Strategy, ICT Investment, BPR And Business Performance: An Empirical Investigation

The study on the links between strategy, structure and performance has been for long time a fundamental and highly important research topic for the management researchers and practitioners. In this direction this paper presents a ‘holistic’ empirical investigation of the whole network of relations between business strategy (at a first level), information and communication technologies (ICT) investment, non-ICT investment and BPR (at a second level), and finally business performance (at a third level). It is based on firm-level data from 271 Greek firms, which are used for the estimation of structural equation models (SEM) connecting the above variables, theoretically based on the Cobb-Douglas Production Function. It is concluded that none of the three generic business strategies defined by M. Porter (cost leadership, differentiation and focus) has a significant effect on ICT and non-ICT investment; on the contrary, particular strategic choices (differentiation and focus strategy) have been found to drive process change. Also, it has been found that all the investigated internal factors, ICT investment, non-ICT investment and BPR, have a positive impact on business performance. Concerning their interrelations, ICT investment affects positively BPR, which indicates that BPR is a partial mediator in the relationship between ICT and performance; on the contrary, this does not happen with non-ICT investment, indicating an important difference between these two types of capital investment as to their relation with process change

Semantic discovery and reuse of business process patterns

Patterns currently play an important role in modern information systems (IS) development and their use has mainly been restricted to the design and implementation phases of the development lifecycle. Given the increasing significance of business modelling in IS development, patterns have the potential of providing a viable solution for promoting reusability of recurrent generalized models in the very early stages of development. As a statement of research-in-progress this paper focuses on business process patterns and proposes an initial methodological framework for the discovery and reuse of business process patterns within the IS development lifecycle. The framework borrows ideas from the domain engineering literature and proposes the use of semantics to drive both the discovery of patterns as well as their reuse

Enterprise Integration Modeling Linking Enterprise Integration Architecture With Business Strategy Planning

The goals for this study were twofold. The first goal was to identify planning variables for linking both organizational and architectural objectives for developing enterprise integration architecture. The second goal was to validate enterprise integration modeling methodology as a viable planning tool for the design, development, and maintenance of the enterprise integration architecture. This lack of linkage at the intellectual dimension level can be characterized as having a dysfunctional effect on enterprise integration strategy formulation and infrastructure development. There is a disjoint between adoptions of appropriate information technology in relation to organizational objectives. This includes misapplication of investments in information technology selection and business systems development portfolio, failed information systems projects, architectures that do not support the strategic direction, and the organization\u27s inability to manage change associated with environmental imperatives that impact the firm\u27s ability to define information technology and systems requirements for competitive positioning. In order to achieve the objectives the author in this research, developed a conceptual Enterprise Integration Architecture Planning Model and Methodology (EIAPMIM) model as the basis for linking enterprise integration architecture objectives and organizational objectives. Research data confirmed the need to effect linkages between organizational objectives and architectural objectives to achieve enterprise integration and validated enterprise integration modeling as the means by which enterprise integration architecture is developed

Data, Technology, and People: Demystifying Master Data Management

With the amount of data constantly increasing, better practices are needed to manage it. Master data management (MDM) is an organizationally horizontal flow of activities aimed at managing core business data (i.e., master data). MDM differs from traditional data management practices as an organization-wide function. The idea of managing an organization’s most important data is impossible to achieve if MDM is simply treated as a data management practice or a technology-driven phenomenon. Establishing an MDM function involves introducing changes to an organization, which can relate to people and their ways of working, or technology and how it is used. If only a certain aspect is emphasized, the function will not deliver desired results.The object of this thesis is to study MDM not as a straightforward IT project, but as a complicated and multi-dimensional function. The goal is to understand the factors that should be taken into account in the development of an MDM function. The empirical part of this study is an ethnographic case study in a public sector organization, where MDM development was in early phases when the observation began. Altogether, the two data collection periods lasted for 32 months and during this, two MDM development projects were carried out, and MDM development became rooted as part of the organization’s routine operations.MDM development was analyzed as an ensemble that includes social and material components. Its theorization begins with understanding the role of master data in an organization’s information landscape and continues to examine the different views of MDM. Theories of change assist in understanding how change should be observed, understood, and managed.The study indicates that MDM effects multiple levels of an organization. Many organizational factors influence its development, and extensive dependencies exist between these factors. Especially in terms of ownership, other roles and responsibilities assume key positions. By understanding these factors and their roles in MDM development, it is easier to manage them.The study sheds light on the strong alignment between the complex concept of MDM and the organization. MDM literature is scarce and literature of public sector MDM is almost nonexistent. This dissertation contributes to research by widening the understanding of MDM in the public sector context, and by presenting a framework for establishing an MDM function as an organizational function that is closely linked with technology