15 research outputs found

    Uso de las TIC en las empresas cooperativas: propiedad y gobierno

    Get PDF
    Las empresas cooperativas presentan una idiosincrasia derivada de unos principios y valores propios de este tipo de organizaciones, que impregna todos los ámbitos de actuación de estas entidades. En este trabajo se realiza un análisis de las características organizativas relacionadas con la propiedad, gobierno y control de las empresas cooperativas que pueden contribuir a explicar diferencias en su comportamiento innovador ante la adopción de las tecnologías de la información y la comunicación (TIC). El estudio propuesto ofrece un enfoque novedoso por los aspectos organizativos tratados, ya que se revisan elementos de carácter cualitativo estrechamente ligados a las políticas de participación en las cooperativas así como cuestiones de igualdad y género dentro de las mismas. Para el desarrollo de los análisis empíricos se utiliza una muestra de 99 empresas cooperativas españolas, pertenecientes a distintos sectores y tamaños. Son las organizaciones de mayor dimensión, con la gestión profesionalizada en manos de un gerente externo varón y en las que existen trabajadores familiares, las que se caracterizan por adoptar las TIC

    EXPLORING THE INFLUENCE OF EXECUTIVE MANAGEMENT DIVERSITY ON IT GOVERNANCE

    Get PDF
    As all organizations are attaching more strategic importance to information technology (IT), IT governance has gained researchers’ interest. In fact, a large body of literature focuses on firm-specific or executive management attributes such as leadership as determinants of IT governance. However, it is still relevant to identify other factors influencing IT governance. Since executive management demographics and demographic diversity have an impact on strategic decisions, we explore the influence of executive management diversity on IT governance. Results suggest that IT governance for a high educational-high tenure diversity profile differs significantly from that for a low industry-moderate tenure diversity profile and a high industry-low tenure diversity profile. Furthermore, IT governance structures differ according to executive management diversity profile more than IT governance processes and relational mechanisms

    Personality, top management support, continuance intention to use electronic health record system among nurses in Jordan

    Get PDF
    Electronic health record system (EHRs) is preferred as standard documentation to track patient information and office visits. It is acclaimed as technological breakthrough capable to improve the healthcare industry’s service delivery and system quality. Accordingly, Jordanian government initiated EHRs implementation in all public hospitals. However, only eleven out of 35 public hospitals have fully implemented EHRs and their usage remains low. Moreover, empirical research associated to the particular concern of EHRs is insufficient and the effort to appraise it is low considering its extensive ongoing implementation. Besides, comprehending and explaining nurses’ continuous intention (CI) to use EHRs are crucial to gauge EHRs usage in Jordan. Considering the problem, this study highlighted on continuous intention (CI) of nurses to use EHRs model by incorporating the following theories; the Unified Theory of Acceptance and Use of Technology (UTAUT), Expectation-Confirmation Theory (ECT) and Five Factor Model (FFM). The model is insinuated to investigate whether UTAUT factors namely effort expectancy, performance expectancy, social influence, facilitating conditions, FFM domains (conscientiousness, extraversion, neuroticism, openness to experience, and agreeableness) and Top Management Support (TMS) predict nurses’ CI to use EHRs. Total responses are 497 nurses. Partial Least Squares technique used for analysis. Results revealed significant positive relationship between UTAUT factors and CI. However, there is no significant evidence of relationship between TMS and CI. The study also disclosed significant mediating influence of performance expectancy on two separate hypotheses concerning two predictors namely agreeableness and openness to experience on CI. Additionally, the study revealed significant moderation impact of conscientiousness on the relationship between both performance expectancy and social influence with CI. The study has illustrated important attention to substantive differences between acceptance and continuance to use behaviors

    The effectiveness of crowdsourcing in knowledge-based industries: the moderating role of transformational leadership and organisational learning

    Get PDF
    [EN] Crowdsourcing provides an opportunity for SMEs to exploit collective knowledge that is located outside the organisation. Crowdsourcing allows organisations to keep pace with a fast-changing environment by solving business problems, supporting R&D activities, and fostering innovation cheaply, flexibly, and dynamically. Nevertheless, managing crowdsourcing is difficult, and positive outcomes are not guaranteed. Drawing on the Resource-based View, we study transformational leadership and organisational learning capability as complementary assets to help SMEs deploy crowdsourcing. An empirical study of Spanish telecommunications and biotechnology companies confirmed the moderating effect of organisational learning on the relationship between crowdsourcing and organisational performance.Devece Carañana, CA.; Palacios Marqués, D.; Ribeiro-Navarrete, B. (2019). The effectiveness of crowdsourcing in knowledge-based industries: the moderating role of transformational leadership and organisational learning. Economic Research-Ekonomska Istra ivanja. 32(1):335-351. https://doi.org/10.1080/1331677X.2018.1547204S335351321Amitay, M., Popper, M., & Lipshitz, R. (2005). Leadership styles and organizational learning in community clinics. The Learning Organization, 12(1), 57-70. doi:10.1108/09696470510574269Atapattu, M., & Ranawake, G. (2017). Transformational and Transactional Leadership Behaviours and their Effect on Knowledge Workers’ Propensity for Knowledge Management Processes. Journal of Information & Knowledge Management, 16(03), 1750026. doi:10.1142/s0219649217500265Aragón-Correa, J. A., García-Morales, V. J., & Cordón-Pozo, E. (2007). Leadership and organizational learning’s role on innovation and performance: Lessons from Spain. Industrial Marketing Management, 36(3), 349-359. doi:10.1016/j.indmarman.2005.09.006Bal, A. S., Weidner, K., Hanna, R., & Mills, A. J. (2017). Crowdsourcing and brand control. Business Horizons, 60(2), 219-228. doi:10.1016/j.bushor.2016.11.006Barney, J. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1), 99-120. doi:10.1177/014920639101700108Colli, A. (2011). Contextualizing Performances of Family Firms. Family Business Review, 25(3), 243-257. doi:10.1177/0894486511426872Bhatti, W. A., Larimo, J., & Carrasco, I. (2016). Strategy’s effect on knowledge sharing in host country networks. Journal of Business Research, 69(11), 4769-4774. doi:10.1016/j.jbusres.2016.04.028Bruque-Cámara, S., Vargas-Sánchez, A., & Hernández-Ortiz, M. J. (2004). Organizational determinants of IT adoption in the pharmaceutical distribution sector. European Journal of Information Systems, 13(2), 133-146. doi:10.1057/palgrave.ejis.3000490Cáceres, R., Guzmán, J., & Rekowski, M. (2011). Firms as source of variety in innovation: influence of size and sector. International Entrepreneurship and Management Journal, 7(3), 357-372. doi:10.1007/s11365-011-0198-8Chi, H.-K., Lan, C.-H., & Dorjgotov, B. (2012). The Moderating Effect of Transformational Leadership on Knowledge Management and Organizational Effectiveness. Social Behavior and Personality: an international journal, 40(6), 1015-1023. doi:10.2224/sbp.2012.40.6.1015Chiva, R., & Alegre, J. (2005). Organizational Learning and Organizational Knowledge. Management Learning, 36(1), 49-68. doi:10.1177/1350507605049906Chiva, R., Alegre, J., & Lapiedra, R. (2007). Measuring organisational learning capability among the workforce. International Journal of Manpower, 28(3/4), 224-242. doi:10.1108/01437720710755227Coelho, D. A., Nunes, F., & Vieira, F. L. (2016). The impact of crowdsourcing in product development: an exploratory study of Quirky based on the perspective of participants. International Journal of Design Creativity and Innovation, 6(1-2), 114-128. doi:10.1080/21650349.2016.1216331Conant, J. S., Mokwa, M. P., & Varadarajan, P. R. (1990). Strategic types, distinctive marketing competencies and organizational performance: A multiple measures-based study. Strategic Management Journal, 11(5), 365-383. doi:10.1002/smj.4250110504Devece, C., Palacios, D., & Martinez-Simarro, D. (2016). Effect of information management capability on organizational performance. Service Business, 11(3), 563-580. doi:10.1007/s11628-016-0320-7Dimitrova, S., & Scarso, E. (2017). The impact of crowdsourcing on the evolution of knowledge management: Insights from a case study. Knowledge and Process Management, 24(4), 287-295. doi:10.1002/kpm.1552Elkins, T., & Keller, R. T. (2003). Leadership in research and development organizations: A literature review and conceptual framework. The Leadership Quarterly, 14(4-5), 587-606. doi:10.1016/s1048-9843(03)00053-5Estellés-Arolas, E., & González-Ladrón-de-Guevara, F. (2012). Towards an integrated crowdsourcing definition. Journal of Information Science, 38(2), 189-200. doi:10.1177/0165551512437638Flostrand, A. (2017). Finding the future: Crowdsourcing versus the Delphi technique. Business Horizons, 60(2), 229-236. doi:10.1016/j.bushor.2016.11.007García-Morales, V. J., Lloréns-Montes, F. J., & Verdú-Jover, A. J. (2008). The Effects of Transformational Leadership on Organizational Performance through Knowledge and Innovation*. British Journal of Management, 19(4), 299-319. doi:10.1111/j.1467-8551.2007.00547.xGrant, R. M. (1991). The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation. California Management Review, 33(3), 114-135. doi:10.2307/41166664King, W. R. (Ed.). (2009). Knowledge Management and Organizational Learning. Annals of Information Systems. doi:10.1007/978-1-4419-0011-1Lang, M., Bharadwaj, N., & Di Benedetto, C. A. (2016). How crowdsourcing improves prediction of market-oriented outcomes. Journal of Business Research, 69(10), 4168-4176. doi:10.1016/j.jbusres.2016.03.020Lee, J., & Seo, D. (2016). Crowdsourcing not all sourced by the crowd: An observation on the behavior of Wikipedia participants. Technovation, 55-56, 14-21. doi:10.1016/j.technovation.2016.05.002Leimeister, J. M., Huber, M., Bretschneider, U., & Krcmar, H. (2009). Leveraging Crowdsourcing: Activation-Supporting Components for IT-Based Ideas Competition. Journal of Management Information Systems, 26(1), 197-224. doi:10.2753/mis0742-1222260108Liu, S., Xia, F., Zhang, J., & Wang, L. (2016). How crowdsourcing risks affect performance: an exploratory model. Management Decision, 54(9), 2235-2255. doi:10.1108/md-12-2015-0604Marjanovic, S., Fry, C., & Chataway, J. (2012). Crowdsourcing based business models: In search of evidence for innovation 2.0. Science and Public Policy, 39(3), 318-332. doi:10.1093/scipol/scs009McEvily, S. K., & Chakravarthy, B. (2002). The persistence of knowledge-based advantage: an empirical test for product performance and technological knowledge. Strategic Management Journal, 23(4), 285-305. doi:10.1002/smj.223Melville, Kraemer, & Gurbaxani. (2004). Review: Information Technology and Organizational Performance: An Integrative Model of IT Business Value. MIS Quarterly, 28(2), 283. doi:10.2307/25148636Naqshbandi, M. M., & Tabche, I. (2018). The interplay of leadership, absorptive capacity, and organizational learning culture in open innovation: Testing a moderated mediation model. Technological Forecasting and Social Change, 133, 156-167. doi:10.1016/j.techfore.2018.03.017Assis Neto, F. R., & Santos, C. A. S. (2018). Understanding crowdsourcing projects: A systematic review of tendencies, workflow, and quality management. Information Processing & Management, 54(4), 490-506. doi:10.1016/j.ipm.2018.03.006Nonaka, I., & Konno, N. (1998). The Concept of «Ba»: Building a Foundation for Knowledge Creation. California Management Review, 40(3), 40-54. doi:10.2307/41165942Noruzy, A., Dalfard, V. M., Azhdari, B., Nazari-Shirkouhi, S., & Rezazadeh, A. (2012). Relations between transformational leadership, organizational learning, knowledge management, organizational innovation, and organizational performance: an empirical investigation of manufacturing firms. The International Journal of Advanced Manufacturing Technology, 64(5-8), 1073-1085. doi:10.1007/s00170-012-4038-yPalacios‐Marqués, D., Peris‐Ortiz, M., & Merigó, J. M. (2013). The effect of knowledge transfer on firm performance. Management Decision, 51(5), 973-985. doi:10.1108/md-08-2012-0562Palacios, M., Martinez-Corral, A., Nisar, A., & Grijalvo, M. (2016). Crowdsourcing and organizational forms: Emerging trends and research implications. Journal of Business Research, 69(5), 1834-1839. doi:10.1016/j.jbusres.2015.10.065Peris-Ortiz, M., Devece-Carañana, C. A., & Navarro-Garcia, A. (2018). Organizational learning capability and open innovation. Management Decision, 56(6), 1217-1231. doi:10.1108/md-02-2017-0173Piezunka, H., & Dahlander, L. (2015). Distant Search, Narrow Attention: How Crowding Alters Organizations’ Filtering of Suggestions in Crowdsourcing. Academy of Management Journal, 58(3), 856-880. doi:10.5465/amj.2012.0458Podsakoff, P. M., MacKenzie, S. B., Lee, J.-Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879-903. doi:10.1037/0021-9010.88.5.879Prpić, J., Shukla, P. P., Kietzmann, J. H., & McCarthy, I. P. (2015). How to work a crowd: Developing crowd capital through crowdsourcing. Business Horizons, 58(1), 77-85. doi:10.1016/j.bushor.2014.09.005Qin, S., Van Der Velde, D., Chatzakis, E., McStea, T., & Smith, N. (2016). Exploring barriers and opportunities in adopting crowdsourcing based new product development in manufacturing SMEs. Chinese Journal of Mechanical Engineering, 29(6), 1052-1066. doi:10.3901/cjme.2016.0808.089Rai, Patnayakuni, & Seth. (2006). Firm Performance Impacts of Digitally Enabled Supply Chain Integration Capabilities. MIS Quarterly, 30(2), 225. doi:10.2307/25148729RAVICHANDRAN, T., LERTWONGSATIEN, C., & LERTWONGSATIEN, C. (2005). Effect of Information Systems Resources and Capabilities on Firm Performance: A Resource-Based Perspective. Journal of Management Information Systems, 21(4), 237-276. doi:10.1080/07421222.2005.11045820Ray, G., Barney, J. B., & Muhanna, W. A. (2003). Capabilities, business processes, and competitive advantage: choosing the dependent variable in empirical tests of the resource-based view. Strategic Management Journal, 25(1), 23-37. doi:10.1002/smj.366Schlagwein, D., & Bjorn-Andersen, N. (2014). Organizational Learning with Crowdsourcing: The Revelatory Case of LEGO. Journal of the Association for Information Systems, 15(11), 754-778. doi:10.17705/1jais.00380Schmallegger, D., & Carson, D. (2008). Blogs in tourism: Changing approaches to information exchange. Journal of Vacation Marketing, 14(2), 99-110. doi:10.1177/1356766707087519Stanko, M. A., Molina-Castillo, F.-J., & Harmancioglu, N. (2014). It Won’t Fit! For Innovative Products, Sometimes That’s for the Best. Journal of Product Innovation Management, 32(1), 122-137. doi:10.1111/jpim.12238STOCK, R. M., & SCHNARR, N. L. (2016). EXPLORING THE PRODUCT INNOVATION OUTCOMES OF CORPORATE CULTURE AND EXECUTIVE LEADERSHIP. International Journal of Innovation Management, 20(01), 1650009. doi:10.1142/s1363919616500092Templeton, G. F., Lewis, B. R., & Snyder, C. A. (2002). Development of a Measure for the Organizational Learning Construct. Journal of Management Information Systems, 19(2), 175-218. doi:10.1080/07421222.2002.11045727Tohidi, H., & Jabbari, M. M. (2012). Measuring organizational learning capability. Procedia - Social and Behavioral Sciences, 31, 428-432. doi:10.1016/j.sbspro.2011.12.079Vukovic, M. (2009). Crowdsourcing for Enterprises. 2009 Congress on Services - I. doi:10.1109/services-i.2009.56Wade, & Hulland. (2004). Review: The Resource-Based View and Information Systems Research: Review, Extension, and Suggestions for Future Research. MIS Quarterly, 28(1), 107. doi:10.2307/25148626Wu, I.-L., & Chen, J.-L. (2014). Knowledge management driven firm performance: the roles of business process capabilities and organizational learning. Journal of Knowledge Management, 18(6), 1141-1164. doi:10.1108/jkm-05-2014-0192Xie, X., Wang, L., & Zeng, S. (2018). Inter-organizational knowledge acquisition and firms’ radical innovation: A moderated mediation analysis. Journal of Business Research, 90, 295-306. doi:10.1016/j.jbusres.2018.04.038Ye, H. (Jonathan), & Kankanhalli, A. (2015). Investigating the antecedents of organizational task crowdsourcing. Information & Management, 52(1), 98-110. doi:10.1016/j.im.2014.10.007Zollo, M., & Winter, S. G. (2002). Deliberate Learning and the Evolution of Dynamic Capabilities. Organization Science, 13(3), 339-351. doi:10.1287/orsc.13.3.339.278

    Creativity and Information Systems: A Theoretical and Empirical Investigation of Creativity in IS

    Get PDF
    Be productive. Since the industrial revolution, managers have had an almost singular focus on equipping employees with productivity tools in productivity-supportive environments. Information technologies—systems designed to increase productivity—entered the marketplace in the 1980\u27s and were initially credited with the subsequent boom. Eventually, innovation was shown to be the primary spark, and the managerial focus shifted. Increasingly, the imperative is: be creative. This dissertation investigates how a technology environment designed to be fast and mechanistic influences the slow and organic act of creativity. Creativity—the production of novel and useful solutions—can be an elusive subject and has a varied history within Information Systems (IS) research so the first essay is devoted to conducting an historical analysis of creativity research across several domains and developing a holistic, technologically-aware framework for researching creativity in modern organizations. IS literature published in the Senior Scholar\u27s journals is then mapped to the proposed framework as a means of identifying unexplored regions of the creativity phenomenon. This essay concludes with a discussion of future directions for creativity research within IS. The second essay integrates task-technology fit and conservation of resources theory and employs an experimental design to explore the task of being creative with an IS. Borrowing from fine arts research, the concept of IS Mastery is introduced as a resource which, when deployed efficiently, acts to conserve resources and enhance performance on cognitively demanding creative tasks. The third essay investigates an expectedly strong but unexpectedly negative relationship between technology fit and creative performance. This finding launches an exploration into alternate study designs, theoretical models and performance measures as we search for the true nature of the relationship between creativity and technology fit. The essay concludes with an updated map of the technology-to-performance chain. These essays contribute to IS research by creating a technology-aware creativity framework for motivating and positioning future research, by showing that the IS is neither a neutral nor frictionless collaborator in creative tasks and by exposing the inhibiting effects of a well-fitting technology for creative performance

    Modeling and Analysis of Complex Technology Adoption Decisions: An Investigation in the Domain of Mobile ICT

    Get PDF
    Mobile information and communication technologies (ICT) promise to significantly transform enterprises, their business processes and services, improve employee productivity, effectiveness, and efficiency, and create new competitive advantages and business agility. Despite the plethora of potential benefits, however, widespread enterprise adoption of mobile ICT has not been as extensive as initially anticipated. Drawing on the extant information systems, technology management, and organizational innovation literature, this dissertation investigates the salient drivers and inhibitors of emerging ICT adoption, in general, and mobile ICT in particular, and develops an integrative ICT adoption decision framework. From this synthesis we identify four broad elements that influence an enterprise s decision to adopt mobile ICT: (1) business value, (2) costs and economics, (3) strategic alignment, and (4) enterprise readiness. The latter decision element has received only little theoretical and practical attention. In order to fill this gap, this dissertation explored the concept of enterprise readiness in further detail and identified eight key dimensions and their associated assessment indicators. Using a two-stage expert study and experimental design approach, we empirically validated these dimensions and determined their relative importance. Results indicated that leadership readiness followed by technology, data and information, and resource readiness, contributed the most to enterprise readiness for mobile ICT. The results are implemented into a web-based readiness diagnostic tool (RDT) that enables decision makers to assess an enterprise s readiness for mobile ICT. The benefits of the RDT are multifold: first, it navigates the decision maker through the complex readiness assessment space; second, it identifies potential organizational deficiencies and provides a means to assess potential sources of risks associated with the adoption and implementation of mobile ICT; and third, it enables decision makers to benchmark their level of readiness against other organizations. The dissertation concludes by highlighting both theoretical and practical implications for emerging and mobile ICT adoption management and suggesting directions for future research.Ph.D.Committee Chair: Rouse, William; Committee Member: Cross, Steve; Committee Member: Cummins, Michael; Committee Member: DeMillo, Richard; Committee Member: Vengazhiyil, Rosha

    Business intelligence for sustainable competitive advantage: the case of telecommunications companies in Malaysia

    Get PDF
    The concept of Business Intelligence (BI) as an essential competitive tool has been widely emphasized in the strategic management literature. Yet the sustainability of the firms’ competitive advantage provided by BI capability is not well explained. To fill this gap, this study attempts to develop a model for successful BI deployment and empirically examines the association between BI deployment and sustainable competitive advantage.Taking the telecommunications industry in Malaysia as a case example, the research particularly focuses on the influencing perceptions held by telecommunications decision makers and executives on factors that impact successful BI deployment. The research further investigates the relationship between successful BI deployment and sustainable competitive advantage of the telecommunications organizations. Another important aim of this study is to determine the effect of moderating factors such as organization culture, business strategy and use of BI tools on BI deployment and the sustainability of firm’s competitive advantage.This research uses combination of theoretical foundation of resource-based theory and diffusion of innovation theory to examine BI success and its relationship with firm’s sustainability. The research adopts the positivist paradigm and a two-phase sequential mixed method consisting of qualitative and quantitative approaches are employed. A tentative research model is developed first based on extensive literature review. Qualitative field study then is carried out to fine tune the initial research model. Findings from the qualitative method are also used to develop measures and instruments for the next phase of quantitative method. A survey is carried out with sample of business analysts and decision makers in telecommunications firms and is analyzed by Partial Least Square-based Structural Equation Modeling.The findings revealed that some internal resources of the organizations such as BI governance and the perceptions of BI’s characteristics influence the successful deployment of BI. Organizations that practice good BI governance with strong moral and financial support from upper management will have better chance in realizing their dreams of having successful BI initiatives in place. The scope of BI governance includes providing sufficient support and commitment in BI funding and implementation, laying out proper BI infrastructure and staffing and establishing a corporate-wide policy and procedures regarding BI. The perceptions about the characteristics of BI such as its relative advantage, complexity, compatibility and observability are also significant in ensuring BI success. It thus implied that the executives’ positive perceptions towards BI initiatives are deemed necessary. Moreover, the most important results of this study indicated that with BI successfully deployed, executives would use the knowledge provided for their necessary actions in sustaining the organizations’ competitive advantage in terms of economics, social and environmental issues.The BI model well explained how BI was deployed in Malaysian telecommunications companies. This study thus contributes significantly to the existing literature that will assist future BI researchers especially in achieving sustainable competitive advantage. In particular, the model will help practitioners to consider the resources that they are likely to consider when deploying BI. Finally, the applications of this study can be extended through further adaptation in other industries and various geographic contexts
    corecore