How Can Steering Committees Manage Change Through Dynamic Capabilities to Increase System Satisfaction?

Enterprise-wide system implementations require organizations to think differently about how they approach project-based IT governance. Companies typically use executive steering committees to govern IT projects; yet, problems with user satisfaction linger. While scholars and practitioners have some understanding of what make steering committees successful, we do not fully understand what capability levers are available. This study contributes to the limited research on how project-based IT governance can manage change to achieve higher satisfaction with system usage. We find that steering committees can be more effective by stacking business IS capability with powerful antecedents of innovative culture and capable champions. Second, we find that business IS competence mediates the effects of innovative culture and capable champions on system quality. Third, we take a step forward in developing a change model based on dynamic capability for IT governance. We suggest several implications for practice and theory of project-based IT governance

A Socio-Technical Model for Project-Based Executive IT Governance

Effectuating enterprise systems success through project-based, executive IT governance in the form of steering committees is a complex and multi-leveled challenge. Insight into the design of steering committees and what interrelated governance components are required is very limited. We propose a multi-leveled model to design effective steering committees. We develop this theoretical model and surmise that our project-based IT governance model offers more effective control. This proposition was developed using a sequential mixed-methods approach that combines qualitative and quantitative inquiry, and empirical research. We articulate a theoretical model informed by the punctuated socio-technical change model, which synthesizes the dynamic capabilities and other components that influence steering committee performance. We find steering committees can achieve implementation success by balancing dynamic capabilities, structure, processes, and objectives. Contrary to common expectations, we learn that balanced, dynamic and agile steering committees are more effective than those that follow stale, procedural or routine approaches

Enterprise Resource Plannin (ERP) for the Next Millenium: Development of an Integrative Framework and Implications for Research

The development of Enterprise Resource Planning (ERP) software packages in the 1990’s has turned the enterprise software market into one of the industry’s hottest and most volatile segments on the threshold of a new century and a new millennium. The high failure rate of ERP implementations, and the mixed results of ERP systems, necessitate investigations that enhance our understanding of the issues involved in implementing these complex systems and provide help with devising implementation strategies that lead to success. To develop a deeper understanding of ERP systems, we propose an integrative framework and taxonomy derived from the socio-technical view of organizations and other extant theories that illustrates the multifaceted nature of ERP implementations

The Performance of IT Professionals: the Difference that Makes a Difference

\tIt is well documented that information technology (IT) organizations fail to maximize returns on the significant investments made in them. Yet, there is a paucity of empirical evidence about how different behaviors of IT professionals contribute to or detract from IT’s productivity. We report on a qualitative study on the competencies of professionals who oversee or execute IT projects in the operations of three multinational firms. Our findings reveal different competencies between average and superior individual contributors (ICs), who execute the projects and between average and superior managers, who lead the projects. Our results suggest that higher levels of role breadth self efficacy distinguish those with superior IT role effectiveness, not technical ability, the basis on which most IT professionals are hired and promoted. Our findings may help firms to select and promote people best suited to manage and contribute to IT organizations

Assessing the Value Provided by ERP Applications Through Organizational Activities

When managers and stockholders consider making an investment in information technology (IT), as with any other investment, a major concern is whether this investment will add to the performance of their organization. However, it is difficult to identify the nature of the linkage between an investment in IT in general, and Enterprise Resource Planning (ERP), in particular, to an organization\u27s performance. In this study we extend the work of Barua et al. , Lerch and Mangal, and Tallon et al. We develop a model to identify the value ERP applications add to Porter\u27s organizational primary activities and the information systems (IS) applications related to ERP that help deliver added value through organizational characteristics. This new model should help in assessing the potential value of an ERP investment. We examine the relationship of ERP applications and organizational characteristics to an organization\u27s primary activities by a path analysis of more than 200 medium and large sized manufacturing firms. The results of this investigation indicate that organizational characteristics mediate the relationship between IS applications and the value ERP can add to the organizational primary activities. Consequently, organizations with different characteristics may add different value to their primary activities by using ERP applications. We found that each primary activity was supported by some, though not necessarily all, IS applications included in most ERP packages. We conclude that, an organization\u27s characteristics are related to the return that may be gained from the use of ERP systems. We offer recommendations on how organizations can use ERP to add value to their primary activities, based on their organizational characteristics

15 insights on the global steel transformation

15 INSIGHTS ON THE GLOBAL STEEL TRANSFORMATION 15 insights on the global steel transformation / Witecka, Wido K. (Rights reserved) ( -