How In-memory Technology Can Create Business Value: Insights from the Hilti Case

Debortoli, Stefan; Müller, Oliver; Reuter, Nadine

doi:10.17705/1cais.03407

Cited by 22 publications

(18 citation statements)

References 62 publications

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“…Furthermore, in-memory technology stores all data in the computer's main memory. This extends the processing capabilities of enterprise resource planning (ERP) systems, enables significant reductions in latency times, and allows to progress requests in parallel (Brocke et al 2014). Yet, the complex nature of technology and its wide variety of design features complicate the efficient handling of the system.…”

Section: Application Of Innovative Technologiesmentioning

confidence: 99%

Determinants of information system quality and data quality in management accounting

2020

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Data quality is critical to adequately perform management accounting (MA) tasks, and information systems (IS) provide the data for the MA domain. However, IS can vary vastly across firms, which may influence the basis for rational decision making (i.e., data quality). This study therefore aims to investigate the impact of IS quality on data quality in MA and to analyze the determinants that can influence IS quality in MA. We conduct a cross-sectional survey among 143 medium-sized and large firms. Based on a structural equation model, we predict and find that IS quality significantly affects management accounting data quality (MADQ). Company's IT investments, internal and external IT knowledge, innovative technologies, and data source variety are significantly associated with IS quality in MA and in turn indirectly affect MADQ. This study highlights the importance of IS quality for management accountants' practice and simultaneously provides new insights regarding the efficacy of selected determinants of IS quality.

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Section: Application Of Innovative Technologiesmentioning

confidence: 99%

Determinants of information system quality and data quality in management accounting

2020

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“…IT infrastructures are formed of several kinds of components that can be either individual hardware entities (in the case of servers, storage systems, printers, hubs, switches, routers, and others) or Infrastructure Groups that are composed of infrastructure components (as in the case of a cluster of servers). Therefore, IT Infrastructure Components are divided into Physical Hardware, Virtual Hardware, and Infrastructure Groups [5]. IT infrastructure is an arrangement of technical components and IT services that comprises of network devices, data storage, platform and IT applications [15].…”

Section: A It Infrastructurementioning

confidence: 99%

“…IT capabilities is the ability of an organization to mobilize and organize IT [18]. IT capabilities include technical IT skills, managerial IT skills, and IT relationships capability [19,5,17,6,13]. Chen et al [20] provides explanation of how IT capabilities can help to support the effectiveness of corporate enterpreneurships.…”

Section: B It Capabilitiesmentioning

confidence: 99%

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IT Infrastructure Transformation and its Impact on IT Capabilities in the Cloud Computing Context

Govindaraju¹,

Akbar²,

Suryadi³

2018

IJEEI

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The advent of cloud computing has transformed the way companies managing their information technology (IT) and information systems (IS). Cloud computing provides three different service models, Infrastructure as a Service (IaaS), Platform as a Service (PaaS), and Software as a Service (SaaS). This study was aimed to analyse the effects of IT infrastructure transformation into IaaS model on the changes in IT management capabilities. Based on the literature review, a research framework was developed. The framework suggests four IT capabilities components that can contribute to organizational agility, namely IT supply management, IT-business partnership, IT proactive posture and Change readiness IT capability. The framework was used to guide a case study to collect empirical data in a telecommunication company in Indonesia. Analysing the results of the case study, changes in the organization's IT capabilities as the impact of IaaS adoption were discussed. This study provides insights into efforts to develop the required IT capabilities in order to realise the benefits from cloud computing adoption, in particular the IaaS.

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“…To date, scenarios of context--awareness applied to selling have focused on improving the productivity of the salesperson, such as mobile extensions of SFA (vom Brocke et al, 2014;Diallo et al, 2015). If salespeople are to be consultants to buying decision makers, context--aware technology should enable them to be even more responsive in providing value--adding information to customers, in particular where that information is location--dependent, requires personalization to a particular customer, and is time--critical.…”

Section: Context--aware B2b Sellingmentioning

confidence: 99%

CABS: a conceptual model for context-aware B2B sales applications

Rogers

Clark

2016

Journal of Research in Interactive Marketing

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Purpose – This paper aims to propose a conceptual model that will guide development of mobile applications to support value-added business-to-business (B2B) sales activities. Design/methodology/approach – The paper reviews the concepts of context-aware applications and context-marketing, then examines B2B selling and the creation of value, utilizing Terho’s model of value-based selling, and presenting the potential role of context-aware B2B selling in creating value. Terho’s model is then combined with a taxonomy of context modeling to produce step-by-step a conceptual model for developing context-aware B2B sales applications (CABS). Findings – By mapping the context-aware application development taxonomy against each stage of Terho’s “value-based selling” model, the CABS model is proposed. This model provides a platform for the B2B salesforce, their customers and information technology (IT) staff to work together in developing requirements and prototypes for mobile B2B context-aware applications. Research limitations/implications – The CABS model would require empirical testing to assess its viability and suitability. This would initially be done via focus groups in targeted sales organizations. Practical implications – The CABS model could utilized by sales staff and their customers to develop requirements for mobile context-aware applications to support B2B activity. In addition, the CABS model could be utilized in joint application design processes to enable sales and IT staff to work together in developing prototype mobile applications. Originality/value – While context-aware applications are beginning to transform business-to-sale (B2C) sales activities, it is clear that B2B sales could also benefit from these types of applications, but little progress has been made in understanding or developing their potential. The CABS model enables B2B sales staff and their customers to recognize these benefits and facilitate working with IT staff in defining requirements and developing prototypes.

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How In-memory Technology Can Create Business Value: Insights from the Hilti Case

Cited by 22 publications

References 62 publications

Determinants of information system quality and data quality in management accounting

Determinants of information system quality and data quality in management accounting

IT Infrastructure Transformation and its Impact on IT Capabilities in the Cloud Computing Context

CABS: a conceptual model for context-aware B2B sales applications

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