Identifying factors in the relationship between top management and IS personnel

Permanent development of new technologies, growing expectations of customers and constant struggle for surviving in the market are forcing companies to develop business innovations including innovative information systems in order to obtain competitive advantages. However, consequences of implementing them in inefficient relationship between top management and IS personnel are often neglected. There are still numerous failed IS implementation projects due to failed attempts to align business and IS spheres in the companies. Neglecting the gap between top management and IS personnel can cause severe consequences. The purpose of this research is thus to ease the understanding of the relationship between top management and IS personnel and to define key factors that are important in this relationship. 221 CIOs and 93 CEOs agreed to participate in the research and the responses were compared reciprocally. The result of the empirical investigation reveals the existence of nine factors that are important in the business-IS relationship with seven factors being perceived differently by the top management and IS management and thus causing the gap in the business-IS relationship

The impact of top management support on the perceived IS value – should we focus on the partnership?

Presenting the value of IS to business managers is an important challenge in the business-IS relationship. Despite several contemporary advantages of IS that are based on the digital innovations and social media, these advantages are not easily utilized if top management does not perceive the business value in IS. The purpose of this paper is thus to examine to which extent top management support contributes to the increased perceived value of IS and simultaneously to examine whether partnership relation between top managers and IS personnel contributes more. Based on the literature review and several interviews with top managers and IS managers a model for increasing perceived value of IS has been proposed with the intention to justify the importance of each factor. The model has been empirically tested with structural equation modelling using the data from 221 IS managers. Based on the research findings, suggestions for top managers and IS managers are presented

INTRODUCTION TO THE SPECIAL ISSUE: Business Intelligence in South-East Europe

This is the editorial to the Special Issue of Management - Journal of Contemporary Management Issues, Vol 15, No 1, 201

The Effect of Alignment between Corporate Performance Management and Business Process Management on Process Performance

Research provides mixed evidence that corporate performance management (CPM) and business process management (BPM) initiatives contribute to better business performance. Although many studies emphasize the links between these initiatives, evidence from research and practice shows they are usually organized and conducted as separate projects. Scholars suggest that, if these initiatives are executed coordinately, the aligned positive impacts on process and organizational performance should be higher and more successful. However, the empirical evidence is still lacking. In response, we conduct a quantitative survey-based study to examine the interrelated role of CPM-BPM alignment in predicting process performance. The model is empirically tested through the partial least squares (PLS) approach to structural equation modeling (SEM). Our results show that CPM-BPM alignment has a positive direct impact on process performance and mediates the CPM maturity impact on process performance

USAGE OF INFORMATION TECHNOLOGY AND DATA WAREHOUSES IN LARGER SLOVENIAN AND CROATIAN COMPANIES: A COMPARISON

The modern information technologies (IT) facilitate new ways of enabling better business decisions and thus improving management. Usage of IT and the development of decision support systems, based on a data warehouse, have an important role in achieving better effects with in management and decision-making. At Faculty of Economics in Ljubljana, Institute for Business Informatics, and at the Faculty of Economics in Zagreb, Department of Business Computing, they have investigated the state of an information system in organizations, the usage of information technology (IT) and a data warehouse concept. The present study was conducted using a questionnaire survey that was given to the IT managers. Questions about Internet technologies and business process reengineering were also included in the research, but that part is not the objective of this paper. In this paper the results concerning information technology usage and the data warehouse concept in large Slovenian and Croatian companies are presented. The results of the research in Slovenia and Croatia are compared. The goal of this study is to identify the similarities and differences between two countries involved in transition processes

INTRODUCTION TO THE SPECIAL ISSUE: Business Intelligence in South-East Europe

This is the editorial to the Special Issue of Management - Journal of Contemporary Management Issues, Vol 15, No 1, 201

MENADŽMENT POSLOVNIH PROCESA KAO VAŽAN FAKTOR USPJEŠNE PRIMJENE ERP SUSTAVA

Enterprise resource planning (ERP) systems have become widely applied in all types of organizations today. Unfortunately, the success rate of ERP implementations is very low, which was cited in many researches and the majority of authors have reported up to 90% failure rate. Therefore, new studies are more than necessary to validate companies’ contributions to the increase of the success rate of ERP implementation, which was the primary reason for our investigation. The main goal of this paper is to stress the impact of business process management and some other critical success factors on successful ERP implementations. Empirical investigation and a confirmatory approach using structural equation modeling (SEM) has been used. The research hypotheses that top management support, change management and business process management have a positive impact on successful ERP implementation were confirmed. These factors should be treated as very important in ERP systems implementation projects. The results also support the importance of top management perception: if they consider business process management as a basis of business change, this contributes to a strong and positive influence of successful ERP implementation.ERP sustavi koriste se danas u svim vrstama organizacija. Na žalost, uspješnost provedbe ERP projekata vrlo je niska. Prema rezultatima nekih istraživanja čak 90% projekata završava neuspjehom. Zbog toga je potrebno provesti dodatna istraživanja kako bi se utvrdilo na koji način organizacija može utjecati na uspjeh implementacije ERP sustava, a to je i glavni razlog ovog istraživanja. Cilj članka je proučiti utjecaj menadžmenta poslovnih procesa i drugih kritičnih čimbenika uspjeha na uspješnost implementacije ERP sustava. Za dokazivanje utjecaja korišteno je empirijsko istraživanje i metoda modeliranja strukturnim linearnim jednadžbama (SEM). Rezultatima istraživanja potvrđene su hipoteze da potpora top-menadžmenta, menadžment promjena i menadžment poslovnih procesa imaju pozitivan utjecaj na uspješnu implementaciju ERP sustava.. Ovime je potvrđena važnost tih čimbenika u provedbi ERP projekata. Rezultati potvrđuju i važnost percepcije top-menadžmenta: spoznaja o važnosti menadžmenta poslovnih procesa za provedbu promjena snažno i pozitivno utječe na uspješnost implementacije ERP sustava

Critical success factors for different stages of business process management adoption – a case study

Many organisations fail in their attempt to adopt business process management (BPM). Although general critical success factors (CSFs) are well understood, we argue that CSFs are not the same for all stages of BPM adoption. The purpose of this article is to identify the CSFs in different stages of BPM adoption. A case study approach was used to analyse a successful BPM adoption in a public company. The article provides empirical insights about CSFs in individual stages of BPM adoption. We find that the guidance of external consultants was very important, although this factor is not commonly recognised in the literature. The article shows that the identification of well-known CSFs of BPM adoption gives only a limited view since the factors change between stages. Organisations need to carefully identify the stage and prepare a roadmap for their BPM adoption

Adoption of Business Process Orientation Practices: Slovenian and Croatian Survey

Process orientation has been empirically linked to corporate performance. Several studies have shown that more process oriented companies perform better than less process oriented companies. Consequently, many researchers attempted to define what makes a company process oriented, which resulted in numerous frameworks and conceptualizations of process orientation. Based on concepts of business process orientation (BPO) the authors have developed and operationalised a concept of extended BPO to study its adoption in two countries, one EU member and one a candidate for EU membership (Slovenia and Croatia, respectively). Extensive field study has been carried out in these countries. The results of the analysis show that there are many statistically significant differences, namely companies in Slovenia have implemented process oriented practices to a higher degree than their counterparts in Croatia. The paper shows the main differences in BPO areas and practices

The Integrated Knowledge Management Maturity Model

Although many organisations worldwide are introducing knowledge management (KM) practices, there is no generally acknowledged methodology for assessing where the organisation stands, compared to its competitors. Several knowledge management maturity models have been developed, but they are so heterogeneous that the practice is evidently calling for a universal and standardised knowledge management maturity model. Most of the models have something in common: they are all based on the selected KM factors and they all define maturity through different maturity levels. The main goal of this paper is to propose the integrated knowledge management maturity model (I-KMMM) based on literature review. The purpose of determining the model is to set a standard or a framework for future assessment of knowledge management