A decision support model for optimal timing of investments in information technology upgrades

Mukherji, Nivedita; Rajagopalan, Balaji; Tanniru, Mohan

doi:10.1016/j.dss.2006.02.013

Cited by 32 publications

(34 citation statements)

References 29 publications

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“…Due to the medium level of process redesign, an IS replacement is associated with fewer process interruptions than an IS introduction, but the process interruptions may affect the firm's ability to create value. Thus, IS replacement is associated with medium level productivity losses (Mukherji et al, 2006). Further, user training costs are low to medium because users are already familiar with a similar system (Palaniswarmy & Frank, 2000), but IT investments are potentially high because a number of IT infrastructure components may need to be replaced (Taudes et al, 2000).…”

Section: Characteristics Of Information Systems Change Typesmentioning

confidence: 99%

“…In an IS replacement project, a firm substitutes an existing IS with a new IS that is similar in functionality but may offer new functionality aspects (Mukherji et al, 2006). An IS replacement requires a medium degree of process redesign because IS-facilitated processes already exist in the firm (Haines et al, 2006) but may need to be adapted.…”

Section: Characteristics Of Information Systems Change Typesmentioning

confidence: 99%

“…When changing an IS, firms can choose between four different IS change types: the introduction of a completely new IS (Orlikowski, 1995;Jiang et al, 2000), the extension of an existing IS (Huang et al, 2001;Haines et al, 2006), the replacement of an IS (Taudes et al, 2000;Mukherji et al, 2006), and the merger of two or more IS (Wijnhoven et al, 2006;Robbins & Stylianou, 1999).…”

Section: Introductionmentioning

confidence: 99%

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Development of an IS change reason–IS change type combinations matrix

Krell

Matook

Rohde

2011

European Journal of Information Systems

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Firms change their information systems (IS) for various reasons, ranging from compliance with government regulations to the development of new capabilities. When making these changes a firm can choose between four different IS change types: IS introduction, IS extension, IS replacement, and IS merger. This paper proposes that change reasons and change types are interrelated, and that certain reason-type combinations are more likely than others to result in a successful IS change. To identify these combinations, an IS change reason-IS change type matrix is developed. While the matrix is created from prior IS research, we conducted a focus group study of IS professionals to further explore and refine the matrix. Findings from the focus group study reveal that some IS change reason-IS change type combinations are more appropriate than others to carry out the IS change project successfully. We also present three examples of IS change projects to illustrate the use and value of the matrix in practice.

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Section: Characteristics Of Information Systems Change Typesmentioning

confidence: 99%

Section: Characteristics Of Information Systems Change Typesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Development of an IS change reason–IS change type combinations matrix

Krell

Matook

Rohde

2011

European Journal of Information Systems

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“…Mukherji et al [40] put forward that investments in upgrades are best made when the gap between the new technology and the one currently in use reaches a critical threshold. A theme of identifiable trigger events, which cause this threshold to be reached immediately preceding the implementation of vendor-supplied maintenance, emerges from the literature.…”

Section: There Are Triggers For Maintenancementioning

confidence: 99%

“…This could be achieved through new functionality and features available within a newer release that fulfills user requests or requirements especially for improved performance. In this context, an aspiration of first-mover advantage also spurs maintenance [40]. Vendors declaring an EOL date for support of a particular version were an often referenced trigger for maintenance implementation [20].…”

Section: There Are Triggers For Maintenancementioning

confidence: 99%

A Conceptual Investigation of Maintenance Deferral and Implementation: Foundation for a Maintenance Lifecycle Model

Savage

Kautz

Clarke

2017

Complexity in Information Systems Development

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Despite the fact that society and organizations rely heavily on Information Systems (IS) and software, the maintenance of vendor-supplied IS, in particular standard package software has gained little attention within the academic literature. This paper presents a conceptual study of the current state of research concerning the reasons for deferral and performance of vendor-supplied maintenance by the purchasing organization. These reasons have so far neither been investigated together nor from that perspective. Based on a systematic literature review and taking the purchaser's viewpoint, reasons for maintenance deferral and performance are identified from the literature. They build the groundwork and foundation for a Maintenance Lifecycle and Process Model that provides a starting point to research vendor-supplied maintenance from the customer's point of view. Disciplines Business AbstractDespite the fact that society and organizations rely heavily on Information Systems (IS) and software, the maintenance of vendor-supplied IS, in particular standard package software has gained little attention within the academic literature. This paper presents a conceptual study of the current state of research concerning the reasons for deferral and performance of vendorsupplied maintenance by the purchasing organization. These reasons have so far neither been investigated together nor from that perspective. Based on a systematic literature review and taking the purchaser's viewpoint, reasons for maintenance deferral and performance are identified from the literature. They build the groundwork and foundation for a Maintenance Lifecycle and Process Model that provides a starting point to research vendor-supplied maintenance from the customer's point of view.

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Optimal timing for a technology shift in mature markets of mobile communication

Adamauskas

Krušinskas

2017

Strategic Change

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The new‐generation 5G mobile technology will likely have a business cycle of approximately 24–25 years. Investment timing in the adoption of new technologies is becoming crucial for science and technology‐based companies to remain competitive. Further investment timing depends on the companies’ current financial state. Mobile technology‐based companies have their own resource lifecycle in which technological changes are inevitable and depend on the uncertainty of the market.

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A decision support model for optimal timing of investments in information technology upgrades

Cited by 32 publications

References 29 publications

Development of an IS change reason–IS change type combinations matrix

Development of an IS change reason–IS change type combinations matrix

A Conceptual Investigation of Maintenance Deferral and Implementation: Foundation for a Maintenance Lifecycle Model

Optimal timing for a technology shift in mature markets of mobile communication

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