examining how IT can be employed in various activities of supply chain management, the majority of studies are limited in identifying enablers and inhibitors of adoption. Empirical studies examining post-adoption conditions that facilitate performance improvement still remain scarce. In this study we focus on procurement as part of the supply chain management activities. We apply the business-IT alignment perspective to the domain of procurement, and examine how certain organizational factors impact the attainment of this state. Additionally, we research the effect that procurement alignment has on supply chain management performance. In order to do so, we apply Partial Least Squares (PLS) analysis on a sample of 172 European companies. We find that firms that opt for a centralized governance structure, as well as larger firms, are more likely to attain a state of procurement alignment. Furthermore, our results empirically support the statement that procurement alignment is positively correlated with operational efficiency and competitive performance of the supply chain.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":" ","pages":""},"PeriodicalIF":3.3,"publicationDate":"2022-02-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46614854","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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