By Ferdinand Mahr
Information know-how (IT) has the capability to considerably increase company functionality. even though, now not all corporations own the complementary elements that unencumber the total price of IT. Ferdinand Mahr develops an integrative theoretical version of IT enhances equivalent to organizational constitution, human source administration, and company procedure. extra, he analyzes targeted datasets amassed via 1,500 mobilephone interviews with managers. He examines how the association and administration required to allow it truly is optimistic functionality results fluctuate with recognize to a firm’s strategic orientation towards potency or innovation. He additionally indicates that using a particular mixture of it could actually outweigh the customarily dangerous functionality results of hybrid suggestions that blend potency- and innovation-orientation. This ebook exhibits that IT does certainly topic if competently aligned with association and strategy.
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Extra info for Aligning Information Technology, Organization, and Strategy: Effects on Firm Performance
The study by Rivard et al. (2006) examines the joint effect of IT support for firm assets and IT support for strategy and is thus the most sophisticated with regard to analyzingthe joint effect of intemal and external IT complements. However; this study is subject to criticisms with regard to measurement, as outlined below. The second major drawback of existing studies has a methodological nature and concerns the operationalization and measurement of IT and IT complements. , 1997; Choe. , 2006; Sabherwal and Chan, 2001).
Standardization and IT may be complementary, as IT can enhance the benefits of rules and procedures by facilitating the monitoring of their implementation (Alavi and Leidner, 2001; Bloomsfield and Coombs. , 1992; Dewett and [ones. 2001; Grant and Higgins, 1991; Huber, 1990; Orlikowski and Robey, 1991; Stohr and Zhao. 2001). , 2002).
Note that this model does not make any statements that horizontal fit and vertical fit have to be achieved in a specific sequence or that either horizontal fir or vertical fit are dominant. On the one hand, it is likely that some elements of the integrative model of IT complements are harder and slower to change than others. On the other hand, firms can ultimately change or influence every component of the model to (re)align it with the other elements. For example, a firm can even influence its environment through lobbying.
Aligning Information Technology, Organization, and Strategy: Effects on Firm Performance by Ferdinand Mahr