Information Technology Executives Research Articles

Challenges and opportunities in achieving secure hospital clinical mobility management: An illustrative use case

Objective: To qualitatively describe a use case at Yale New Haven Health System (YNHHS) illustrating the need for and effective deployment of innovative technologies to manage an enterprise-owned shared device (EOSD) management program. EOSD management provides clinicians with secure, rapid access to enterprise mobile devices and applications, maintains devices in functional, use ready condition for clinicians, and enables enterprise tracking and reduced loss of devices.Methods: Executive leaders in clinical information technology and informatics management at YNHHS were interviewed through written and telephonic communication. Qualitative data was gathered through communications between clinical and information technology executives and the implementation support team of a leading identity and access management (IAM) solutions and EOSD management solution provider. Use case information was gathered, integrated and shared with health system executives and health IT/informatics leaders to verify the description of unmet needs, solution objectives and impact/value delivered after implementation of the EOSD management solution.Results: Benefits realized from implementation of an enterprise-shared mobility management solution included establishment of a cohesive and comprehensive enterprise-owned, shared device management strategy. This included effective monitoring and dynamic management of the system’s mobile device fleet, and better IT resource management with reduced mobile device loss. The IT administrative burden was reduced. While not surveyed systematically, improved clinician experience and satisfaction were reported to IT leaders anecdotally. EOSD management solution deployment was rapid, as was the time to improved clinician mobile experience and clear demonstration of value.Conclusions: A leading US health system was able to rapidly deploy a shared mobile device management solution that enabled effective monitoring and dynamic management of the enterprise mobile device fleet, with easier and faster clinician device access and workflows, and reduced IT administrative demand and costs. While the complexities associated with increased clinical mobility in healthcare will likely continue to grow, issuing future device and mobile management challenges that require effective hospital system response, technologies have emerged that enable more effective, efficient and satisfactory organizational mobility performance.

AGILE WORK CULTURES IN IT: A CONCEPTUAL ANALYSIS OF HR'S ROLE IN FOSTERING INNOVATION SUPPLY CHAIN

This study systematically examines the role of Human Resources (HR) in fostering agile work cultures within the Information Technology (IT) sector, with a focus on enhancing the innovation supply chain. Through a comprehensive literature review and content analysis, this research explores how HR practices can support and drive the adoption of agile methodologies, thereby contributing to organizational flexibility, innovation, and competitive advantage. The methodology involved sourcing data from academic databases and grey literature, employing a strategic search strategy, and applying strict inclusion and exclusion criteria to identify relevant literature. The analysis highlighted the critical role of HR in developing agile leadership, fostering a culture of continuous learning and psychological safety, and leveraging HR technologies to enhance workforce agility. Key findings reveal that HR's strategic interventions in leadership development, learning and development frameworks, and the promotion of agile team dynamics are essential in cultivating an agile work culture. Furthermore, the study anticipates future challenges and opportunities in agile work cultures, including the integration of remote work models, artificial intelligence, and ensuring diversity and inclusion. Strategic recommendations for HR leaders and IT executives emphasize the importance of investing in agile leadership, enhancing team dynamics, and promoting a culture of continuous improvement. Finally, the study underscores the pivotal role of HR in enabling agile transformations within IT sectors. Future research directions include exploring the impact of emerging technologies on agile methodologies and the role of HR in fostering inclusive and diverse agile teams. This research contributes to the understanding of how agile practices supported by HR innovations can drive organizational success in the rapidly evolving digital landscape.
 Keywords: Agile Work Cultures, Human Resources (HR), Information Technology (IT) Innovation, Agile Leadership Development.

Behavioural intention to adopt cloud computing: a quantitative analysis with a mediatory factor using bootstrapping

<span>This article discusses the research conducted to determine the factors contributing to behavioural intentions (BI) to adopt cloud computing. Small and medium enterprises (SMEs) in the Sri Lanka information technology (IT) sector were surveyed using a questionnaire. The diffusion of innovation (DOI) by Roger and the unified theory of acceptance and use of technology 2 (UTAUT2) by Venkatesh, Thong, and Xu was used as the theoretical framework for evaluating the reference model. Two hundred fifty-six important IT executives from Sri Lanka companies participated in the study. Quantitative techniques of data coding and analysis were applied in this investigation. Statistical package for social sciences (SPSS) software is used for exploratory factor analysis, and analysis of moment structures (AMOS) software is used for confirmatory factor analysis, including bootstrapping for mediator analysis of BI. The results show that among seven hypothesised factors, three factors: relative advantage (RA), compatibility (CT), and complexity (CX), significantly influence BI to adopt cloud computing.</span>

The Impact of CEO IT Ability on Bank Loan Terms

ABSTRACT Although the role that information technology (IT) executives’ expertise has in firm outcomes is well documented, little empirical work investigates the effect of the IT ability of non-IT executives on firm outcomes. We apply upper echelons theory and create a unique measure of chief executive officer (CEO) IT ability to empirically investigate its impact on bank loan pricing and nonpricing terms. Examining a sample of firms between 2002 and 2017, we find that CEO IT ability is associated with lower cost of debt, less collateral, fewer loan covenants, and fewer credit rating downgrades. Further, we show that our results are not due to high tech firms and are incremental to firm-level IT capability. Our results extend upper echelons theory and suggest that IT ability is an important CEO characteristic that can be influential in improving lending outcomes.

A Systematic Literature Review Information Technology Sophistication: Capital and Performance

This Systematic Literature Review aims to conduct a literature review in the field of technological sophistication with data from all international research publications in the field of accounting information systems. The relevant data in this review were obtained from 50 articles from 1994 to 2022 globally. The results of research in many articles that discuss the relationship of information technology in improving company performance, various results methods describe the relationship between Information Technology business and strategic alignment. So that in this alignment strategy emerges important attention to the views by business and IT (Information Technology) executives around the world (Raymond and Coretau, 2009, Johnson and Lederer, 2010). The purpose of this article is to add a detailed literature review so that it can be used by academics and practitioners in understanding the resources needed to maximize technological sophistication. This can be obtained by exposing information technology literature related to company performance. It is hoped that this article will be useful for ongoing discussions regarding sophistication of technology in companies.

Sorry, the World is not Flat: A Global View of Organizational Information Systems Issues

Information systems (IS) research paradigms, models, and findings are largely developed in the context of the U.S. and Western Europe; therefore, they are applicable primarily to the Western context and have limited relevance elsewhere. In response to this incomplete view and potential bias, the World Information Technology (IT) Project was launched more than five years ago to examine many topics, including the nature of organizational IS issues in various parts of the world. Using a common survey instrument, data were collected from IT employees in 37 countries. These 37 countries provide a good representation of the world as they exhibit different economic, cultural, political, religious, and regional differences. Results demonstrate the fallacy of the Western views and reveal that the globe does not always follow them. While there are a few common issues among the 37 countries, namely: IT reliability and efficiency, and security and privacy; more significantly, there are important differences. A cluster analysis of the country data corroborates the findings and divides countries into two groups: those with strategic issues and those with tactical and operational issues. Overall, the study underscores the importance of visioning beyond ethnocentric views and expanding our horizons to the global IT landscape. Particularly, business and IT executives need to address country and regional differences when pursuing international endeavors.

The evaluation of soft skills by information technology executives when hiring a project manager: a qualitative study

The aim of this article is to describe the process of evaluating soft skills when hiring information technology (IT) project managers, from the perspective of IT executives. We opted for the qualitative approach in which the research method adopted involved in-person interviews with 16 Brazilian IT executives from different business segments. Data analysis was performed using the ATLAS.ti tool and guided by the grounded theory technique with three coding cycles: open, axial and selective. The results showed that the scientific methods that evaluated the behaviour and personality of candidates are deprecated by Brazilian IT executives, because they prefer to use empirical methods, such as interviews with situational questions oriented to practical issues within the area. The theoretical contribution is made by means of six propositions resulting from the study of the hiring process of IT project managers, and can pave new paths for future research.

Understanding the perceptions of Brazilian executives of software firms about Critical Success Factors

Our objective is to understand the perceptions of the Brazilian executives about the CSFs to achieve superior organizational performance. We defined a qualitative and quantitative design composed of an Analytic Hierarchy Process and Content Analysis methods. We identified that Marketing and Innovation are the most important CSFs and the interviewed executives suggested three additional factors, i.e., Investment in Startups, Digital Marketing and National Culture, that were not previously identified in the literature review. We highlight the availability of a new framework of CSFs based on different sources and in-depth interviews with Information Technology (IT) executives. Our study also contributes to an overview of CSFs in the Brazilian IT industry.

Accelerating Virtual Health Implementation Following the COVID-19 Pandemic: Questionnaire Study.

BackgroundThe COVID-19 pandemic accelerated drivers for virtual health adoption and triggered the US federal government to implement regulatory changes to reduce barriers to virtual health implementation. Consequently, virtual health solutions have been increasingly adopted, and health systems in the United States have been reorganizing their care delivery process with unprecedented speed.ObjectiveThis study aimed to assess and make recommendations on the strategy, business model, implementation, and future considerations for scaling and sustaining virtual health solutions based on the views of executives from the largest health systems in the United States.MethodsIn September 2020 and October 2020, the Health Management Academy conducted 29 quantitative surveys and 23 qualitative interviews involving 58 executives from 41 of the largest health systems in the United States. Participating health systems were approximately equally distributed across size categories (small, medium, and large, defined as annual total operating revenue US $2-3 billion, $3-6 billion, and >$6 billion, respectively) and US Census Bureau regions (Northeast, Midwest, South, and West).ResultsBased on the Health Management Academy’s assessment of approaches to governance, financing, data infrastructure, and clinical integration of virtual health, most participating health systems (13/24, 54%) had a mid-stage level of maturity in virtual health implementation. Executives reported the pandemic is forcing health systems to re-examine strategic priorities; the most commonly raised key impacts were increased access (15/21, 71%) and flexibility (10/21, 48%) as well as lower costs of care delivery (9/21, 43%). Most executives (16/28, 57%) reported their organization had a defined budget for virtual health, and many noted that virtual health is best supported through value-based payment models. Irrespective of health system maturity, reimbursement was consistently rated as a key challenge to virtual health scaling, along with patient access to and understanding of virtual health technology. The success of virtual health implementation was most commonly measured by patient satisfaction, health care provider engagement, and proportion of health care providers using virtual health solutions (reported by 7/8, 88%; 6/8, 75%; and 7/8, 75% of information technology executives, respectively). Almost all health systems (27/29, 93%) expect to continue growing their virtual health offerings for the foreseeable future, with user-friendliness and ease of integration into the electronic medical record as key factors in making go-forward decisions on virtual health solutions (each selected by 9/10, 90% executives).ConclusionsThe increased demand for virtual health solutions during the COVID-19 pandemic is expected to continue postpandemic. Consequently, health systems are re-evaluating their current platforms, processes, and strategy to develop a sustainable, long-term approach to virtual health. To ensure future success, health system leaders need to proactively build on their virtual health solutions; advocate for payment, site flexibility, and reimbursement parity for virtual health; and demonstrate continued engagement and boldness to evolve care beyond established models.

Prioritizing IT Management Issues and Business Performance

ABSTRACT We use a novel dataset extracted from the Society of Information Management's (SIM) survey of chief information officers (CIOs) and top information technology (IT) executives to examine organizations' most critical IT management issues during 2014–2017 and their effect on firm profitability. According to the SIM surveys, the top two IT issues management prioritizes are security/cybersecurity/privacy and IT alignment with the business. We find that firms that prioritize these two IT management issues exhibit higher profitability than firms that do not. Our study contributes to the Information Systems (IS) and Accounting Information Systems (AIS) literature on IT business value by providing empirical evidence on IT-business alignment—and to some extent IT security—positively affecting firm financial performance.

Strategy implications of IS planning: Executives’ perceptions on firm performance

This paper aims to explore the effect on business performance of both Information Technology (IT) and business strategy. All data were obtained form 294 IS executives in Greek Small-Medium Enterprises (SMEs) and analyzed using Ordinal Regression Analysis. As the results of this survey indicate, SMEs cannot increase business value without strategic planning. IT executives should be aware of IT issues because this can be an obstacle for the organization and will prevent them achieving their planning goals and increasing the value of the business.

Information technology (IT) governance and IT capability to realize firm performance: enabling role of agility and innovative capability

PurposeWith the ever-growing turbulent business setting, there is a great interest to study how a firm tailors information technology (IT) capability to shape agility and innovation capability to stay ahead of the competition. This study examines how IT governance and IT capability can be tailored to achieve firm performance through agility and innovative capability in a turbulent environment.Design/methodology/approachDrawing on the dynamic capability theory, this study based on the primary survey data of 253 responses from senior IT and business executives in China proves the hypothesized relationship in the proposed model.FindingsThis study shows that the IT governance mechanism positively impacts on IT-enabled dynamic capabilities. Further, IT-enabled dynamic capabilities positively impact on agility and innovative capability that in turn support to achieve firm performance. The environmental uncertainty is only significant in the IT-enabled dynamic capabilities–business process agility relationship.Research limitations/implicationsThis study suggests corporate leaders and executives to better exploit their resources and tailor IT capabilities in the turbulent environment. Further, this study offers theoretical and practical implications.Originality/valueThis study proposes ways for executives to examine the multifaceted nature of environmental uncertainty to achieve agility, innovation and firm performance rather than simply investing in IT.

УПРОВАДЖЕННЯ ХМАРНИХ ТЕХНОЛОГІЙ У ДІЯЛЬНІСТЬ СУЧАСНИХ ПІДПРИЄМСТВ

У статті визначено переваги та недоліки впровадження хмарних технологій у діяльність сучасних підприємств. Важливою умовою успішного функціонування підприємства є ефективне управління своїми витратами. Установлено, що автоматизація виробничих процесів і впровадження інформаційних технологій (ІТ) в організаційно-управлінську діяльність становлять істотну частку в структурі витрат сучасної компанії. Тому проблеми зменшення витрат, зумовлених процесами експлуатації інформаційних систем, набувають особливої актуальності в умовах нестійкого фінансово-економічного стану. Розрізняють хмари громади, державні, приватні та гібридні. Громадські хмарні послуги призначені для вільного користування широкою громадськістю. Через проблеми безпеки багато покупців уникають або лише вибірково переходять на громадські хмари. Доведено, що вдосконалення технології віртуалізації та зростаючі можливості обладнаних заздалегідь інженерних хмарних інфраструктур дають змогу клієнтам розгортати хмарні сервіси в комфорті та безпеці приватних хмар. Організації прагнуть використовувати хмарні обчислення не лише у повністю державних/приватних проєктах, а й у поєднанні цих моделей, званих гібридними хмарами (гібридні хмари). У цьому разі замовник може зберігати внутрішню комп’ютерну мережу не на основі хмари, але водночас повністю передавати деякі функції, такі як резервне копіювання та зберігання даних, до публічного постачальника хмар. У 2018 р. обсяг світового ринку суспільних хмарних послуг становив близько 182 мільярдів, що на 27% більше, ніж роком раніше. Розглянутий ринок зростає в 4,5 рази швидше, ніж уся ІТ-галузь. Обсяг світового ринку послуг хмарної інфраструктури у 2018 р. перевищив 80 мільярдів доларів, збільшившись на 46% порівняно з 2017 р. До кінця 2019 р. понад 30% інвестицій у програмне забезпечення, пропоновані постачальниками технологій, перейдуть із хмари на хмару до лише хмари. У майбутньому це відображає стійку тенденцію до подальшого зниження популярності споживання програмного забезпечення на основі роялті на користь моделі SaaS та хмарних обчислень за підпискою. Основним чинником, що стримує розвиток хмарної інфраструктури, є обмежена пропускна здатність каналів зв’язку. За результатами масштабного дослідження ринку хмарних технологій було виявлено, що дві третини респондентів уважають проблеми конфіденційності даних основними бар’єрами на шляху використання хмар.

The nonlinear influence of harmonious information technology affordance on organisational innovation

AbstractIn this study, we investigate the nature of the influence of organisational information technology (IT) on innovation. To examine this relationship, we leverage a fundamental construct: harmonious IT affordance (HITA). HITA is defined as the degree of coalignment between three salient organisational IT affordances, each of which allows an organisation to carry out its most fundamental functions using IT—collaboration, maintenance of organisational memory, and management of organisational processes. We theorize that HITA has a quadratic (U‐shaped) effect on innovation. Our theory proposes that when IT affordances increasingly co‐align (reflected by increasing HITA), the organisation enters a synergistic, virtuous phase that encourages innovation. Counterintuitively, the increasing misalignment of IT affordances can also result in organisational innovation via creative dissonance, which enables organisations to look for opportunities in the presence of misalignment and leverage it to create a synergistic virtuous cycle. We conducted two empirical studies—one with high‐level IT executives knowledgeable about innovation and one with sales and business development executives (who market innovations) knowledgeable about IT—that corroborate our theory. Crucially, if the IT affordances are unrelated (low coalignment, where HITA is close to zero), then innovation does not take place. We thus surmise that the relation between HITA and innovation is quadratic.

The Nonlinear Influence of Harmonious Information Technology Affordance on Organizational Innovation

In this study, we investigate the nature of the influence of organizational information technology (IT) on innovation. To examine this relationship, we leverage a fundamental construct: harmonious IT affordance (HITA). HITA is defined as the degree of coalignment between three salient organizational IT affordances, each of which allows an organization to carry out its most fundamental functions using IT — collaboration, maintenance of organizational memory, and management of organizational processes. We theorize that HITA has a quadratic (U-shaped) effect on innovation. Our theory proposes that when IT affordances increasingly co-align (reflected by increasing HITA), the organization enters a synergistic, virtuous phase that encourages innovation. Counterintuitively, the increasing misalignment of IT affordances can also result in organizational innovation via creative dissonance, which enables organizations to look for opportunities in the presence of misalignment and leverage it to create a synergistic virtuous cycle. We conducted two empirical studies — one with high-level IT executives knowledgeable about innovation and one with sales and business development executives (who market innovations) knowledgeable about IT — that corroborate our theory. Crucially, if the IT affordances are unrelated (low coalignment, where HITA is close to zero), then innovation does not take place. We thus surmise that the relation between HITA and innovation is quadratic.

IT risk management: interrelationships based on strategy implementation

PurposeRisk management is an under-explored topic in information systems (IS) research that involves complex and interrelated activities. Consequently, the authors explore the importance of interrelated activities by examining how the maturity of one type of information technology risk management (ITRM) practice is influenced by the maturity of other types of ITRM practices. The purpose of this paper is to explore these relationships, the authors develop a model based on organizational strategy implementation theory and the COBIT framework. The model identifies four types of ITRM practices, namely, IT governance (ITG); communications; operations; and monitoring.Design/methodology/approachThe authors use a survey methodology to collect data on senior information technology (IT) executives' perceptions on ITRM practices. The authors use an exploratory factor analysis (EFA) to identify four dimensions of ITR M practices and conduct a structural equation model to observe the associations.FindingsThe survey of senior IT executives' perceptions suggests that the maturity of ITRM practices related to ITG, communications and monitoring positively influence the maturity of operations-related ITRM practices. Further, the maturity of communications-related ITRM practices mediates the relationship between ITG and operations-related ITRM practices. The aggregate results demonstrate the inter-relatedness of ITRM practices and highlight the importance of taking a holistic view of ITRM.Research limitations/implicationsGiven the content and complexity of the study, it is difficult to obtain senior executives’ responses in large firms. Therefore, this study did not use a separate sample to conduct the EFA to obtain the underlying four constructs. Also, the ITRM practices identified are perceptions. Even though the authors consider this to be a limitation, it also communicates the pressing areas that senior IT professionals are expected to focus given various external and internal pressures. This study focuses on large firms, hence, small to midsize firms are not well represented.Practical implicationsGiven the demanding regulatory and financial reporting requirements and the complexity of IT, there is an increasing possibility that the accounting profession will require IT professionals to focus on operations-related ITRM practices, such as security, availability and confidentially of data and IS are closely related to internal controls. However, as this study demonstrates, the maturity of operations-related ITRM practices cannot be achieved by focusing solely on operations-related IT risks. Therefore, IT practitioners can use this study to raise awareness of the complex interrelationships among ITRM practices among managers to improve the overall ITRM practices in a firm.Social implicationsThe study also shows the importance of establishing proper communication channels among various business functions with regard to ITRM. Extant IT research identifies the importance of the firm’s communication structure on various firm performance measures. For example, Krotov (2015) mentions the importance of communication in improving trust between the Chief Executive Officer and Chief Financial Officer. Firms with established communication channels have the necessary medium to educate and involve other departments with regard to the security of data. Thus, such firms are more likely to have mature risk management practices because of increased awareness of risks and preventive techniques.Originality/valueThe study contributes to ITG and risk management literature by identifying the role of monitoring-related ITRM practices on improving other areas of risk management. The study also extends the existing ITRM literature by providing an organizational strategy perspective to ITRM practices and showing how ITRM practices follow organizational strategy implementation. Further, the authors identify four underlying ITRM categories. Consequently, researchers could choose between two factors (Vincent et al., 2017) or four factors based on the level of detail required for the particular study.

The underlying factors of a successful organisational digital transformation

Background: Organisational digital transformation (ODT) is a field of growing interest in practice and academia. Further, a disparity between how information technology (IT) leaders and non-IT leaders perceive the factors leading to successful ODT initiatives has been cited. A set of empirically tested ODT assessment instruments will enhance leaders’ decision-making when implementing ODT initiatives. Objectives: This research attempts to: (1) identify the key internal factors of successful ODT initiatives; and (2) confirm whether there is, as has been suggested, a difference between the way IT managers and non-IT managers perceive these factors. Method: A questionnaire consisting of 36 potential underlying factors was formulated, based on the existing literature and additional insights. A prescreening process ensured each survey participant met the selection criteria. From a total of 95 participants who completed the survey, 45 were IT executives and 50 were non-IT executives. Quantitative analyses were conducted to identify the key underlying factors and ascertain whether IT and non-IT leaders hold differing perceptions of these factors. Results: Factor analysis identified four categories of factors of a successful ODT initiative: (1) customer centricity, (2) governance, (3) innovation and (4) resource attainment. Further, the analysis revealed that IT and non-IT managers hold similar perceptions on the key factors affecting the overall ODT success. Conclusion: This research provides empirical evidence that paves the way towards a reliable ODT assessment instrument and refutes claims that IT and non-IT leaders hold contrasting views on these factors.

An Intangible-Asset Approach to Strategic Business-IT Alignment

The correct use of information technology (IT) in business is a longstanding critical issue due to the competitive advantages and performance that IT generates when it is managed strategically and correctly aligned with a business’ strategies and processes. A conceptual model is presented to investigate the effects of intangible assets and organizational capabilities on business-IT strategic alignment. Social networks between business and IT executives conform to relational capital that permits the creation of combinative capabilities; these capabilities encourage the transfer, integration, learning, and strategic use of business and IT executives’ knowledge, and affect the level of strategic business-IT alignment. This combination of social-network characteristics and organizational capabilities in order to generate strategic business-IT alignment is new.

Performance Consequences of Information Technology Investments: Implications of Emphasizing New or Current Information Technologies

The dynamic information technology (IT) market—characterized by frequent new releases, designs, and changing options—requires senior IT executives to look closely at new technologies while deriving long-term benefits from the firm’s current technologies. This study focuses on the allocation of IT resources to new or current technologies, which is becoming even more important with tighter IT budgets. The results indicate that a joint consideration of a firm’s core business strategy and organizational commitment to IT provides insights into whether the firm should emphasize new IT or current IT when allocating IT investments. With an increase in organizational commitment to IT, firms pursuing stable products/markets (i.e., Defender(s)) benefit more from current IT, whereas firms seeking new products/markets (i.e., Prospector(s)) benefit more from new IT. Finally, for firms seeking some stable products/markets and some new ones (i.e., Analyzer(s)), organizational commitment to IT does not influence the benefits from emphasizing new or current IT. This study initiates a line of inquiry on the factors influencing the value firms derive from new and current IT. Senior IT executives should carefully examine their firm’s business strategy and organizational commitment to IT when prioritizing investments in new IT relative to the refinement of current IT.

Green information system integration for environmental performance in organizations

Purpose The purpose of this paper is to develop an eccentric model to examine the factors that influence environmental performance in organizations based on belief–action–outcome framework and natural resource-based view theory. Design/methodology/approach Data were collected by employing online survey from respondents in organizations to statistically test the eccentric model and its associated hypotheses. Partial least squares–structural equation modeling and Statistical Package for Social Sciences were utilized to analyze the survey data. Findings The results show that information technology (IT) professionals and IT executives’ behavior positively influences environmental performance. Further results suggest that the belief of IT professionals and IT executives is significantly influenced by the action of IT infrastructure, institutional pressure, organizational strategy and information diffusion. In addition, results reveal that the action of IT infrastructure, institutional pressure, organizational strategy and information diffusion in organizations significantly has an impact on the outcome of environmental performance. Moreover, results indicate that green information systems (IS) for pollution prevention, product stewardship and clean development initiatives adopted positively influence the environmental performance of organizations. Research limitations/implications The developed eccentric model further shows how green IS practice integration can improve environmental performance. However, the selected respondents are from a single country as such findings from this study cannot be generalized to other countries. Practical implications Practically, this paper has implications for the capability of IS to promote environmental performance in organizations. Social implications This study provides a pertinent contribution in developing and validating an eccentric model for green IS adoption. Besides, a survey instrument is developed that can be used by future studies. Originality/value The developed model helps to explore the factors that influence environmental performance and also the outcomes of green IS adoption for environmental performance. Accordingly, IT professionals and IT executives can draw upon the eccentric model in assessing their current environmental-friendly practice for the effective initialization of green IS for corporate value.