Senior IT Managers Research Articles

The influence of business analytics on supply chain ambidexterity: the mediating role of market learning

Purpose The main purpose of this study is to assess the influence of business analytics (BA) on supply chain ambidexterity (SCA) and market learning (ML) in the context of Iran as a developing country. Design/methodology/approach The study population encompasses a range of key positions such as senior managers, supply chain managers, senior IT managers and senior marketing and marketing research managers in Iran. Through a survey, a questionnaire was designed to gather data from these individuals. The data collected from a total of 214 participants underwent rigorous analysis using structural equation modeling. Findings Findings revealed BA has a positive influence on SCA and ML. Furthermore, the study found that distinct facets of ML, namely, exploratory and exploitative learning, exerted a positive influence on SCA. Additionally, the investigation uncovered that the mechanisms of exploratory ML and exploitative ML play a partially mediating role in the relationship between BA and SCA. Research limitations/implications It is prudent to acknowledge that the study’s sampled entities were exclusively Iranian companies, potentially curtailing the extent of generalizability of our findings. Originality/value This research contributes valuable theoretical insights and practical implications to policymakers and top managers of organizations, particularly the surveyed organizations to formulate and implement an appropriate strategy to avail of BA techniques toward enhancing SCA. Also, this study provides significant insights into the determinants of SCA and demonstrates how organizations can leverage data analytics and ML to attain sustained growth and ambidexterity within the supply chain context.

The role of enterprise architecture-driven dynamic capabilities and operational digital ambidexterity in driving business value under the COVID-19 shock

This article builds upon the dynamic capabilities view and argues that firms that developed their dynamic capabilities using enterprise architecture (EA) are better equipped to cope with the COVID-19 shock. An online survey collected data from 414 senior practitioners, business and IT managers, and executives. The study’s research model containing three hypotheses was assessed by applying Partial Least Squares (PLS) structural equation modeling (SEM), PLS-SEM. Outcomes point out that dynamic capabilities driven by EA enhance the firm’s digital dynamic capability and, therefore, the competencies to manage digital technologies. This capability subsequently enhances the firms' operational digital ambidexterity. Also, outcomes show that operational digital ambidexterity significantly impacts business value. This study advances our knowledge and insights on developing EA-driven dynamic capabilities under COVID-19 and unfolds key areas where decision-makers should invest in enhancing business value.

Adoption of Cloud Services in Central Banks: Hindering Factors and the Recommendations for Way Forward

Abstract Current research on cloud computing often focuses on the technology itself and the benefits that one company can use and choose from cloud services. Most of the research has focused on mainstream enterprises and limited regard to Central Banks’ (CBs’) Cloud Computing Adoption (CCA). CBs are continually exploring opportunities to enhance IT efficacy while minimizing expenditures and ensuring data protection and network security. This paper investigates the factors affecting the CBs’ CCA by surveying 40 CBs representing approximately 25% of total CBs worldwide. The main participants were senior IT managers who are responsible for any IT decisions in CBs. The findings are also significant for other organizations or businesses where data privacy is crucial. The study results indicate that CBs are still reluctant to migrate to the public cloud. Influential factors preventing CCA are data protection, privacy, and risks.

Investigation of Senior IT Management Skills Using COBIT Enablers and Social Media Platform

Digitalization leads to increasing complexity and tight coupling of business processes. This increases the risk of "natural accidents". An answer to this proneness is a holistic mindfulness culture. The mindfulness dimension requires a holistic approach because it includes multiple aspects. This mindfulness should be reflected in the self-assessment of a company's employees. It is attempted to clarify whether social media allows an insight into how self-proclaimed qualifications are distributed in current enterprises. Social networks are particularly suitable because the members try to reflect the perceived demands of the companies while the characteristics presented are "quality assured" by connected members. More than 3500 profiles of senior IT managers were examined on the social network XING. COBIT has been used for categorization as a proven holistic approach for IT governance and structuring tool. The study shows that executives can be primarily categorized as generalists or specialists, both embracing a holistic perception, and therefore social media is suitable for general studies of qualifications in a business environment. Doi: 10.28991/HEF-2022-03-01-05 Full Text: PDF

Determinants of analytics-based managerial decisionmaking

This study investigates how managerial decision-making is influenced by Big Data analytics, analysts’ interaction skills and quantitative skills of senior and middle managers. The results of a cross-sectional survey of senior IT managers reveal that Big Data analytics (BDA) creates an incentive for managers to base more of their decisions on analytic insights. However, we also find that interaction skills of analysts and – even more so – managers’ quantitative skills are stronger drivers of analytics-based decision-making. Finally, our analysis reveals that, contrary to mainstream perceptions, managers in smaller organizations are more capable in terms of quantitative skills, and they are significantly more likely to base their decisions on analytics than managers in large organizations. Considering the important role of managers’ quantitative skills in leveraging analytic decision support, our findings suggest that smaller firms may owe some of their analytic advantages to the fact that they have managers who are closer to their analysts – and analytics more generally.

IT strategy and business strategy mediate the effect of managing IT on firm performance: empirical analysis

PurposeThe multifaceted effect of IT in organizations has been widely examined. However, the intervening role of IT strategy and business strategy on the effect of managing IT on firm performance remains less strong. This study examines how managing information technology (MIT) effects on firm performance by looking at the mediating role of IT strategy and business strategy.Design/methodology/approachDrawing on the resource-based view of IT and contingency perspective, theoretical insights for managing IT and the mediating effect of IT strategy and business strategy on firm performance are established. The model is empirically tested by using hierarchical regression and structural equation modeling for the data collected through the survey of 194 senior IT and business managers in China.FindingsThe significant and impactful relationship found in the model for the proposed idea. The results show that both IT strategy and business strategy partially mediate the effect of managing IT on firm performance.Research limitations/implicationsThe findings highlight that managing IT does not merely influence better firm performance; instead, the coherent amalgamation of IT strategy and business strategy can enrich firm performance. The theoretical and practical implications are also discussed.Originality/valueIn line with the call for rigorous research to integrate the managing IT and firm strategies, this study demonstrates the mediating role of business strategy and IT strategy between the managing IT and the firm performance relationship, hence contributing to the IS research literature.

How does business-IT strategic alignment dimension impact on organizational performance measures

PurposeDespite the conceptual, empirical and theoretical advances in alignment–performance relationship, there is a limited research on the alignment dimensions and organizational performance measures. Though strategic alignment is believed to improve organizational performance, the purpose of this paper is to develop conjectures for understanding how different alignment dimensions influence organizational performance measures.Design/methodology/approachThe data were acquired from 161 senior IT and business managers paired responses in China and were analyzed by using a structural equation modeling technique.FindingsThe hypothesized relationships are largely supported. Thus, quality-oriented strategic alignment dimension has a significant relationship with all performance measures. Contrary to expectations, both product and marketing-oriented strategic alignment dimensions do not show a significant impact on financial return. The marketing-oriented strategic alignment dimension also has an insignificant relationship with operational excellence.Practical implicationsThis study suggests that the business–IT alignment can be dimensioned to better combine business strategy and IT strategy. Hence, managers can focus specific alignment dimension instead of entire strategies of a firm for a better decision making.Originality/valueFindings suggest guidance for formulating combined business and IT strategic alignment into dimensions and proposing insightful and practical implications.

Big Data, Analytic Culture and Analytic-Based Decision Making Evidence from Australia

This study investigates how managerial decision making is influenced by Big Data, analytics and analytic culture. The results of a cross-sectional survey (n = 163) of senior IT managers reveal that Big Data Analytics creates an incentive for managers to base more of their decisions on the analytic insights. However, we also find that the main driver of analytic-based decision making is analytic culture. Considering that culture – in contrast to Big Data Analytics tools and skills – is a resource which cannot be change easily or quickly, we conclude that firms with a highly analytic culture can use this resource as a competitive weapon. Finally, our analysis reveals that managers in smaller organizations are significantly more likely to base their decisions on analytic results than managers in large organizations, which suggests the former use analytics to remain competitive against their larger counterparts.

The Impact of Business Intelligence on the Quality of Decision Making – A Mediation Model

Business Intelligence (BI) systems have been a top priority of CIOs for a decade, but little is known about how to successfully manage those systems beyond the implementation phase. This paper investigates the direct and indirect effects of BI management quality on the quality of managerial decision making using PLS analysis of survey responses of senior IT managers in Australia. The results confirm this overall relationship (total effect), but also reveal mediating effects of data/information quality and BI solution scope. The study contributes to both academia and industry by providing first time evidence of direct and indirect determinants of managerial decision support improvements related to BI solutions scope and active management of BI.

Identifying Vulnerabilities of Advanced Persistent Threats

One of the most serious and persistent threat that has emerged in recent years combining technical as well as non-technical skills is the Advanced Persistent Threat, commonly known as APT where hackers circumvent the organizational defenses and instead target the naivety of the employees in making an unintentional mistake. While this threat has gained prominence in recent years, research on its cause and mitigation is still at the infancy stage. In this paper the authors explore APT vulnerabilities from an organizational perspective to create a taxonomy of non-technical and technical vulnerabilities. The objective is to enhance awareness and detection of APT vulnerabilities by managers and end users. To this end, the authors conducted interviews with senior IT managers in three large organizations in Dubai, United Arab Emirates. The analysis of the findings suggested that the APT threat environment is affected by multiple factors spanning primarily non-technical as well as technical vulnerabilities.

Understanding the formation of software-as-a-service (SaaS) satisfaction from the perspective of service quality

SaaS has attracted interest among researchers and practitioners. Despite the importance of client satisfaction in SaaS success, the formation of it remains unclear. To address this, this study uses dedication–constraint mechanisms as a theoretical lens to explain how satisfaction is affected by trust, including competence-based trust and openness-based trust, and how trust is influenced by service quality. We also investigate the moderating effect of relational norms on the influence of trust on satisfaction. The proposed model is supported by data collected from 124 senior IT managers using survey instrument, showing that service quality, in terms of rapport and flexibility, positively affects trust, which in turn influences satisfaction. Besides, the moderating effect of relational norms on the relationships between trust and satisfaction is significant. We provide the theoretical and practical implications of our findings.

A model to explain a business contingency process

PurposeThe purpose of this paper is to present a model to explain a business contingency process to senior management and other employees in organizations during education or training on business continuity planning.Design/methodology/approachThe model has been developed and evaluated/tested in three comprehensive cases. Senior management, IT managers and employees in the three case organizations participated in this action research effort during the development, implementation, education or training on business continuity plans and planning.FindingsThe model has been evaluated/tested, and is suitable for explaining what may characterize a business contingency process to senior managements and employees in both public and private sector organizations.Practical implicationsThe model can be used for explaining the issues to senior management and to form the fundament for building a business continuity plan which is part of an organization's IT and information security program. It may also be used to explain what a business contingency process is to other staff in an organization. The model can also be used to model parts of business continuity planning, as a basis for training planning, and as support in different training contexts to achieve individual and organizational learning on business continuity plans and activities.Originality/valueThe model is graphically visualized and the concept can be adapted to any organization.

Reciprocity Between Power of Senior IT Managers and Superior Organizational IT Capability

Reciprocity Between Power of Senior IT Managers and Superior Organizational IT Capability

A Study on the Relationship between Activities of the Information Technology Governance and IS Performance, Corporate Performance

Despite the increasing importance of information technology in firms, the extent to which IT governance are established varies widely across the firms. To perform desirably the role of IS needed in most companies, high level of IT governance and the effective management should precede. However, the impacts of such activities and management on the IT governance have not been empirically examined in depth until now. Thus, building on the theory of governance and the institutionalization, the research model and the hypotheses of the study were formed and then empirically tested. The study used a survey of senior IT managers from 108 firms in order to examine hypothesized relationship among the following constructs: strategic alignment, IT governance committee, IT planning, EA, PMO, SLM, IT compliance, incident management, IS effectiveness, visibility, and corporate performance. A structural equation model is developed by using LISREL to assess the relative effects and interrelationship among these constructs. The results show that strategic alignment has positive influence on IT governance committee and IT planning. IT governance committee, IT planning, SLM, incident management from IT governance activities have positive effects on IS effectiveness, whereas IT compliance has a negative effect on IS effectiveness. Visibility is positively influenced by IT planning, EA, SLM. IT compliance, and both IS effectiveness and visibility have positive effects on corporate performance.

Business continuity planning methodology

PurposeThe purpose of this paper is to present a multi‐usable business continuity planning methodology. It comprises business continuity planning on the organizational and departmental levels.Design/methodology/approachThe methodology has been developed, tested and confirmed in three comprehensive cases. Senior management, IT managers and employees in the three case organizations have participated in this action research effort during the development, implementation or training on business continuity plans and planning.FindingsThe methodology has been tested and confirmed, and is suitable for explaining business continuity planning to senior managements and employees in both public and private sector organizations.Practical implicationsThe methodology description can be used for explaining the issues to senior managements and forms the foundation for a business continuity plan, which is part of an organization's IT‐ and information security program. It may also be used to explain business continuity planning to other staff in an organization. The methodology can also be used to model business continuity planning, as a basis for training planning, and as support in different training contexts to achieve individual and organizational learning on business continuity plans and activities.Originality/valueThe methodology of using a staircase or capability maturity model is a commonly used concept and can be adapted to any organization.

Developments in Practice XXXIV: Application Portfolio Management

APM is the ongoing management process of categorization, assessment and rationalization of the IT application portfolio which allows organizations to identify which applications to maintain, invest in, replace, or retire. To understand current APM strategies and practices, the authors convened a focus group of senior IT managers from a number of organizations. Results of the focus group discussion pointed to the need to develop three inter-related APM capabilities: (1) strategy and governance, (2) inventory management, and (3) reporting and rationalization. To deliver value with APM, organizations must establish all three capabilities. Experience suggests that organizations tend to start by inventorying applications and work from the “middle out” to refine their APM strategy (and how it is governed) as well as to establish efforts to rationalize their applications portfolio. As such, APM represents a process of continual refinement. Fortunately, experience also suggests that there are real benefits to be reaped from the successful development of each capability. The paper concludes with some lessons learned based on the collective experience of the members of the focus group.

Developments in Practice XXXVII: Total Cost of Ownership

Total Cost of Ownership (TCO) advocates for a holistic view of IT costs across the enterprise over time, grouped into a series of direct and indirect cost elements. Knowing the full costs allows organizations to make optimal decisions regarding the enhancement, retirement, renewal, and/or replacement of critical IT assets. The authors convened a focus group of senior IT managers who were asked to describe their firm’s adoption of TCO, TCO processes, tools to assist with TCO implementations, the effectiveness of these tools, and the governance practices which guide their TCO processes. The group concluded that TCO, despite facing significant implementation challenges, remains a concept worth pursuing. This article reviews current literature, summarizes the focus group discussion, and offers practical guidance for those IT managers considering adopting TCO.

Developments in Practice XXXVI: How to Talk So Business Will Listen … And Listen So Business Will Talk

One of the most important skills all IT staff need to develop today is how to communicate effectively with business. Over and over, research has shown that if IT and business cannot speak the same language, focus on the same issues and communicate constructively, they cannot build a trusting relationship. And business is consistently more negative about IT’s ability to communicate effectively than IT is. In fact, even while IT collaboration is improving, business’s assessment of IT’s communication skills is declining. While much attention has been paid to organizational alignment between IT and business (e.g., governance, structure) very little has been paid to the nature and impact of the social dimension of alignment, a big element of which involves communication. To explore the business and interpersonal competencies that IT staff will need in order to do their jobs effectively over the next five–seven years and what companies should be doing to help develop them, the authors convened a focus group of senior IT managers from a variety of different organizations. This paper documents the results of this discussion, integrating them with findings from the research and practitioner literature. It begins by characterizing the state of communication in the business–IT relationship and why “good communication” is becoming increasingly important. Then, it explores what is meant by “good communication” in this relationship and looks at some of the inhibitors of effective communication between these groups. Finally, it discusses the key communication skills that need to be developed by IT staff and makes recommendations for how organizations can improve or develop communication in the business–IT relationship. It concludes that good communication has both social and organizational dimensions, both of which need to be appropriately managed. It also shows that there is a “virtuous circle” of communication, with is associated with improved IT performance and perceptions of IT value.

Exploring COBIT Processes for ITG in Saudi Organizations An empirical Study

Control Objectives for Information and Related Tech nology (COBIT) has become one of the most important guidelines for information te chnology governance (ITG), which provides organizations with a useful tool to start evaluatin g their own ITG systems. COBIT introduces an ITG framework and supporting toolset that allows IT managers to bridge the gap between control requirements, technical issues and business risks. The objective of this study is to investigate the formality, auditing, responsibility and accountabil ity of implementing COBIT processes for ITG in Saudi organizations. An empirical survey, using a s elf-administered questionnaire, was conducted to achieve these objectives. Five hundred questionn aires were distributed to a sample of Saudi organizations in a selected number of Saudi cities. One hundred and twenty seven valid questionnaires - representing a 25.4 percent respon se rate -were collected and analyzed using the Statistical Package for Social Sciences (SPSS) vers ion 16. While the results of the study reveal that the majority of respondents reported that implement ing ITG COBIT processes and domains is the responsibility of IT departments in Saudi organizat ions, most of the respondents reported that the COBIT processes and domains are neither audited nor formally conducted in their organizations. From a practical standpoint, managers and practitio ners alike stand to gain from the findings of this study. The study provides useful information f or senior management, IT managers, accountants, auditors, and academics to understand the implementation phase and the impact of COBIT on ITG in Saudi organizations.

Application portfolio management: a decision-oriented view of enterprise architecture

Today large companies operate 100s of computer-based information systems (IS), also called applications, to support their businesses. Enterprise Architecture (EA) is regarded as a promising concept to cope with the complexity caused by large application portfolios (AP). This article focuses on senior IT managers’ decision-making with regard to their AP, and EA’s role therein. Through multiple case studies in large companies, we found that these managers consider and balance a set of aspects, each of which is supported by partial EA models maintained by specific groups within their IT departments. These models are, however, not sufficiently integrated. Based on the empirical findings, we propose indicators for each of the partial EA models to aggregate the AP-relevant characteristics per application, which are then integrated into an AP dashboard to support senior IT managers’ holistic AP management. Consequently, a decision-oriented view is created of the overall EA, which the managers of the case studies companies deemed to be very helpful for steering their AP.