Investigating the Impact of Strategic Orientations for Organizations and Information Systems on Performance (Profitability, Satisfaction)

The study aims to measure the impact of strategic orientations for organization on the financial performance (profitability) and the performance of information systems (satisfaction) for the Jordanian insurance companies. A particular questionnaire has been developed for the study and distributed to (227) executive managers. Study results confirm that organizational strategies have an impact on financial performance but they did not impact the performance of information systems. The study also confirmed that the strategic orientations for information systems have an impact on both of profitability and satisfaction. Keywords: organizational strategies, information system strategies, analyzer's strategy, prospector's strategy, and defender's strategy

The Relationship of Information Systems, Supply Chain Management With Organisational Performance

Purpose In today’s world, Supply Chain Management (SCM) is a key strategic factor for increasing organisational effectiveness and for better realisation of organisational goals such as competitiveness, better customer care and increased profitability (Ganesh Kumar and Nambirajan, 2013). As such, research interest has focused on supply chain practices with SMEs and large organisations in terms of supply chain information systems (SCIS) and organisational performance. Research Approach This study aims at the exploration of the statistical relationship between (SCIS) Effectiveness and Organisational Performance. The findings from a survey involving 168 IT managers show a strong correlation between SCIS and non-financial Organisational Performance across a cohort of Small Medium Enterprises (SMEs) and large organisations. Findings and Originality These findings are further confirmed by a recent publication from Ganesh Kumar and Nambirajan, (2013). This study identified the items used by researchers for the measurement of both constructs. Exploratory Factor Analysis was employed as there was no theoretical basis to specify a priori the number and patterns of common factors (Hurley et al., 1997) especially for the extraction of factors measuring the non-financial performance of a firm. Research Impact The analyses also revealed that companies with a high implementation degree show a better supply chain performance. Furthermore, the results show that this paper contributes to the SCM field by providing scales for financial and non-financial performance constructs, and by exploring how those are improved by the adoption of specific Supply Chain Information Systems. Practical Impact The purpose of this study aims at the exploration of the statistical relationship between Supply Chain Information Systems’ (SCIS) Effectiveness and Organisational Performance, when this is measured by financial and non-financial variables and the impacts on SMEs performance

Balanced Scorecard Based Performance Measurement & Strategic Management System

Developing strategy and performance measurement are an integral part of management control system. Making strategic decision about planning and controlling require information regarding how different subunits in organization work. To be effective, performance measurement, both financial and non-financial must motivate manager and employees at different levels to force goal accomplishment and organization strategic. An organizations measurement system strongly affects the behavior of people both inside and outside the organization. If companies, are to survive and prosper in information age competition, they must use measurement and management systems derived from their strategies and capabilities. Unfortunately, many organizations espouse strategies about customer relationships, core competencies, and organizational capabilities while motivating and measuring performance only with financial measures. The Balance Scorecard retains financial measurement as a critical summary of managerial and business performance, but it highlights a more general and integrated set of measurements that link current customer, internal process, employee and system performance to long term financial success

Balanced Scorecard Based Performance Measurement & Strategic Management System

Developing strategy and performance measurement are an integral part of management control system. Making strategic decision about planning and controlling require information regarding how different subunits in organization work. To be effective, performance measurement, both financial and non-financial must motivate manager and employees at different levels to force goal accomplishment and organization strategic. An organization\u27s measurement system strongly affects the behavior of people both inside and outside the organization. If companies, are to survive and prosper in information age competition, they must use measurement and management systems derived from their strategies and capabilities. Unfortunately, many organizations espouse strategies about customer relationships, core competencies, and organizational capabilities while motivating and measuring performance only with financial measures. The Balance Scorecard retains financial measurement as a critical summary of managerial and business performance, but it highlights a more general and integrated set of measurements that link current customer, internal process, employee and system performance to long term financial success

Smarter task assignment or greater effort: the impact of incentives on team performance

We use an experiment to study the impact of team-based incentives, exploiting rich data from personnel records and management information systems. Using a triple difference design, we show that the incentive scheme had an impact on team performance, even with quite large teams. We examine whether this effect was due to increased effort from workers or strategic task reallocation. We find that the provision of financial incentives did raise individual performance but that managers also disproportionately reallocated efficient workers to the incentivised tasks. We show that this reallocation was the more important contributor to the overall outcome

Smarter Task Assignment or Greater Effort: the impact of incentives on team performance

We use an experiment to study the impact of team-based incentives, exploiting rich data from personnel records and management information systems. Using a triple difference design, we show that the incentive scheme had an impact on team performance, even with quite large teams. We examine whether this effect was due to increased effort from workers or strategic task reallocation. We find that the provision of financial incentives did raise individual performance but that managers also disproportionately reallocated efficient workers to the incentivised tasks. We show that this reallocation was the more important contributor to the overall outcome.Incentives, Public Sector, Teams, Performance

The Strategic Deployment of Information Systems Attributes and Financial Performance in The Hospitality Industry

The purpose of this article is to explore the strategic value, resources, and capabilities of information systems, as well as their effect on financial performance in the Jordanian hotel business Design/methodology/approach- The research was carried out on a representative sample of Jordanian hotel establishments. It uses the framework developed by Bharadwaj as a guide to assist firms in addressing the management of information systems and developing a better competency in that area. Research limitations/implications – This study contributes to the establishment of a new framework of analysis in the literature on information systems management by introducing a perspective of analysis for the study of the strategic deployment of information systems attributes that is based on the resource-based view of the hospitality industry. This perspective of analysis is used in the study of the strategic deployment of information systems attributes. Practical implications – This paper provides a useful framework for beginning the diagnosis of the situation of each hotel in terms of its available information systems resources and capabilities, as well as for identifying and selecting the information systems resources and capabilities that make the greatest contributions to the profitability and quality of the hotel. Originality/value – In order to determine which information systems resources and competencies are most significant in the creation of unique hotel competences, this effort will assist in identifying those that are most important

Financial Reporting for Environmental and Social responsibility: A Normative Strategic Concept

Corporate responsibility demands that firms address environmental and social values in their firm’s policy and key performance indicators. These are integrated through strategic planning and require firms to merge the longer term environmental and social values with short term economic objectives and performance measures. Each firm’s strategy will differ. This paper provides a normative reporting concept to connect the financial implications associated with longer term planning for environmental and social values, with short term accounting reports. Reporting variants adapted from total cost assessment, life cycle costing, variable costing are integrated to offer upstream information based on a product segment view.Strategy, environmental reporting, life cycle costing, cost systems, multi-period accounting, multi-stage fixed costs.

Assessing Value of ERP Systems: A Formative Construct Analysis

ERP systems have the potential to provide value across multiple dimensions: from operational and managerial to strategic. As with any other information technology, the value of ERP systems can be assessed using different metrics. The available methods of ERP value assessment such as financial performance indicators for the organization do not provide multidimensional contribution of ERP systems. Very few studies in ERP value literature have quantitatively measured and validated ERP value across multiple dimensions. Using the Balanced Scorecard (BSC) approach, this study conceptualizes and validates measures of ERP value across four dimensions of BSC: internal business oriented ERP value, customeroriented ERP value, learning and growth-oriented ERP value, strategic and financial-oriented ERP value. The measurement model for ERP value indicates the robustness of measures used in the study