The Effect of Big Data Analysis Capabilities on Organizational Energy: An Empirical Study in the Directorate of Civil Affairs, Residence, and Passports in Nineveh Governorate – IRAQ

The opportunities and threats that digital technologies like SMACIT (Social, Mobile, Analytics, Cloud and Internet of Things) bring to organizations are increasingly being explored by the academia and industry. Organizations face the challenge not only to use new technologies but to gain competitive advantage from such embracement in order to stay relevant in the market. This study aims to provide practical insights on how Small and Medium Enterprises (SMEs) can prepare to embrace Digital Technologies. For this, it proposes that a combination of both IT and Organizational capabilities can be the foundation for achieving Business Value with Digital Technologies or “Digital Business Value”. IT capabilities are evaluated by the IT capability maturity framework (IT-CMF) and Organizational Intelligence Quotient (Mendelson and Pillai, 1999) is used to evaluate organizational capabilities. Digital Business Value is defined as the achievement of business objectives using Digital Technologies (Riera & Iijima, 2017). The target population was one hundred Japanese SMEs which were awarded by The Ministry of Economy, Trade and Industry due to their effective utilization of IT supporting business performance in the list of “Competitive IT Strategy SME Selection 100” over the years 2015, 2016 and 2017. Data collection was done with questionnaires sent to all the awarded organizations and collected 34 responses. A quantitative approach was used and the data analysis was done with correlation and regression analysis. Empirical evidence demonstrated that IT and Organizational capabilities are linked to Digital Business Value. A subset of IT capabilities like Risk Management, Business Planning among others was indeed related to Digital Business Value. In addition, Internal Knowledge Dissemination and Continuous Innovation dimensions from Organizational IQ showed relationship with Digital Business Value. This study unveiled that the combination of IT and Organizational capabilities leverage the value from Digital technologies. The outcomes from this study may be of reference to SMEs that look to embrace Digital Technologies as it shows which particular capabilities may be of interest for developing. This study extends the Digital Transformation literature in particular how dynamic capabilities work together in order to enable Digital Business Value

Despite evidence of a positive relationship between information technology (IT) investments and firm performance, results still vary across firms and performance measures. We explore two organizational explanations for this variation: differences in firms' IT investment allocations and their IT capabilities. We develop a theoretical model of IT resources, defined as the combination of specific IT assets and organizational IT capabilities. We argue that investments into different IT assets are guided by firms' strategies (e.g., cost leadership or innovation) and deliver value along performance dimensions consistent with their strategic purpose. We hypothesize that firms derive additional value per IT dollar through a mutually reinforcing system of organizational IT capabilities built on complementary practices and competencies. Empirically, we test the impact of IT assets, IT capabilities, and their combination on four dimensions of firm performance: market valuation, profitability, cost, and innovation. Our results—based on data on IT investment allocations and IT capabilities in 147 U.S. firms from 1999 to 2002—demonstrate that IT investment allocations and organizational IT capabilities drive differences in firm performance. Firms' total IT investment is not associated with performance, but investments in specific IT assets explain performance differences along dimensions consistent with their strategic purpose. In addition, a system of organizational IT capabilities strengthens the performance effects of IT assets and broadens their impact beyond their intended purpose. The results help explain variance in returns to IT capital across firms and expand our understanding of alignment between IT and organizations. We illustrate our findings with examples from a case study of 7-Eleven Japan.

Information technology (IT) capability is an organizational capability that enables organizations to acquire, deploy, combine, and reconfigure IT resources. As such, it is often investigated in conjunction with organizational agility—an organization’s ability to sense and respond to changes—and organizational performance. Studies on IT capability distinguish between reactive and proactive IT capability and identify varying effects in relation to agility and performance. While reactive IT capability supports and enhances work processes, proactive IT capability supports and enhances business strategies. In the light of the mixed results of prior research, we conduct a meta-analytical investigation into the varying effects that reactive and proactive IT capability have on organizational agility and organizational performance. We identified 6.436 studies from multiple sources that we systematically reduced to include 72 empirical studies in our analysis. Contrary to previous results and widely held opinion, our meta-analysis neither finds support for differences in effect size between reactive (r+ = 0.39, k = 34, 95% Confidence Interval (CI) [0.34, 0.44]) and proactive IT capability (r+ = 0.38, k = 21, 95% CI [0.31, 0.45]) toward agility (z = 0.68, p = 0.25), nor from reactive IT capability (r+ = 0.31, k = 43, 95% CI [0.26, 0.37]) and proactive IT capability (r+ = 0.33, k = 25, 95% CI [0.27, 0.40]) toward performance (z = 1.11, p = 0.13). Given the importance of IT capability, we discuss possible explanations and propose four areas for future research: latency, sequence, configurational, and theoretical multiplicity of IT capability.

From the viewpoint of the whole organisation, the capabilities of a firm can be classified into technological capability and organisational capability. Nowadays, how to accelerate the rate of building up and accumulating technological capabilities is of vital importance to the latecomer companies in order to catch up with technological frontier companies. Technological capability encompasses the Information Technology (IT) capability and other technical but non-IT capabilities. In this paper we focus on the IT capability and its effect on a firm's performance and propose an integrated framework that provides the latecomer firms with a roadmap to build up their capabilities and improve their performance. The purpose is to advance an understanding of the relationship among IT capability, organisational capability, and firm performance.

PurposeStart-ups require a competitive advantage to integrate sustainable practices and develop organizational capabilities to thrive in dynamic business environments. However, implementation of these practices presents several ethical challenges. This study aims to quantify the influence of organizational capabilities (information technology capabilities and organizational virtues) on start-ups' competitive advantage and readiness to implement environmental, social and governance practices.Design/methodology/approachThis study employed a survey design, and data were collected from 320 start-up founders and/or managers in India. The data were analyzed using Smart PLS 4.0.FindingsThe findings suggest that organizational capabilities, including information technology capabilities and organizational virtues, play an important role in enhancing start-ups' competitive advantage and readiness to implement sustainable practices. Dynamic capability mediates these relationships, while entrepreneurial orientation moderates the relationship between organizational virtues and dynamic capability.Practical implicationsThis study has significant implications for organizations implementing sustainable business practices through the development and nurturance of organizational virtues and information technology capabilities. The study is also useful for leaders, managers and entrepreneurs in training and development, managing tradeoffs and maintaining important organizational capabilities to establish a balance between people’s concerns, the environment and profits.Originality/valueFew studies have examined the role of organizational capabilities, sustainable business practices and competitive advantage in the context of start-ups. This study contributes to the literature on sustainable entrepreneurship and organizational capabilities.

Research Question: This study investigates the relationship between information technology (IT) capability and firm performance in the 2010s, the era of big data analytics (BDA), in the context of US companies. Motivation: With the evolution of business intelligence and the proliferation of analytic tools that further improve IT capability, it is more important than ever to understand whether firms with stronger IT capabilities perform better. Idea: After categorizing firms into pairs of IT leaders and control groups, the performance of each pair of firms in each group was compared. Data: All data are publicly available from Compustat and InformationWeek (IW) 500. Tools: The Wilcoxon signed-rank test and regression analysis were used to examine how the performance of IT leaders and control groups changed during the 2010–2017 period. Findings: This results show no significant relationship between a firm’s IT capability and its performance in the sample of US companies during this period. Contribution: This study will help academicians and practitioners to better understand how the adoption and application of BDA derived from IT capability affects firm performance.

This study explores the effects of organizational information technology (IT) capability in determining organizational performance and sustainable competitive advantage. Building on the resource-based and knowledge-based views of a firm, the study proposes a theoretical framework. In this framework, organizational IT capability is theorized to strengthen organizational performance and sustainable competitive advantage, directly and indirectly, through organizational knowledge management capabilities. Data collected from the middle and senior managers of diverse organizations in an emerging economy have been used to test the relationships in the framework. To estimate the proposed relationships in the conceptual model, we use structural equation modeling through SmartPLS 3.2. The results confirm that organizational IT capability significantly impacts organizational performance and sustainable competitive advantage. Additionally, organizational knowledge management capabilities partially mediate the relationship between IT capability and the outcomes (i.e., organizational performance and sustainable competitive advantage). The study concludes with a discussion of the implications for academicians and managers.

Abstract. Export‐focused small and medium‐sized enterprises (SMEs) in China face a number of barriers to success, two primary ones being the liability of foreignness and resource scarcity. In order to transcend these challenges and be able to survive/prosper in the hypercompetitive international market, where players include large resourceful multinational organizations with experience in varied national contexts, these firms need to develop different organizational capabilities. In this paper, we specifically examine the role of a key organizational capability – information technology (IT) capability – and its different dimensions, in determining performance of export‐focused SMEs in China. Our study reveals that IT capability has a positive impact on such firms' performance. This finding indicates the need for their owners/managers to invest in IT capability. Further, the study also highlights specific sub‐dimensions of IT capability that export‐focused Chinese SMEs should (or should not) develop, so as to derive maximum performance‐related gains for the minimum amount spent on IT.

Organizational resilience is becoming a priority for enterprises’ survival in volatile, uncertain, complex, and ambiguous (VUCA) contexts. However, few studies have investigated how information technology (IT) capabilities promote organizational resilience. To fill this gap, we draw on the IT capabilities literature and social capital theory to build a theoretical model to investigate the impact of IT capabilities on organizational resilience. The concept of social capital is introduced as a mediating mechanism in the relationship between IT capabilities (i.e., infrastructure capability, human capability, and business spanning capability) and organizational resilience (i.e., reactive and proactive resilience). The model is tested based on 369 Chinese manufacturing enterprises that survived the COVID-19 pandemic. This study confirms the key role of IT capabilities in building organizational resilience and the critical mediating role that social capital exhibits between IT capabilities and organizational resilience. This study has both theoretical and managerial implications for enterprise digital resilience.

Service innovation is considered a new way to gain competitive advantage and enhance firm performance. However, service innovation does not always guarantee the desired outcome. The effective organization and management of well-planned service innovation practices, which are consistent with the firm's business environment, become a critical challenge for service innovation success. In addition, an increasing number of studies have focused on the role of information technology (IT) capability in service innovations. Most studies on service innovation have focused on the influences of the strategic alignment and IT capability separately. In contrast, the current study combines them by investigating the positive moderating effect of IT capability on the alignment between business strategy and service innovation strategy. Based on data collected from 183 service firms in Korea, we first explore the effect of service innovation strategies when coupled with different business strategies on better firm performance. We then investigate the moderating effect of IT capability on the relationship between strategic alignments and firm performance. Empirical evidence indicates that a synergistic effect between alignment and IT capability on firm performance exists. Firms that have aligned service innovation strategy with business strategy should consider improving their organizational IT capability to ensure substantial leverage.

How information technology capability and knowledge integration capability interact to affect business model design:A polynomial regression with response surface analysis

The resource-based theory (RBT) has been used as a perspective in understanding the capability-customer relationship management (CRM) performance. In this study the effects of two capabilities (human resource and information technology capabilities) investigated on customer relationship management (CRM) performance. Among four commercial banks in Vietnam, this study surveyed 200 employees and 200 customers in the spring term of 2010. This stud use statistical tools such as Confirmatory Factor Analysis (CFA), Variance Inflation Factor (VIF) and Multiple Hierarchical Regression (MHR) to analyze data. The expectation of this study helped understand whether the positive effects of information technology and human resource capabilities and the complementarity of them on CRM performance. These results of new findings suggested us to realize by the followings: these two capabilities are important to business resources since they are expected significantly to improve CRM performance

PurposeHealth-care supply chains must focus on efficient deployment of resources for ensuring optimal supply chain performance. With efficient supply chain (SC) performance, health-care entities would be able to address their patients’ requirements with great speed. This is the essence of health-care agility. Hence, the purpose of this paper is to focus on developing health-care agility through human capital, that is, innovative idea generation capabilities and specialised knowledge possessed by the firm employees. Because information technology (IT) capabilities play a dominant role in information exchange crucial to supply chain operations; the study considered the moderating role of three IT capabilities, viz. outside-in, spanning and inside-out IT capabilities on human capital and health-care SC performance association, and on health-care supply chain performance and health-care agility association.Design/methodology/approachBecause the constructs used in the study mainly deals with issues specifically related to hospitals and their associated supply chains, the study collected perceptual responses from senior hospital managers. Perceptual responses were received through face-to-face interviews with 212 hospital managers working in different hospitals. The collected responses were analysed using confirmatory factor analysis and structural equation modelling.FindingsFindings suggests positive influences of human capital on health-care SC performance and health-care agility. Furthermore, health-care SC performance was also found to result in enhanced health-care agility. The study further revealed positive moderation of outside-in, spanning and inside-out IT capabilities on human capital and health-care SC performance association and on health-care SC performance and health-care agility association.Originality/valueThe study addressed the importance of human capital in providing faster services to patients (i.e. agility) in health-care supply chains through improved SC performance. Furthermore, the study addressed the importance of different IT capabilities that enhance the importance of human capital in providing efficient and faster services through efficient SC performance.

The relationship between human capital, information technology capability, innovativeness and organizational performance: An integrated approach

ABSTRACTThis study aims to enrich the extant literature by investigating the predictive ability of IT capability on service innovation in the luxury hotel sector, with the mediating roles of organizational responsiveness and organizational learning capability. The study also examines how the alignments between and among IT capability, organizational responsiveness, and organizational learning capability affect service innovation. Results of structural equation modeling using a sample of 237 luxury hotels indicate that IT capability is positively related to service innovation, and organizational responsiveness has a positive mediating effect in this relationship. In addition, organizational learning capability positively mediates the link between IT capability and organizational responsiveness. Notably, the alignments between and among IT capability, organizational responsiveness, and organizational learning capability all positively influence service innovation. A bootstrap analysis of another sample of 213 luxury hotels confirms the relationships between the variables. This study’s findings provide implications for researchers and managers regarding enhancing service innovation for luxury hotels from the perspectives of IT capability, organizational responsiveness, and organizational learning capability.本文探讨信息技术能力对豪华酒店业服务创新的影响, 以组织反应能力和组织学习能力作为中介变量。另外, 本文也探讨信息技术能力, 组织反应能力和组织学习能力之间的匹配度如何影响服务创新。使用237家豪华酒店作为研究样本, 结构方程模式的分析结果表明信息技术能力正向影响服务创新, 组织反应能力和组织学习能力在此关系中也起了积极的中介效应。另外, 信息技术能力, 组织反应能力和组织学习能力之间的匹配度正向影响服务创新。我们收集了另外一个样本, 包括213家豪华酒店。Bootstrap分析结果确认了所有的研究假设。 关键词:信息技术能力, 组织反应能力, 组织学习能力, 服务创新, 豪华酒店。