Performance Measurement Information Systems: Do they Convey (Sustainable) Competitive Advantage?

Performance management information systems (PMIS) have been a ‘hot topic’ for Chief Information Officers (CIOs) and Chief Financial Officers (CFOs) for close to a decade. PMIS range from low-functionality spreadsheet-based solutions through to high-functionality business intelligence solutions. As yet, this area has not yet received sufficient academic enquiry. Our research questions concern: what are PMIS functionalities, and whether and how do they contribute to competitive advantage? We conceptualize functionality as reflected by system usability and data multi-dimensionality. We examine functionalities of the two types of PMIS: performance planning systems (for budgeting and forecasting) and performance reporting systems (for reporting results information to management). We apply resource-based theory. We hypothesize mediation chains, in which the two PMIS functionality constructs link to competitive advantage, mediated by performance management capabilities and mediated by a resource-base of organizational culture. We use partial least squares path modelling using survey data collected from senior managers of 264 Australian firms. We find support for the hypotheses. We also unexpectedly find that the two types of PMIS functionality operate in sequential, rather than parallel, mediation. The findings have implications for CIOs, CFOs and other managers responsible for development of PMIS

IT governance as a higher order capability

This paper utilises the resource-based view as a framework to examine the interactions between information technology (IT) governance, IT management and organisational information systems. Analysis of data collected from medium and large Australian organisations indicates that IT governance capabilities act to improve IT management capabilities which in turn improve the performance of organisational information systems, specifically future-oriented accounting information systems. We propose that these interactions represent the operation of an overarching organisational IT capability. Further analysis finds significant differences in the most effective combinations of IT governance and IT management mechanisms for organisations facing differing levels of environmental turbulence. This finding highlights the importance of utilising IT governance as a higher order organisational capability to reconfigure and align capabilities and resources in response to changing strategic requirements and environmental pressures

Higher-Order Topology, Monopole Nodal Lines, and the Origin of Large Fermi Arcs in Transition Metal Dichalcogenides XTe2_2 (X=Mo,W)

In recent years, transition metal dichalcogenides (TMDs) have garnered great interest as topological materials -- monolayers of centrosymmetric $\beta$-phase TMDs have been identified as 2D topological insulators (TIs), and bulk crystals of noncentrosymmetric $\gamma$-phase MoTe$_2$ and WTe$_2$ have been identified as type-II Weyl semimetals. However, ARPES and STM probes of these TMDs have revealed huge, "arc-like" surface states that overwhelm, and are sometimes mistaken for, the much smaller topological surface Fermi arcs of bulk type-II Weyl points. In this letter, we use first-principles calculations and (nested) Wilson loops to analyze the bulk and surface electronic structure of both $\beta$- and $\gamma$-MoTe$_2$, finding that $\beta$-MoTe$_2$ ($\gamma$-MoTe$_2$ gapped with symmetry-preserving distortion) is an inversion-symmetry-indicated $\mathbb{Z}_{4}$-nontrivial ($noncentrosymmetric, non$-$symmetry$-$indicated$) higher-order TI (HOTI) driven by double band inversion. Both structural phases of MoTe$_2$ exhibit the same surface features as WTe$_2$, revealing that the large Fermi arcs are in fact not topologically trivial, but are rather the characteristic split and gapped fourfold surface states of a HOTI. We also show that, when the effects of SOC are neglected, $\beta$-MoTe$_2$ is a nodal-line semimetal with $\mathbb{Z}_{2}$-nontrivial monopole nodal lines (MNLSM). This finding confirms that MNLSMs driven by double band inversion are the weak-SOC limit of HOTIs, implying that MNLSMs are higher-order topological $semimetals$ with flat-band-like hinge states, which we find to originate from the corner modes of 2D "fragile" TIs.Comment: Final version, 5 pg main text + 18 pg supplement, 4 + 6 figures, abstract abridged for arXiv posting - see paper for full abstrac

Management Accounting Functionality in SAP Solutions – Implications for Research and Practise

Since the start of the new millennium, management accounting researchers have investigated how Enterprise Resource Planning systems (ERPS) or the implementation of such systems influences management accounting (practises) and/or firm performance. More recently, the empirical focus of such studies has shifted towards the SAP ERPS, the world-market leading enterprise system (Columbus, 2014). Despite this focus, none of these studies has ever described the management accounting functionalities of SAP ERP, let alone acknowledging that, over the past decade, SAP has substantially expanded its solution range for management accounting, in particular with the acquisition of BusinessObjects in 2007. Today, management accounting functionalities are dispersed across a wide range of SAP ‘solutions’ beyond the core SAP ERP, including cloud solutions, and even for SAP customers it is difficult to reconcile which software component contributes the various ‘solution for management accounting’. We argue that research on the impacts of such systems on management accounting practises and performance requires a detailed understanding of the management accounting functionality provided by such systems – across all modules and add-on components. Our archival and expert-interview based study aims to provide such insights by systematically analysing the current SAP software solutions range to locate management accounting tools and to map those tools with the broader body of knowledge of management accounting practises. Key findings of our study are that the SAP software range provides support for almost all common management accounting practises and that for some of these practises SAP users are provided with a range of tools providing similar functionality (e.g. SAP SEM, SAP Strategy Management, and SAP BusinessObjects Strategy Management). Further to that, the SAP software range provides management accounting functionalities such as “Grenzplankostenrechnung” (GPK), which is a core element of the German tradition of “Controlling” (Becker and Messner 2005), and has so far only attracted limited attention in the international management accounting community. The SAP tools for management accounting are partly embedded in the standard SAP ERP package, but many of them come as complementary or supplementary extensions or as part of data warehouse based Business Intelligence components (incl. BusinessObjects components). Considering the large range of management accounting components and the many adoption options provided, we expect heterogeneity amongst SAP user organisations in terms of system support for management accounting. In stage two of the broader research project, we will conduct a field study to verify this prediction and investigate the implications for managerial decision making and performance management. We contribute to academic research by providing a systematic mapping of management accounting practises and the extensive SAP solutions range, thereby enabling researchers to conduct better informed empirical research in SAP environments. We also contribute to management accounting practise by deciphering marketing-driven SAP publications and mapping management accounting functionality with actual software components

Organizational improvisation and the reduced usefulness of performance measurement BI functionalities

© 2018 Elsevier Inc. Firms are increasingly turning to business intelligence (BI) systems to support their management control activities, while management accounting researchers are increasingly focused on studying beneficial roles of such systems. The extant research focusses on how performance-enhancing effects of BI systems occur via enhanced managerial learning and knowledge creation. The research has however failed to consider how managerial learning and knowledge creation processes can be shaped by fundamental organizational contingencies. This paper ventures into this unexplored space to consider how organizational improvisation may moderate beneficial roles played by BI. We derive the concept of “semi-structuring heuristics” and apply it to theorize that the impact of BI functionalities on performance measurement capabilities is negatively moderated by organizational improvisation. Our hypotheses include two BI constructs (BI-planning functionality and BI-reporting functionality) and two organizational improvisation competences (strategic momentum and organizational flexibility). We test our hypotheses with partial least squares procedures using survey data from 324 top-level managers. We find that BI-planning functionality has a positive effect on performance measurement capabilities that is negatively moderated by both organizational improvisation competences. The only significant effect of BI-reporting functionality is as a positive moderator of the effect of BI-planning functionality. Organizational improvisation competences are quite common and entail managers using only “minimal forms” of performance measurement information. By implication, if the term BI “functionality” connotes usefulness and fitness-for-purpose, then this term appears a misnomer in contexts reliant on organizational improvisation

Strong and fragile topological Dirac semimetals with higher-order Fermi arcs

Dirac and Weyl semimetals both exhibit arc-like surface states. However, whereas the surface Fermi arcs in Weyl semimetals are topological consequences of the Weyl points themselves, the surface Fermi arcs in Dirac semimetals are not directly related to the bulk Dirac points, raising the question of whether there exists a topological bulk-boundary correspondence for Dirac semimetals. In this work, we discover that strong and fragile topological Dirac semimetals exhibit one-dimensional (1D) higher-order hinge Fermi arcs (HOFAs) as universal, direct consequences of their bulk 3D Dirac points. To predict HOFAs coexisting with topological surface states in solid-state Dirac semimetals, we introduce and layer a spinful model of an s–d-hybridized quadrupole insulator (QI). We develop a rigorous nested Jackiw–Rebbi formulation of QIs and HOFA states. Employing ab initio calculations, we demonstrate HOFAs in both the room- (α) and intermediate-temperature (α″) phases of Cd3As2, KMgBi, and rutile-structure (β′-) PtO2

The impact of ERP systems on firm and business process performance

Purpose - The purpose of this article is to provide further insights into the adoption of enterprise resource planning (ERP) systems and the impacts on organisational performance. It aims at challenging existing claims of ERP vendors with regard to the benefits of their products and at providing evidence of the benefits of bundling ERPS with supply chain management systems. Design/methodology/approach - A survey was conducted to collect data on several aspects of organisational performance in companies that adopted ERPS and/or SCMS and the respective control groups. Financial key performance indicators were used to measure overall firm performance and the supply-chain operations reference model to operationalise performance at the business process (supply chain) level. Findings - The key results contradict the claims of ERPS vendors insofar as no significant performance differences were found between ERPS adopters and non-adopters, either at the business process level, or at the overall firm level. While it could be confirmed that the longer the experience of firms with ERPS, the higher their overall performance, no evidence was found of a similar effect on business process (supply chain) performance. Only those ERPS adopters that also adopted SCMS achieved significantly higher performance at the business process level. Originality/value - Despite the small size of the SCMS user sample, the results do provide some important insights into the relationships between ERPS, SCMS and performance which might encourage both researchers and practitioners in that field to critically reflect on the "optimal" mix of modules and software packages within increasingly diverse forms of enterprise systems. © Emerald Group Publishing Limited

Impact of Big Data Analytics on Decision Making and Performance

‘Big Data’ has become a major topic of interest and discussion for both academics and professionals in the IT and business disciplines, and case evidence suggests that companies engaging in Big Data outperform others. It has to be noted though that ‘Bigger’ Data as such does not provide any benefits, but it is rather how organisations make sense of data and gain insights from analysing the data. Analytic capabilities and practices are required to convert Big Data (BD) into insights which arguably improve decision-making and thereby organisational performance. While protagonists of such Big Data Analytics (BDA) imply that those effects exist, so far they have not been confirmed by rigorous empirical research. Data was obtained using a cross-sectional online survey which targeted Chief Information Officers and senior IT managers of medium-to-large Australian for-profit organisations and yielded 163 complete responses, which met the standard criteria for measurement reliability and validity. PLS-SEM and multiple bootstrapping methods were used to test the hypotheses, while controlling for firm size. The present study empirically confirms claims made in the literature that BD and related analytics lead to better performance. It also reveals that such benefits are achieved primarily because BDA creates additional incentives for managers to base their decisions on analytics, and that more analytic-based decision making actually leads to superior performance. Finally, the results of our study suggest that managers in organisations which engage in BD are generally more analytics-minded in their decision making, even if the analytic tools and methods used in support of their decisions are not particularly sophisticated. The results provide evidence that neither Big Data nor Big Data Analytics are just ‘hypes’, but they do actually lead to superior performance, partly directly and partly indirectly by creating an incentive for managers to rely on analytics when making strategic or operational decisions. Interestingly, managers in smaller firms are more likely to base their decisions on analytics than larger firms, which suggests that they use analytics to compete against larger firms