2019
DOI: 10.1108/itp-01-2017-0001
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Establishing a partnership between top and IT managers

Abstract: Purpose A poor relationship between top management and IT personnel is often denoted as a business–IT gap. In an era of digital transformation, bridging this gap and establishing a strong relationship between business and IT are more important than ever before. The purpose of this paper is thus to examine a particular link between business and IT managers – a partnership relationship – together with the factors facilitating it. Design/methodology/approach A partnership construct is developed based on interdi… Show more

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Cited by 25 publications
(16 citation statements)
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References 111 publications
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“…Digital transformation requires new skills and technologies, and IT managers are replaced or renamed by CDOs. Nevertheless, it would be better to develop partnership business and the role of IT managers instead of creating new job titles (Manfreda and Štemberger, 2018). Other authors have stated that digital transformation must be governed by C-level executives and provided three possible general options: linking the responsibilities of an existing role, such as the CEO or CIO, installing a dedicated role such IJIS 15,4 as a CDO and implementing a digital transformation committee that consists of multiple executives or managers (Soto Setzke et al, 2021).…”
Section: Digital Technology Is Changing Working Methods and Informati...mentioning
confidence: 99%
“…Digital transformation requires new skills and technologies, and IT managers are replaced or renamed by CDOs. Nevertheless, it would be better to develop partnership business and the role of IT managers instead of creating new job titles (Manfreda and Štemberger, 2018). Other authors have stated that digital transformation must be governed by C-level executives and provided three possible general options: linking the responsibilities of an existing role, such as the CEO or CIO, installing a dedicated role such IJIS 15,4 as a CDO and implementing a digital transformation committee that consists of multiple executives or managers (Soto Setzke et al, 2021).…”
Section: Digital Technology Is Changing Working Methods and Informati...mentioning
confidence: 99%
“…Various company characteristics influence IT adoption -size, ownership, managerial structure, growth imperatives, employee expertise and level of technological education (Bruque and Moyano, 2007;Olsson et al, 2019;Naicker and Van Der Merwe, 2018), and specific to retailing, market positioning and store formats (Alexander and Kent, 2021;Antéblian et al, 2014;Hult et al, 2019;Javornik et al, 2021). Crucially, senior management support, and the relationship between senior management and employees across business and IT departments (Bonetti et al, 2022;Manfreda and Štemberger, 2019) have a fundamental role (Olsson et al, 2019).…”
Section: Internal Drivers and Barriers To Cfit Adoptionmentioning
confidence: 99%
“…Existing research on retail technology adoption (Grewal et al, 2020;Inman and Nikolova, 2017;Patten et al, 2020;Shankar et al, 2020) largely adopts a consumer perspective or is conceptual. Empirical insights into the factors influencing -and the sociotechnical implications of -retailers' (non-)adoption of new technologies into organizational working processes (Manfreda and Štemberger, 2019) from an overt managerial perspective (Alexander and Kent, 2022;Javornik et al, 2021;Pantano et al, 2018;2022;Roggeveen and Sethuraman, 2020;Verhoef et al, 2009) remain lacking. With the multiplicity of technologies at their disposal, "retailers are understandably overwhelmed by the options and may adopt technologies without a clear picture of how they fit into their strategy" (Inman and Nikolova, 2017, p. 7) guidance focuses on business opportunities of existing and emerging technologies (e.g.…”
Section: Introductionmentioning
confidence: 99%
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“…According to Manfreda and Štemberger (2019), strategic partnership is an alliance between the companies that combines the resources, capabilities and core competencies together to achieve common interests. Mustikaningsih, Cahyandito, Kaltum and Sarjana (2019) opine that the partnership strategy (Strategic relationship) can occur among suppliers, manufacturers, distributors and customers, with the sole aim of: gaining access to markets, increasing the value of the products / services offered, Reducing the risk posed by environmental change, ensuring complementary in the field of expertise, acquiring new knowledge, building a sustainable cooperation with major customers and obtaining the resources that are not owned by the company.…”
Section: Partnership Strategy and Performancementioning
confidence: 99%