Information systems evaluation: Navigating through the problem domain

Information systems (IS) make it possible to improve organizational efficiency and effectiveness, which can provide competitive advantage. There is, however, a great deal of difficulty reported in the normative literature when it comes to the evaluation of investments in IS, with companies often finding themselves unable to assess the full implications of their IS infrastructure. Although many of the savings resulting from IS are considered suitable for inclusion within traditional accountancy frameworks, it is the intangible and non-financial benefits, together with indirect project costs that complicate the justification process. In exploring this phenomenon, the paper reviews the normative literature in the area of IS evaluation, and then proposes a set of conjectures. These were tested within a case study to analyze the investment justification process of a manufacturing IS investment. The idiosyncrasies of the case study and problems experienced during its attempts to evaluate, implement, and realize the holistic implications of the IS investment are presented and critically analyzed. The paper concludes by identifying lessons learnt and thus, proposes a number of empirical findings for consideration by decisionmakers during the investment evaluation process

Inter-Firm Co-Operative Strategies In The Context Of Discontinuous Technological Change. The Case Of The Uk Optical Communications Systems Industry

At times of discontinuous technological change co-operation representsa viable strategy for both incumbents and new-entrants, provided thatthe choice of co-operation is consistent with the firm's businessstrategy (market-pull vs. technology-push) and with its degree oforganizational and technological flexibility. Evidence from the UKfibre-optics industry identifies two ideal-types of co-operation,namely structured co-operation - associated with market-pullstrategies and lower levels of flexibility - and unstructuredco-operation - associated with technology-push strategies and higherlevels of flexibility.co-operative strategy;incumbents;inter-firm relationships;new-entrants;technological discontinuity

SMEs e-business behaviour: a demographics and strategic analysis

The aim of this research was to understand the strategic uses of e-business systems and technologies by classifying companies and particularly small and medium businesses according to demographics as well as e-business behavior variables.The study was based on data from a large quantitative survey of European E-business W@tch for the period 2007 using questionnaire interviews (N=409). We employed two-step cluster analysis, multinomial logistic regression and stepwise descriminant analysis as the most appropriate methods for our analysis. The findings revealed six clusters associated to e-business adoption. The six groups differ in terms of demographic characteristics as well as e-business applications they use. We found that the following clusters exist: (a) Leaders: large companies that extensively use ebusiness in a strategic manner (b) innovators: use e-business in an way that allows them to innovate and differentiate from other companies (c Beginners: small and medium companies across all sectors that only recently start to use e-business (d) Unready Adopters: micro and small companies that lag behind (e) Late Adopters: small-size companies but larger that the Unready Adopters, that appear not to be interest in the advances of ICTs and (f) Laggards: micro companies with little use of e-business.The results of our survey can positively contribute to managers aiming to take advantage of technological advances in electronic business as well as to any researcher who study e-business management and applications

Market-based Options for Security of Energy Supply

Energy market liberalization and international economic interdependence have affected governments’ ability to react to security of supply challenges. On the other side, whereas in the past security of supply was largely seen as a national responsibility, the frame of reference has increasingly become the EU in which liberation increases security of supply mainly by increasing the number of markets participants and improving the flexibility of energy systems. In this logic, security of supply becomes a risk management strategy with a strong inclination towards cost effectiveness, involving both the supply and the demand side. Security of supply has two major components that interrelate: cost and risk. This paper focus the attention on costs in the attempt to develop a market compatible approach geared towards security of supply.Energy supply, Market-based options

Realigning the manufacturing priorities of SMEs as a result of the 2008 UK economic downturn

This study provides consideration of the impact made by the uncertain business environment experienced in recent times in the UK on manufacturing priorities within its SME sector. This uncertainty centres on the economy’s volatility during the recessionary period from 2008 onwards. A consequence of this is a realignment of manufacturing priorities, initiated by senior management within in the sector, accounting for sectoral conditions and associated market response. The study is based on a mixed methods research strategy, comprising a survey of 104 UK-based manufacturing SMEs and 17 interviewees with senior employees from these participating organisations. The study contributes to existing knowledge by building upon existing theoretical constructs of manufacturing strategy, specific to the manufacturing sector, and establishing a realignment of associated priorities around cost, flexibility, delivery performance and quality

Exploring the mobile technology deployment process in a creative B2B service industry

This study addresses the limited empirically grounded research to understand the process of the mobile technology deployment (MTD) in a creative B2B industry. Strauss’ evolved grounded theory (GT) approach has been employed to analyse three different cases and perform cross-case display of patterns. Multiple sources of both primary, in-depth interviews with key decision-makers, and secondary data have been used to select seven dimensions of the MTD process, three operational and four strategic, signalling similarities and intercase differences. Creative B2B firms extensively deploy mobile technology (MT) on operational and strategic levels. Findings confirm applicability of existing strategic marketing doctrines in relation to the MTD where follower-firm employs MT based on cost-efficiency and risk avoidance strategic orientation. The second firm, challenger, organises and manages the MTD based on market opportunities. The third, leader, is characterised by risk-taking approach and innovation orientation to the MTD. This study provides insights into practices of the MTD in creative B2B companies describing strategic paths that firms follow in order to build competitive positioning through employment of MT. The seven-dimensions framework of the MTD can be practically implied for strategy and operation planning in companies currently applying and potentially willing to deploy MT

Foreign Ownership and Market Entry

When a firm wishes to sell in a foreign market, it can do so either by exporting to that market or by investing in a local production unit. The latter mode of servicing a foreign market is referred to as a foreign direct investment (FDI). International production has increased rapidly during the last two decades, and particularly since the second half of the 1980s. This paper describes the facts, explains why firms choose FDI, and evaluates FDI in terms of impact on host economies. Particular emphasis is placed on firms’ choice between the two types of foreign investment; “greenfields”, which involves the establishment of a new production facility, and cross-border mergers and acquisitions, which involves taking over an existing production unit in a foreign market. The paper also contains a fairly extensive discussion of the consequences of economic integration on market entry.

Real options and investment under uncertainty: What do we know?

No abstract available for this paper.

The evaluation of E-business related technologies in the Railway Industry

For the purposes of this paper, e-business is defined as: "the performance, automisation and organisation of transactions, or chains of them, and the gathering and publishing of data, electronically over a communication protocol" Little research has been conducted either into how e-business technology can be successfully evaluated, or into the associated costs and benefits specifically related to the transportation and railway industries. Based upon a review of the current literature and a series of interviews held with railway operators, track managers and transportation customers from the Australian Fortune 100, the paper puts forward a framework for the evaluation of e-business investments within the railway industry. The research reported here is aimed at developing a flexible interface that enables the decision maker to assess and evaluate a wide variety of complex interacting variables. The proposed approach uses a variety of evaluation methods, as opposed to searching for a single "best" approach. Additionally, an attempt is being made to include the complex interaction between the implementation of the new technology and the changing organisational setting. A model is proposed using fuzzy logic to handle incomplete and uncertain knowledge; as well as to combine criteria within a conceptual model from which "real-worth" evaluations can be performed. This model provides a systematic approach to guide the decision maker in the deployment of e-business and emerging technologies in the industry. After discussing the main findings from a literature review on the use of evaluation frameworks in IT related projects, the paper deals with the proposed framework in detail. The use of empirical data, which was obtained transportation customers to help define the main framework factors, is also discussed. Finally, the paper summarises the main implications for rail freight of customers’s perceptions and stated needs in the e-business domain