The impact of organizational commitment, senior management involvement, and team involvement on strategic information systems planning

Basu, Vedabrata; Hartono, Edward; Lederer, Albert L.; Sethi, Vijay

doi:10.1016/s0378-7206(01)00115-x

Cited by 148 publications

(124 citation statements)

References 53 publications

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“…Our concept paper requires future work by performing an empirical investigation for validating the developed integrated model. This will be done through a survey data to determine the key factors influencing the adoption of BI These executives are targeted since generally, they have extensive knowledge about the firm, as well as have access to the organizational data, and also have the ability to complete the questionnaire (Alsaad, Mohamad & Ismail, 2014;Basu, Hartono, Lederer & Sethi, 2002).Quantitative data analysis techniques will be applied to analyze the data. For practical contributions, the findings of the empirical study aim to be used to create awareness that will help organizations in other industries that want to adopt BI Systems because the enabling factors will be revealed and their effects on the organization's performance will also be discussed.…”

Section: Resultsmentioning

confidence: 99%

An integrated model for determining business intelligence systems adoption and post-adoption benefits in banking sector

2016

J. adm. bus. stud.

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Section: Resultsmentioning

confidence: 99%

An integrated model for determining business intelligence systems adoption and post-adoption benefits in banking sector

2016

J. adm. bus. stud.

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“…Normative commitment reflects the feeling of being obligated to stay in the organization (Mahdi et al 2014). Organizational commitment as the organizational support has a positive impact on achieving project objectives (Basu et al 2002). In addition, organizational commitment increases an individual's feeling of involvement and sense of belonging (Zehir et al 2012).…”

Section: Opennessmentioning

confidence: 99%

Impact of Trust, Commitment, and Openness on Research Project Performance: Case Study in a Research Institute

2018

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This study focuses on three important shared values-trust, openness, and commitment-and examines the impact of these values on project performance and outcomes, specifically for science and innovation research projects. To this end, 12 in-depth interviews were conducted with researchers, research managers, and research leaders at the largest research institution in Scandinavia. The findings indicate that the three values (trust, openness, and commitment) are practiced at this research institution and are essential to effective teamwork. The findings also show that trust and openness promote shared understanding, and encourage commitment.

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Section: Background and Objective Of Studymentioning

confidence: 99%

“…Appropriate IS planning practice enables organisations to narrow the gap between IT/IS and the strategic objectives of the organisations. IS alignment then leads to a greater competitiveness and value derived from IS-related investment [1].Increased importance of IT/IS in organisation has attracted considerable research to understand the impact of IT/IS on firm performance. Specifically, IS planning emerges as one of the primary focuses as long as IT/IS deployment is concerned.…”

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confidence: 99%

Strategic IS Planning Practices: A Case of Medium Manufacturing Company in Malaysia

et al. 2017

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Abstract. Deployment of Information Technology/Information Systems (IT/IS) has been recognized as one of the potential means to supply information for timely business decision making. Despite growing importance of IT/IS in business, Small Medium Enterprises (SMEs) embrace constant challenges to deploy IS effectively, and thus, hardly to optimize the IT/IS strategic values. In such situation, IS planning is getting paramount to promote more effective IT/IS management of the firms. This study reports IS planning practices of a manufacturing-based SME. The face to face interview has been carried out to explore IS planning activities in a chosen firm. The qualitative analysis suggests that the selected company did undergo the four phases of strategic IS planning process namely, planning, analysing, selection, and implementation. The owner act as the champion of the strategic IS planning process. Further, the owner and the employees plays an important role as a decision maker. Specifically, the owner decides mainly on acquiring a new technology related to the firm's core business process whereas the users responsible on the selection of relevant application (s) to be used in their respective departments. Apart from that, the owner also plays a role as a researcher for the new technology acquired whilst the users provide an input on the applications to be acquired. Background and Objective of StudyGreater reliance on Information Technology/Information Systems (IT/IS) on daily operations and strategic needs urges today's organisations to emphasise on the IS planning. Appropriate IS planning practice enables organisations to narrow the gap between IT/IS and the strategic objectives of the organisations. IS alignment then leads to a greater competitiveness and value derived from IS-related investment [1].Increased importance of IT/IS in organisation has attracted considerable research to understand the impact of IT/IS on firm performance. Specifically, IS planning emerges as one of the primary focuses as long as IT/IS deployment is concerned. IS planning refers to a process of specifying an organization's selection of computer-based applications and technologies that correspond to the organisations strategic objectives [2].

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The impact of organizational commitment, senior management involvement, and team involvement on strategic information systems planning

Cited by 148 publications

References 53 publications

An integrated model for determining business intelligence systems adoption and post-adoption benefits in banking sector

An integrated model for determining business intelligence systems adoption and post-adoption benefits in banking sector

Impact of Trust, Commitment, and Openness on Research Project Performance: Case Study in a Research Institute

Strategic IS Planning Practices: A Case of Medium Manufacturing Company in Malaysia

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