Coping knowledge boundaries between information system and business disciplines: An intellectual capital perspective

Maçada

2016

RBGN

Purpose -This article proposes an integrated three-stage model, which tests the impact of IT capabilities at the firm level.Design/methodology/approach -The measurement model was constructed from the following research phases: i) assessment of the variables by experts in the fields of IS and business; ii) survey pretest; and iii) pilot survey. The full survey was applied to managers from IT and business fields in Brazil's largest organizations, and was analyzed through Structural Equation Modelling.Findings -The results of the full survey allow us to conclude about the relationships that exist between IT capabilities, information quality and performance processes. Performance processes partially mediate the impact of IT capabilities on firm performance.Originality/value -The results presented contribute to the academic and management aspects, for they allow: i) to replicate the model in other research contexts (national, international) and evaluating incremental improvements of IT capabilities on firm performance; ii) the identification of intermediate performance indicators, associated with the use of IT, and the concentration of energy of organizations in the measurement of IT effects on business processes; iii) the adoption of the model for horizontal analysis of IT performance in large companies, from the perspective of business and IT managers.

Section: Measurement Model and Validationmentioning

confidence: 99%

Business value of IT capabilities: effects on processes and firm performance in a developing country

Maçada

2016

RBGN

2015 48th Hawaii International Conference on System Sciences

“…First, intellectual capital is widely discussed in various areas [8] [36], but relevant discussions in the IT/IS domain are much less. Second, we still know very little about how intellectual capital impacts explorative and exploitative innovation strategies, especially in the IS context [9] [28]. Third, we propose a theoretical model to examine the issues and our empirical results may serve as a foundation for future research.…”

Section: Introductionmentioning

confidence: 97%

Impact of IT Intellectual Capital on IT Explorative-Exploitative Innovation Strategy and Performance

Wang

Chiu

Chen

2015

In turbulent business environments, firms are increasingly relying on information technology (IT) to enhance their agility to meet multiple market demands. IT departments then play an important role in maintaining an appropriate balance between explorative and exploitative IT innovation strategies to enable the agility. This study contributes to the information systems (IS) literatures by gaining a broader understanding of how the intellectual capital of IT departments can influence the IT explorativeexploitative innovation strategies, and the impact of these strategies on organizational performance. The empirical data collected from 122 IT managers in Taiwan's manufacturing firms show that human capital positively affects the two innovation strategies, structural capital has significant positive effect only on explorative innovation strategy, relational capital has positive moderating effect on the relationship between human capital and explorative innovation strategy, and both the two innovation strategies positively influence the IT department performance, which in turn facilitates the organization performance.

Digital Services and Platforms. Considerations for Sourcing

“…It has been shown that knowledge sharing is an essential competence in the delivery of outsourced IT services [26] and that user involvement in defining IT needs is key to ensuring IT projects' success [13,15]. Nevertheless, little research has been carried out specifically on knowledge sharing in the context of an IT-SSC in the extant literature [36].…”

Section: Introductionmentioning

confidence: 99%

“…The concept of knowledge boundary spanning has already been addressed in the context of IT outsourcing projects [11], as well as in relation to the development of information systems [15], but not in the context of an IT-SSC. Thus, we argue that there is a lack of explanation concerning the role of knowledge boundary spanning mechanisms in this specific organizational context.…”

Section: Introductionmentioning

confidence: 99%

Knowledge Boundary Spanning Mechanisms in a Shared Services Centre Context

Vieru

Bourdeau

2019

This study focuses on the roles of knowledge boundary spanning mechanisms and intellectual capital (human, structural, and relational) in managing knowledge sharing in an IT-specialized shared services centre (IT-SSC) context. Although the literature stresses the growing utilization of the SSC as an outsourcing model, there is a lack of studies that examine the dynamic process of knowledge sharing across the organizational boundaries in this specific business model. Drawing on the literatures on SSC and on cross-boundary knowledge sharing we propose a conceptual framework based on four research propositions that were validated with primary and secondary data. The results suggest that IT-SSCs present high human capital, but encounter challenges developing relational and structural capitals. It also appears that IT-SSC management tends to prefer the utilization of boundary spanners and boundary objects instead of boundary discourses and boundary practices as mechanisms for efficient boundary spanning.