Effect Of Top Management Support Research Articles

Direct & Indirect Effects of Top Management Support on ABC Implementation Success: Evidence from ISO 9000 Certified Companies in Thailand

The purposes of this research were: 1) to examine the direct and indirect effects of top management support (TMS) on ABC system training (AST), non-accounting ownership (NAO), links to performance evaluation (LPE) and ABC implementation success (AIS); 2) to explore the influence of LPE on NAO; and 3) to investigate the effect of AST on NAO. Data were collected from 95 accounting manager of ISO 9000 Certified Companies in Thailand which implemented activity based costing by using PLS-SEM as the instrument to test hypothesizes. The results showed that TMS had positive direct and indirect effect on AIS with more indirect effect. Therefore, in the implementation process the administrators should support the ABC project through AST, LPE, and NAO by commanding and motivating more than directly acting. The result also insisted that NAO had a high positive direct effect on AIS. Consequently, top managers have to build up involvement through LPE and AST. Moreover, AST and LPE also had a positive effect on AIS. In conclusion, this research contributed the benefit and suggested the future research direction.

Identification of variables that impact project success in Brazilian companies

This research aims to analyze the relation between project management maturity and the project success. Moreover, the moderating effect of top management support and the assignment of a dedicated project manager were analyzed. The methodological research approach was a survey of 336 professionals in the field of project management conducted in Brazilian organizations. The results show that project management maturity is significantly related to all vertices of the iron triangle (time, cost and technical performance) dimensions of success. However, it is not related to the customer satisfaction dimension. The two moderate variables, top management support and dedicated project manager, have significant impact on the time success dimension but not on customer satisfaction. It suggests focus on efficiency aspects rather than effectiveness aspects.

Top management support, inter-organizational relationships and external involvement

Purpose – The purpose of this paper is to examine the effects of top management support (TMS) and inter-organizational relationships (IORs) on external involvement (EI), and their differences across different ownerships. Design/methodology/approach – To test the research hypotheses, structural equation modeling was conducted using data from 176 Chinese manufacturing firms. Findings – TMS enhances relationship with customers and relationship with suppliers. Relationship with customers increases the degree of customer involvement, while relationship with suppliers increases the degree of supplier involvement. In addition, TMS improves customer involvement while does not improve supplier involvement directly. A further analysis reveals that the relationship between TMS and supplier involvement is partially mediated by relationship with suppliers in Chinese-controlled firms, whereas it is completely mediated by relationship with suppliers in foreign-controlled firms. Moreover, the effect of relationship with suppliers on supplier involvement is stronger in foreign-controlled firms than in Chinese-controlled firms. Research limitations/implications – This study employed perceptual data from a single respondent in each firm. In addition, the data used in this study were collected from one side of the dyad: the manufacturers. Practical implications – Both Chinese-controlled and foreign-controlled firms should get support from top management and develop close relationship with customers and suppliers to improve EI. Originality value – This study extends our knowledge in the field by examining how TMS and prior history of IORs can improve the degree of EI.

Disentangling the Effect of Top Management Support and Training on Systems Implementation Success: A Meta-Analysis

Systems implementation is an important topic, and numerous studies have been conducted to identify determinants of success. Among organizational factors that can have an impact on success, top management support and training are two of the most extensively studied variables. While the positive influence of both of these organizational factors is generally recognized, not all empirical evidence is supportive. Some researchers attribute the inconsistent findings to moderators such as task interdependence. Other researchers contend that the wide-ranging correlations observed in different studies are caused by nothing but statistical artifacts. Still another reason for the inconsistent results could be how the two variables are modeled. I meta-analyzed thirty prior studies that examine the effect of both top management support and training. The results support both independent variables having a moderate positive effect on implementation success. Additionally, they suggest that the most plausible model is one where training partially mediates the effect of top management support. Finally, the preponderance of evidence indicates that task interdependence does not moderate the effect of either top management support or training. Instead, the role of task interdependence is similar to that of top management support and training: as an independent variable with a direct effect on implementation success.

Technological variables and absorptive capacity's influence on performance through corporate entrepreneurship

Technology and corporate entrepreneurship constitute an important source of competitive advantage for organizations, as they enable the development and exploitation of new opportunities. This study proposes a model to analyze the effects of top management support for technology on the promotion of technological skills, absorptive capacity, and technological distinctive competencies. The research also considers the impact of technological skills and absorptive capacity on the development of technological distinctive competencies, analyzing the influence of these variables on organizational performance through corporate entrepreneurship. The study tests these relationships empirically using 160 European technology firms. The paper ends with discussion of the findings and provides several theoretical and practical implications for future research.

Quality citizenship, employee involvement, and operational performance: an empirical investigation

The purpose of this paper is to examine the effect of top-management support and corporate social responsibility (quality citizenship) practices on employee involvement and operational performance (internal quality results). Structural equation modelling has been used to examine the relationship between corporate social responsibility, employee involvement, and operational performance in the petroleum industry. The findings suggest that corporate social responsibility has a significant impact on employee involvement. The empirical analysis provides support for some of the arguments regarding the failure of quality management programmes in promoting employee participation and involvement. The result suggests that implementation of corporate social responsibility would have a positive effect on the formation of ‘moral capital’ of the firm through enhancing employee involvement. The paper provides a new perspective on successful implementation of quality systems and how organisations can design, develop, and maintain sustainable quality programmes. Implications of the research to practice and future research have been outlined.

Convergence theory in quality management: evidence from the petroleum industry

PurposeThe purpose of this paper is to investigate the effect of top management support for quality and human resource management practices on quality results in the petroleum industry.Design/methodology/approachA survey was used to collect data from managers in the petroleum industry. Structural equation modeling was used to examine the hypotheses.FindingsConsistent with previous studies, the results provide support for the importance of top management commitment to quality in emphasizing other quality practices. The relationship between top management support and employee involvement was also significant.Research limitations/implicationsA larger sample is needed to validate the findings of this study. Future studies should address the impact of other quality management practices on quality outcomes.Originality/valueThe findings provide support for the convergence theory and contingency theory in quality management.

Retail service‐based operant resources and market performance

PurposeThe service‐dominant logic (SDL) concept is reshaping the view of business‐to‐business research and practice. Thus, understanding the role of knowledge‐based operant resources, a key component of the SDL paradigm, in the ability of supply chains to shape competitive advantage and performance outcomes is vital. Further, operant resources have a hierarchical structure, with differing effects in building value for a supply chain. This research seeks to explore the effects of different levels of hierarchical operant resources in a retail supply chain setting.Design/methodology/approachA survey was collected from 300 retailing informants who deal with both key suppliers and customers. The data were examined using hierarchical regression to explore the influence of internal and external operant resources on market performance, subject to the moderating effects of top management support and relationship quality.FindingsThere is a positive relationship between internal and external operant resources with market performance outcomes, but those relationships are subject to support from top management toward retailing supply chain relational initiatives. Thus, intangible, dynamic, customer‐oriented resources play an important role in developing retail supply chains’ ability to achieve a market advantage.Originality/valueThis research addresses a need to explore the implications of SDL in a supply chain context by examining the implications of influences of retailer operant resources on the supplier. Further, this research explores the question of operant resources by analysing those resources at various levels within supply chain relationships.

The effects of Top Management Support and Corporate Entrepreneurship on European Technology Firms

Technology and corporate entrepreneurship constitute an important source of competitive advantage for organizations, since they enable the development and exploitation of new opportunities. This article proposes a model to analyze the effects of top management support of technology on the promotion of technological skills, technological distinctive competencies and organizational learning. The aim is to show, first, how they all influence corporate entrepreneurship and then how corporate entrepreneurship affects organizational performance. These relationships were tested empirically using a sample of 160 European technology firms. Finally, the paper discusses the findings and provides several theoretical and practical implications for future research.

The Effects of Top Management Support on Information System Success: Manufacturing Industry Cases

Top management support (TMS) is one of critical success factors of information systems. However, prior research had no agreement on the contents, forms and roles of TMS. Especially, studies conducted in Chinese manufacturing industry context were scarce. This paper constructed a model to describe the effects of TMS on information systems success and the reactions. Following multi-case study approach, it collected the qualitative data from eleven manufacturing enterprises, and nine of which were got together through interviewing the CIOs. As result, the conceptual model was supported. The findings have significant meanings for practice.

Assessing moderating effect in meta-analysis: a re-analysis of top management support studies and suggestions for researchers

Meta-analysis has been increasingly used as a knowledge cumulation tool by IS researchers. In recent years many meta-analysts have conducted moderator analyses in an attempt to develop and test theories. These studies suffer from several methodological problems and, as a result, may have contributed to rather than resolved inconsistent research findings. For example, a previous meta-analysis reports that task interdependence moderates the effect of top management support to render it a non-critical component in systems implementation projects when task interdependence is low. We show that this conclusion is the result of uncorrected measurement error and an erroneous application of a fixed effects regression analysis. We discuss other pitfalls in the detection and confirmation of moderators including the use of the Q statistic and significance tests. Our recommended approach is to break the sample into subgroups and compare their credibility and confidence intervals. This approach is illustrated in a re-analysis of the top management support literature. Our results indicate that top management support is important in both high and low task interdependence groups and in fact may be equally important in both groups. Guidelines are developed to help IS researchers properly conduct moderator analyses in future meta-analytic studies.

Mitigating supply chain disruption: the importance of top management support to collaboration and flexibility

Today's lean globally disbursed organisations need to be able to react quickly to supply chain disruptions. One method of planning for adequate response is to engage in a strategic planning process that increases organisational flexibility. In this study, we examine the relationship between collaboration and flexibility, the relationships of information technology use and comprehensive planning to collaboration, and the effect of top management support on each of those variables. Our results give both academicians and practitioners an understanding of how these processes fit together to enhance an organization's ability to react to supply chain disruptions. Managers can use the information to prioritise resources throughout the planning process.

The effect of top management support of SISP on strategic IS management: insights from the US electric power industry

Strategic IS planning (SISP) is a fundamental tool of strategic IS management. Top management support of SISP, however, is often weak or absent. The association between this support and strategic IS management is important to an understanding of top management's role in the use of what has been acknowledged as a strategic tool. Strategic use of IS in US electric power companies is noteworthy because the industry is transitioning into a deregulated environment with increasing hostility and can provide special insights not available elsewhere. A postal survey of CIOs and other members of top management from 161 US companies, including 21 electric utility companies, revealed that top management support of SISP is strongly and significantly associated with strategic IS management. Top management support for SISP was present for both electrics and non-electric companies but results were mixed. CEOs exhibited only moderate participation in SISP although such participation was positively and strongly associated with strategic IS management. Overall, results suggest that top management support of SISP may increase when an industry transitions to a more hostile environment. Prescriptions are offered for improving top management support.

A path analytic study of the effect of top management support for information systems performance

Information systems (IS) have become a vital component of an organization's competitive practices. Organizations have tried to differentiate themselves based on their use and adaptation of new information technology. Top management support (TMS) is a significant factor in influencing the effectiveness of the IS function in an organization. The literature has conceptually supported this notion, but empirical evidence has been sparse. This paper develops a two-tiered framework for studying the relationship between top management support, the IS function, and IS performance. This conceptual model was empirically tested using structural equation modeling based on data collected through a survey instrument. The results support the direct and indirect relationships depicted in the model between top management support and IS performance.

A system implementation study: management commitment to project management

Recent literature has shown a renewed interest in systems implementation research. Current trends in the organizational deployment of IT have motivated new studies of implementation efforts. This paper reports on one phase of a pluralistic investigation of systems implementation projects. A survey instrument, based on previously validated measurement items, is described; it was tested and validated. In the process, a method for appraising the significance of interaction effects was determined. The results of the analysis show that, for the data of this study, the organizational priority given to implementation projects by top management is only associated indirectly with improved user information satisfaction (UIS). Only when this priority occurs in the management of continuing development and enhancement, does top management support seem to be significant to users. It was also found that the efficiency and flexibility of the development process was significant in its own right, even without any effects of top management support.