21 research outputs found

    What are the competences in information system required by managers? Curriculum development for management and public administration degrees

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    [EN] This paper analyzes the competences required by executives to manage information system, and consequently, the competences that must define the information system subjects in non-technical degrees, degrees, such as Public Administration or Business Management. This work reviews the literature about business managers competences on Information Technologies (IT) and compares the theory with the traditional body of knowledge about information systems taught at business schools. By analyzing the executives function, their role in the information system management, and, above, all the importance of their decisions in the effective integration of IT in business processes, this work proposes specific development in seven knowledge areas that facilitate the acquisition of these types of executive competencesDevece Carañana, CA.; Peris-Ortiz, M.; Rueda Armengot, C. (2016). What are the competences in information system required by managers? Curriculum development for management and public administration degrees. Technology, Innovation and Education. 2(10):1-9. doi:10.1186/s40660-016-0016-2S19210Bassellier G, Benbasat I (2004) Business competence of IT professionals: conceptual development and influence on IT-business partnerships. MIS Q 28(4):673–694Bassellier G, Reich BH, Benbasat I (2001) Information technology competence of business managers: a definition and research model. J Manag Inf Syst 17(4):159–182Bassellier G, Benbasat I, Reich BH (2003) The influence of business managers’ IT competence on championing IT. Inf Syst Res 14(4):317–336Bettiol M, Di Maria E, Finotto V (2012) Marketing in SMEs: the role of entrepreneurial sensemaking. Int Entrep Manag J 8(2):223–248Boyatzis RE (1982) The competent manager a model for effective performance. Wiley, New YorkBoynton AC, Zmud RW, Jacobs GC (1994) The influence of IT management practice on IT use in large organizations. MIS Q 18(3):299–318Broadbent M, Weill P (1993) Improving business and information strategy alignment: learning from the banking industry. IBM Syst J 32(1):162–179Brown CV, Magill SL (1994) Alignment of the IS functions with the enterprise: toward a model of antecedents. MIS Q 18(4):371–403Busch EA, Jarvenpaa SL, Tractinsky N, Glick WH (1991) External versus internal perspectives in determining a firm’s progressive use of information technology. Proceedings of the 12th International Conference on Information Systems, New York, 1991:239–250Camisón C (2002) On the relevance of industry, competitive scope, strategic group, size and distinctive competences construct on explaining of organizational performance. Universitat jaume I, Castellón (Working Paper 1–02,Research Group on Strategy, Knowledge Management and Organizational Learning)Castanias RP, Helfat CE (1991) Managerial resources and rents. J Manag 17:155–171Cegarra-Navarro JG, Sánchez-Vidal ME, Cegarra-Leiva D (2011) Balancing exploration and exploitation of knowledge through an unlearning context: an empirical investigation in SMEs. Manag Decis 49(7):1099–1119Chan YE, Reich BH (2007) IT alignment: what have we learned? J Inf Tech 22:297–315Chan YE, Sabherwal R, Thatcher JB (2006) Antecedents and outcomes of strategic IS alignment: an empirical investigation. IEEE Trans Eng Manag 51(3):27–47Croteau AM, Bergeron F (2001) An information technology trilogy: business strategy, technological deployment and organizational performance. J Strateg Inf Syst 10:77–99Crowston K, Myers MD (2004) Information technology and the transformation of industries: three research perspectives. J Strateg Inf Syst 13(1):5–28Dent-Micallef A, Powell T (1998) Technologies de l’information: nécessités stratégiques ou sources d’avantage concurrentiel? Une étude empirique dans le secteur de la distribution aux Etats-Unis. 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MIS Q 20(1):55–81Reich BH, Benbasat I (2000) Factors that influence the social dimension of alignment between business and information techonology objectives. MIS Q 24(1):81–113Riegner C (2007) Word of mouth on the web: the impact of web 2.0 on consumer purchase decisions. J Advert Res 47(4):436–447Rockart JF (1988) The lines takes the leadership. Sloan Manag Rev 29(4):57–64Sabherwal R, Chan YE (2001) Alignment between business and IS strategies: a study of prospectors, analyzers, and defenders. Inf Syst Res 12(1):11–33Sanchez R, Heene A, Thomas H (1996) Towards the theory and practice of competence-based competition. In: Sanchez R, Heene A, Thomas H (eds) Dynamics of competence-based competition: theory and practice in the new strategic management. Elsevier, London, pp 1–35Senge PM (1990) The fifth discipline: the age and practice of the learning organization. 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    What Makes Entrepreneurs Happy? Determinants of Satisfaction Among Founders

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    This study empirically investigates factors influencing satisfaction levels of founders of new ventures, using a representative sample of 1,107 Dutch founders. We relate entrepreneurial satisfaction (with income, psychological burden and leisure time) to firm performance, motivation and human capital. Founders with high levels of specific human capital are more satisfied with income than those with high levels of general human capital. Intrinsic motivation and that of combining responsibilities lowers stress and leads to more satisfaction with leisure time. Women are more satisfied with their income than men, even though they have a lower average monthly turnover

    Corporate boards and the performance of Asian firms: A meta-analysis

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    The prevalence of ownership concentration in Asian firms presents a challenge to the influential agency theory-based understanding of the role of corporate boards. In this paper we develop and test hypotheses about board attributes and firm performance that reflect Asian institutional conditions. We present the first meta-analysis of the relationship between board attributes and performance of Asian firms using a varied set of meta-analytical techniques on a database of 86 studies covering nine Asian countries. First, we find that board structure and composition preferences are influenced by the identity of the concentrated owner. Second, consistent with US data, we find very limited evidence of a direct relationship between board attributes and firm financial performance in the Asian context. Third, we find that the relationship between board structure and composition and firm performance is mediated by the revealed strategic preferences of Asian firms specifically by the level of R&D investment

    Systematic factors, information release and market volatility

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    Recent several months have demonstrated historical levels of market volatility; sometimes attributed to changes in previously hypothesized systematic risk factors, however many times without any known reason other than the overreaction by market participants. Times like these make it even more important that we have a better understanding of how markets receive and evaluate new information about systematic risk factors such as macroeconomic variables. Despite a strong intuitive notion and established theoretical relationships that these risk factors should influence equity values, few studies have been able to establish this relationship empirically. Previous research has used cash-market prices for equity indices, but perhaps options on those indices are more sensitive to the new information released to the market by the announcement of macroeconomic variables, as suggested by numerous empirical studies supporting the hypothesis that option traders might be a better informed segment of the population. In this study, I examine the impact of a broad set of macroeconomic announcements on equity index options, in search of candidates for priced factors. The data set includes 19 macro announcement series and daily option prices for the period from 1983 to 2002. I find that balance of trade, consumer price index, producer price index, employment, housing starts, money supply and retail sales are associated with higher volatility of index option returns.

    Exploring determinants influencing a service-oriented enterprise strategy: An executive management view

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    Due to the convergence of rapid business developments and digitization challenges firms need to become more agile. A service-oriented enterprise (SOE) strategy is an approach that decomposes an enterprise into business services that are modular, accessible, and interoperable, in which parts can be provided in-house, or outsourced to the market. The SOE concept has mainly been approached from a technological view and little is known about what type of strategic SOE determinants are relevant. A firm’s strategy to implement an SOE requires top management support. Therefore, insights at executive level are a prerequisite to identify strategic business directions. We conducted a literature review and a qualitative case study amongst eleven firms at executive level in various industries. Business services, business processes, and enabling technology were found in the literature as key determinants influencing a firm’s SOE strategy. Subsequently, the interviews at executive level identified that organizational readiness, knowledge and skills, and governance also affect the SOE strategy of firms. We suggest that a holistic view is required to study the complexity of an SOE. By using an executive view we contribute to IS and business literature as strategic SOE determinants become more explicit.Green Open Access added to TU Delft Institutional Repository ‘You share, we take care!’ – Taverne project https://www.openaccess.nl/en/you-share-we-take-care Otherwise as indicated in the copyright section: the publisher is the copyright holder of this work and the author uses the Dutch legislation to make this work public.Information and Communication Technolog

    Firm performance in challenging business climates: does managerial work engagement make a difference?

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    This is a post-peer-review, pre-copyedit version of an article published in Asian Business and Management. The definitive publisher-authenticated version FRIESENBICHLER, K. and SELENKO, E., 2017. Firm performance in challenging business climates: does managerial work engagement make a difference? Asian Business and Management, 16 (1), pp.25-49 is available online at: http://dx.doi.org/10.1057/s41291-017-0016-4.Do more highly work-engaged managers contribute to firm performance? Leaning on the resource-based view, we propose managerial work engagement as a resource relevant to firm performance. Data from a representative survey of managers in Bangladesh support this and illuminate the role of the wider context in predicting work engagement. In less-corrupt environments with a more humane leadership culture, work engagement is more prevalent. In addition, individual work engagement is driven by firm-level factors and contributes independently to firm performance. This illustrates the mutual dependency between an individual manager’s work engagement and microeconomic determinants of firm performance
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