Mahr Aligning Information Technology, Organization, and Strategy

Effects on Firm Performance
2010
ISBN: 978-3-8349-8940-6
Verlag: Betriebswirtschaftlicher Verlag Gabler
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 183 Seiten, eBook

Reihe: Markt- und Unternehmensentwicklung Markets and Organisations

Ferdinand Mahr develops an integrative theoretical model of IT complements such as organizational structure, human resource management, and corporate strategy. He conducts two empirical analyses of the complementarities between IT, organization, and strategy.

Dr. Ferdinand Mahr was a research assistant and doctoral student of Prof. Dr. Tobias Kretschmer at Ludwig-Maximilians-Universität München. He now works as a management consultant.

Zielgruppe

Research

Autoren/Hrsg.

Mahr, Ferdinand

Inhaltsverzeichnis

1;Foreword Prof. Dr. Dres. h.c. Arnold Picot;6
2;Foreword Prof. Dr. Tobias Kretschmer;8
3;Preface;10
4;Contents;12
5;List of tables;15
6;List of figures;16
7;Chapter 1 Introduction;17
7.1;1.1 Motivation;17
7.2;1.2 A summary of the three studies;20
7.3;1.3 The datasets employed in the two empirical studies;24
8;Chapter 2 Information technology and firm performance: An integrative model of the role of complementarities;35
8.1;2.1 Introduction;35
8.2;2.2 An overview of the empirical research on IT complements;37
8.2.1;2.2.1 Studies on internal or external IT complements;38
8.2.1.1;2.2.1.1 Resource-centered perspective;38
8.2.1.2;2.2.1.2 Contingency perspective;39
8.2.2;2.2.2 Studies on internal and external IT complements;39
8.2.3;2.2.3 The need for an integrative model of IT complements;40
8.3;2.3 Toward an integrative model of IT complements;42
8.3.1;2.3.1 Fit and complementarity;43
8.3.2;2.3.2 Organizational information processing and IT;45
8.3.3;2.3.3 An integrative model of IT complements;46
8.4;2.4 Horizontal fit between IT and IT complements;49
8.4.1;2.4.1 The degree of centralization;50
8.4.1.1;2.4.1.1 Centralization;50
8.4.1.2;2.4.1.2 Decentralization;51
8.4.1.3;2.4.1.3 A richer definition of the degree of centralization;52
8.4.2;2.4.2 Standardization;54
8.4.3;2.4.3 HRM practices;56
8.4.4;2.4.4 Information technology;58
8.4.5;2.4.5 Two ideal configurations of organization design;60
8.5;2.5 Vertical fit between contingencies and organization design;62
8.5.1;2.5.1 Environment;62
8.5.2;2.5.2 Corporate strategy;64
8.5.3;2.5.3 Organizational culture;66
8.5.4;2.5.4 Two ideal ways to achieve vertical fit;68
8.6;2.6 Conclusion and implications;69
9;Chapter 3 Enhancing the performance effects of information technology through de/centralization: The role of corporate exploration and exploitation;72
9.1;3.1 Introduction;72
9.2;3.2 Literature review and hypothesis development;75
9.2.1;3.2.1 Information technology and firm performance;75
9.2.2;3.2.2 The information processing view of organizations and information technology;75
9.2.3;3.2.3 Information technology, decentralization, and centralization;77
9.2.4;3.2.4 The role of organizational learning;78
9.2.5;3.2.5 Hypotheses;80
9.3;3.3 Empirical approach;81
9.3.1;3.3.1 Empirical models;81
9.3.2;3.3.2 Data;83
9.3.3;3.3.3 Variables;85
9.3.3.1;3.3.3.1 Production function inputs and outputs;85
9.3.3.2;3.3.3.2 Organizational learning and organization design;86
9.3.3.3;3.3.3.3 Control variables;90
9.4;3.4 Results;92
9.4.1;3.4.1 Discussion of the results;92
9.4.2;3.4.2 Robustness of the results;95
9.5;3.5 Conclusions;100
10;Chapter 4 Hybrid strategy and firm performance: The moderating role of individual and technological ambidexterity;103
10.1;4.1 Introduction;103
10.2;4.2 Theory and hypotheses;105
10.2.1;4.2.1 Hybrid strategy, organizational architecture, and firm performance in theory;105
10.2.2;4.2.2 Hybrid strategy, organizational architecture, and firm performance in empirical studies;107
10.2.2.1;4.2.2.1 Summary of empirical studies;107
10.2.2.2;4.2.2.2 Definitions of a hybrid strategy's performance impact;109
10.2.2.3;4.2.2.3 Organizational ambidexterity as a moderator of the hybrid strategy-performance relationship;109
10.2.3;4.2.3 Organizational ambidexterity;112
10.2.3.1;4.2.3.1 Individual ambidexterity;113
10.2.3.2;4.2.3.2 Technological ambidexterity;115
10.2.4;4.2.4 Hypotheses;118
10.3;4.3 Method;120
10.3.1;4.3.1 Models;120
10.3.1.1;4.3.1.1 Moderation effects model;120
10.3.1.2;4.3.1.2 Effects-coding model;121
10.3.1.3;4.3.1.3 Dummy-coding models;122
10.3.2;4.3.2 Sample;124
10.3.3;4.3.3 Measures;127
10.3.3.1;4.3.3.1 Firm performance;127
10.3.3.2;4.3.3.2 Corporate strategy;128
10.3.3.3;4.3.3.3 Individual ambidexterity;129
10.3.3.4;4.3.3.4 Technological ambidexterity;132
10.3.3.5;4.3.3.5 Group indicator variables;134
10.3.3.6;4.3.3.6 Control variables;135
10.4;4.4 Results;138
10.4.1;4.4.1 Moderation effects models;138
10.4.2;4.4.2 Effects- and dummy-coding models;141
10.4.3;4.4.3 Robustness test: Porter's definition of the performance impact of a strategy;145
10.4.4;4.4.4 Pure strategies;149
10.5;4.5 Discussion and conclusions;150
10.5.1;4.5.1 Implications for research;151
10.5.2;4.5.2 Implications for managers;152
10.5.3;4.5.3 Limitations and future research;152
11;Chapter 5 Conclusion;154
11.1;5.1 Summary and contributions;154
11.2;5.2 Suggestions for future research;159
12;References;162
13;Appendices;183
13.1;Appendix 3.1: Survey instrument for the corporate learning variable (LEARN);183
13.2;Appendix 3.2: Survey instrument for the decentralization of decision rights variable (DR);184
13.3;Appendix 3.3: Survey instrument for the HRM practices variable (HR);185
13.4;Appendix 4.1: Survey instrument for the corporate strategy variables;187
13.5;Appendix 4.2: Survey instrument for the decentralization variable;188
13.6;Appendix 4.3: Survey instrument for the standardization variable;189
13.7;Appendix 4.4: Survey instruments for the HRM practices variables;190
13.8;Appendix 4.5: Survey instrument for the ICT use variables;193
13.9;Appendix 4.6: Survey instrument for the environmental dynamism variable;194
14;Subject index;195

Information technology and firm performance: An integrative model of the role of complementarities.- Enhancing the performance effects of information technology through de/centralization: The role of corporate exploration and exploitation.- Hybrid strategy and firm performance: The moderating role of individual and technological ambidexterity.- Conclusion.

Über Autor(innen)

Dr. Ferdinand Mahr was a research assistant and doctoral student of Prof. Dr. Tobias Kretschmer at Ludwig-Maximilians-Universität München. He now works as a management consultant.