Strategic Information Technology Investments: Guidelines for Decision Making

Clemons, Eric K.; Weber, Bruce W.

doi:10.1080/07421222.1990.11517887

Cited by 160 publications

(74 citation statements)

References 6 publications

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“…When AMR Corporation (American's parent) announced it would consider bids for selling shares in Sabre, Wall Street valued the system at $1.5 billion. At the time, AMR's market value was $2.9 indicating that Sabre had grown to slightly exceed ~merican's core business in value [21]. 3.…”

Section: Direct Revenue Generationmentioning

confidence: 99%

The impact of information technology on organizational flexibility

Lucas

Olson²

1994

Journal of Organizational Computing

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Section: Direct Revenue Generationmentioning

confidence: 99%

The impact of information technology on organizational flexibility

Lucas

Olson²

1994

Journal of Organizational Computing

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“…For instance, a group of researchers found through empirical studies that possession and operationalisation of IT has direct and positive effects on firm performance (e.g. Banker and Kauffman, 1991;Clemons and Weber, 1990;Choi et al, 1990), on the other hand, Warner (1987) and Hunter (2003) found direct and negative effects. Another group noted no effect at all (e.g.…”

Section: Firm Performance Outcomesmentioning

confidence: 99%

Information technology and marketing performance within international market-entry alliances

Zhao

Priporas

2017

IMR

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.*Related content and download information correct at time of download. Purpose -The purpose of this paper is to engage in a comprehensive review of the research on information technology (IT)-mediated international market-entry alliances. Design/methodology/approach -This paper provides a theory-informed conceptual framework of IT-enabled cross-border interfirm relationships and performance outcomes. It integrates perspectives of resourcebased view (RBV) and transaction cost economics (TCE) to argue that the establishment of interfirm IT capabilities enhances the marketing performance of the foreign partner in the host location by improving interfirm relationship governance. Furthermore, IT-related risks and contextual restrictions are identified as important moderators.Findings -Conceptualisations of IT capabilities, IT-enhanced interfirm governance, and IT-led marketing performance improvement are suggested. Drawing on RBV and TCE, IT resources, related human resources, and IT integration between partner firms in combination enhances the ability of firms to manage the relationship more effectively through shared control, interfirm coordination, cross-firm formalisation, and hybrid centralisation. These benefits then bring about better upstream and downstream marketing performance in the host location. Additionally, IT capabilities help to mitigate possible contextual limitations and risks.Research limitations/implications -The paper offers a number of theory-and literature-informed research propositions which can be empirically tested in future studies. Practical implications -Top managers of firms currently in or planning to enter international alliances for market entry should carefully consider effective development of interfirm IT capabilities in terms of readiness of hardware and software, human resources, and organisational resources. Originality/value -The paper provides an integrated framework and propositions which contribute to limited understanding and appreciation of IT value in international market-entry alliances.

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“…Der IT-Investitionsprozess ist definiert als die systematische Identifikation, Rechtfertigung and Einflussnahme der IT-Investitionsentscheidungen mit dem Ziel, Mehrwert für das Unternehmen / das Vorhaben zu schaffen [Clemons/Weber 1990] Barura et al 1995;Dos Santos et al 1993;Landauer 1995;Strassmann 1997;Weill 1992]. Brynjolfsson [1993] schlägt vier zusammengehörige Erklärungen vor: …”

Section: Dimensionierung Der It-budgets Und Zusammenarbeit Mit Dem Eiunclassified

Strategisches Informationsmanagement in Großprojekten der Industrie

Gemmel¹

2014

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Vorwort AbstractOrganisations establish projects to realise unique time-limited enterprises efficiently. Particularly in industry this practice is common for large-scale projects. The IT management supporting such industry projects often faces special, characteristic challenges.This paper addresses how existing concepts of strategic IT management can be applied in the context of large-scale industry projects. A general reference model is defined for future application by IT departments in large-scale industrial projects.This model is based on five large-scale industry projects that were analysed consistently through a case study methodology: Digital mobile radio BOS (Cassidian/EADS), Elbphilharmonie Hamburg (HOCHTIEF), Genetic power plant (Siemens), Nord Stream Pipeline (Nord Stream), Polyethylene Plant SHARQ (Linde).The reference model for project IT management is structured along the three Business Engineering design layers: strategy, processes and realisation. Base on scientific literature and case studies the model provides practical recommendations, success factors and common pitfalls.The IT management strategy should integrate with overall project management. As such, IT strategy is a tool to position IT management internally as a process integrator for other operational departments. The identification of technical solutions should focus on proven technologies with prior experience transferred to future projects wherever possible.To design IT management processes, the existing industry frameworks and standards are aligned to a specific project's needs, taking account of the planned time constraints and then consolidated into a comprehensive process template. With regard to the requirement profile, IT management should adopt a role differentiated going from IT-central, over Business-drives-IT to IT-enables-Business in the internal project Business-IT alignment.Information security has a high impact on successful project delivery, so employees and contractors should be aware of the risks, e.g. via guidelines and trainings. IT management employees must also be able to relate to the working methods of foreign partners, and account for cultural differences in their IT project planning and realisation. Cooperation with proven "preferred suppliers" is beneficial, enabling relationships, trust and understanding to develop.The reference model design is determined by six influential factors: Project volume, time constraints from an IT perspective, applicable existing IT experience, project internationality, project independence and the relationship or impact of IT to the project.

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Strategic Information Technology Investments: Guidelines for Decision Making

Cited by 160 publications

References 6 publications

The impact of information technology on organizational flexibility

The impact of information technology on organizational flexibility

Information technology and marketing performance within international market-entry alliances

Strategisches Informationsmanagement in Großprojekten der Industrie

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