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Journal articles on the topic 'Information technology Value'

Author: Grafiati

Published: 4 June 2021

Last updated: 5 February 2022

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1

Ahmad, Fauziah, and Noor Habibah Arshad. "Value Delivery of Information Technology Investment: A Conceptual Framework." International Journal of Computer Theory and Engineering 6, no. 2 (2014): 150–54. http://dx.doi.org/10.7763/ijcte.2014.v6.854.

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2

Rossé, Claire. "Information Technology: Value To Patients." Health Affairs 18, no. 2 (March 1999): 256. http://dx.doi.org/10.1377/hlthaff.18.2.256-a.

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3

Katsamakas, Evangelos. "Value network competition and information technology." Human Systems Management 33, no. 1-2 (2014): 7–17. http://dx.doi.org/10.3233/hsm-140810.

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4

Glomseth, Rune, and Petter Gottschalk. "Information Technology in Value Shop Activities." International Journal of Knowledge Management 3, no. 4 (October 2007): 111–22. http://dx.doi.org/10.4018/jkm.2007100106.

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5

Mahaffy, Mardi. "Measuring the Value of Information Technology." Government Information Quarterly 20, no. 2 (May 2003): 205–6. http://dx.doi.org/10.1016/s0740-624x(03)00030-3.

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6

Lisanti, Yuliana. "Managing and Delivering Information Technology Value." ComTech: Computer, Mathematics and Engineering Applications 2, no. 1 (June 1, 2011): 72. http://dx.doi.org/10.21512/comtech.v2i1.2715.

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Investment Information Technology (IT) has always been a primary objective of the business which is expected to provide value to businesses through its role as a competitive advantage and the creation of innovation. However, it is ot easy to measure how much value is successfully created, or determine whether the IT strategy is aligned with business strategy, or find out if the IT organization has a strategy that focuses on creating business value. Innovation Value of Institute (IVI) introduces a new concept known as the IT Capability Maturity Framework (IT-CMF) which can help IT organizations to align the business vision with the IT vision so that IT strategy could focus on value creation . the IT-CMF implementation which begins with the assessment of the maturity of IT organization can provide an overall picture, so that organization can prioritize the development of appropriate IT investments to support the value creation for the overall business.

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7

Dehning, Bruce, Vernon J. Richardson, and Theophanis Stratopoulos. "Information technology investments and firm value." Information & Management 42, no. 7 (October 2005): 989–1008. http://dx.doi.org/10.1016/j.im.2004.11.003.

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8

Qi, Ruifu. "Empirical research on information technology value." International Journal of Networking and Virtual Organisations 10, no. 3/4 (2012): 232. http://dx.doi.org/10.1504/ijnvo.2012.046448.

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9

Frost, M. F. "INFORMATION TECHNOLOGY- LEVERAGE TO ADD VALUE." APPEA Journal 37, no. 2 (1997): 118. http://dx.doi.org/10.1071/aj96086.

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Master the process of implementing innovative IT and make gains. Choose the wrong IT and suffer. These opposing outcomes are driving cooperation amongst E&P competitors. Pooling resources is an effective strategy to mitigate risk-be it the risk of the Year 2000 Bug or the risk of implementing frontier IT solutions. Narrowly focussed, joint-industry IT initiatives pose realistic hope for practical IT innovations amongst companies that believe IT frontiers fall outside their core competence. Defacto standards will plausibly result and lead to lower costs and reduced complexity. Just such standards pose the opportunity of savings in the range of US$1 to US$3 per barrel produced. Given the IT component of costs is now roughly US$0.25 for each barrel produced, the incentive is clear.Expect change for the better. Encouraging trends include de-facto standards in relational databases (ORACLE), the development of fast processor-indepen- dent program codes (JAVA), powerful search engines and fast internet-type communications.E&P IT will continue to change the way we work. Management will continue to be challenged-to chose fit-for-purpose IT; do so just-in-time; and to maintain access to motivated, well-trained professionals to effectively use those new tools. Shared (cross-functional) databases, easily accessible applications and interconnected workstations are the catalysts for multi-locational, multidisciplinary teams that will improve corporate performance. Implementation of capacity planning metrics can minimise the pain of slow connectivity and system upsets. Organisations that learn how to apply the right IT at the right time will be competitive.

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10

Powell, Philip. "Measuring the value of information technology." Journal of Strategic Information Systems 4, no. 3 (September 1995): 304–6. http://dx.doi.org/10.1016/0963-8687(95)90005-5.

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11

Nishant, Rohit, Thompson Teo, and Mark Goh. "Do Shareholders Value Green Information Technology Announcements?" Journal of the Association for Information Systems 18, no. 8 (August 2017): 542–76. http://dx.doi.org/10.17705/1jais.00466.

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12

Marthandan, Govindan, and Tang Chun Meng. "Thirst for Business Value of Information Technology." International Journal of Technology Diffusion 1, no. 1 (January 2010): 28–40. http://dx.doi.org/10.4018/jtd.2010010103.

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For years information technology (IT) has helped companies improve organizational efficiency and effectiveness. Today’s IT plays a more strategic role in building capabilities for sustaining and creating competitive advantages. The increasing importance of IT has led many organizations to integrate it into their daily operations. To justify the ever-increasing spending on IT, organizations have been searching for evaluation methods to prove the business value of IT. However, this is a challenging undertaking, as there are contradictory answers to questions on whether it is worthwhile to pay substantial sums for IT. To gain insight into the reasons behind the contradictory answers, this paper first reviews conflicting research results of past studies on IT business value. It then explains the term IT productivity paradox. Last, it provides five reasons why IT business value is not fully reflected in the way business managers expect it to be.

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13

Nault, Barrie R., and Albert S. Dexter. "Added Value and Pricing with Information Technology." MIS Quarterly 19, no. 4 (December 1995): 449. http://dx.doi.org/10.2307/249628.

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14

Lee, C. Sophie. "Modeling the business value of information technology." Information & Management 39, no. 3 (December 2001): 191–210. http://dx.doi.org/10.1016/s0378-7206(01)00090-8.

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15

Murray, John P. "Adding Value to the Information Technology Function." Information Systems Management 18, no. 3 (June 2001): 57–61. http://dx.doi.org/10.1201/1078/43196.18.3.20010601/31291.8.

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16

Abdurrahman, Lukman. "Hybrid Configuration in Information Technology Value Model." IEEE Systems Journal 14, no. 3 (September 2020): 4515–22. http://dx.doi.org/10.1109/jsyst.2020.2968415.

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17

SKINNER, RICHARD I. "The Value of Information Technology in Healthcare." Frontiers of Health Services Management 19, no. 3 (2003): 3–15. http://dx.doi.org/10.1097/01974520-200301000-00002.

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18

Lee, Byungtae, and Nirup M. Menon. "Information Technology Value through Different Normative Lenses." Journal of Management Information Systems 16, no. 4 (March 2000): 99–119. http://dx.doi.org/10.1080/07421222.2000.11518267.

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19

Jiang, Yi, and Jing Zhao. "Co-creating business value of information technology." Industrial Management & Data Systems 114, no. 1 (January 28, 2014): 53–69. http://dx.doi.org/10.1108/imds-04-2013-0171.

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Purpose – IT-based supply chain performance is co-created through inter-organizational business processes. This research is motivated to explore how business value of IT in supply chain is co-created in downstream process and probe into the possible complementary effect of relational resources from retailers and customers during the cooperative process. The paper aims to discuss these issues. Design/methodology/approach – A model is proposed to conceptualize the process with three dimensions and six constructs, which emerges a causal link between organization resources application, e-supply chain capability (ESCC) and process performance. And then the research model was validated using partial least squares with data collected from 128 manufacturing firms in China. Findings – The results provide broad support for the following: the casual relationship among inter-organizational resources interaction, ESCC and process performance; the mediating role of ESCC in the e-CRM process is more significant than that in e-ordering process; and there is the moderating effect between relational resources and internal resources in e-CRM process. Practical implications – It offers guidelines for managers to plan the roles played by resource, capabilities and performance for e-supply chain success in multi-firm environments. Originality/value – This study provides a novel perspective and offers important implications for e-supply chain research and practice, by exploring intermediate factors and shedding light on the process of co-creating business value of IT in supply chain.

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20

Wimble, Matt, Harminder Singh, and Brandis Phillips. "A Multilevel Model of Information Technology Value." Journal of Computer Information Systems 57, no. 3 (August 30, 2016): 201–7. http://dx.doi.org/10.1080/08874417.2016.1183994.

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21

Anderson, Mark C., Rajiv D. Banker, and Sury Ravindran. "Value Implications of Investments in Information Technology." Management Science 52, no. 9 (September 2006): 1359–76. http://dx.doi.org/10.1287/mnsc.1060.0542.

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22

Malaquias, Rodrigo Fernandes, and Alberto Luiz Albertin. "The Value of Being Innovative in Information Technology." Journal of technology management & innovation 13, no. 1 (May 2018): 3–10. http://dx.doi.org/10.4067/s0718-27242018000100003.

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23

Barua, Anitesh, and Deepa Mani. "Reexamining the Market Value of Information Technology Events." Information Systems Research 29, no. 1 (March 2018): 225–40. http://dx.doi.org/10.1287/isre.2017.0718.

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24

Kauffman, Robert J., and Tridas Mukhopadhyay. "Special Section: Realizing Value from Information Technology Investment." Journal of Management Information Systems 10, no. 1 (June 1993): 7–10. http://dx.doi.org/10.1080/07421222.1993.11517987.

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25

Daulatkar, Sonal, and Purnima S. Sangle. "Causality in information technology business value: a review." Business Process Management Journal 21, no. 3 (June 1, 2015): 482–516. http://dx.doi.org/10.1108/bpmj-06-2014-0061.

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Purpose – Through a detailed review of Literature, the purpose of this paper is to provide insights into the state-of-the-art research about the process of information technology business value (ITBV) creation, a less-traversed direction in ITBV research, from the perspective of causality since a lack of causal reasoning may be disastrous for ITBV creation. Design/methodology/approach – With the help of eight keywords, ten databases were searched which fetched about 415 articles of which 22 were selected based on their relevance and proved as the base papers for classifying available literature. A further forward and reverse search fetched an additional 34 articles, resulting in a total of 56 articles which were reviewed in detail. Findings – The five main categories of literature which emerged are ITBV (General), ITBV benefits, mediating factors and synergy (which use of organization dynamic capability (ODC) as first stream of ITBV research), and IT-enabled organizational transformation (ITOT as second stream). ODC is fairly mature, however, ITOT will benefit from a further research. Research in the ITBV (General) category suggests the development of dynamic models as opposed to the prevalent static models of ITBV creation. Research limitations/implications – For the period 1990-2008, only the most important articles were included in the study and hence certain pre-2008 articles’ view might have been overlooked. Practical implications – The literature review will give practitioners a perspective to look at specific areas in the context of their organization to develop capabilities which will lead to enhanced ITBV creation. Originality/value – This review focusses on ITBV creation and helps move toward building of a dynamic holistic model of ITBV creation by providing only a bird’s eye view is provided of the most important articles from 1990 to 2008 but a comprehensive view of literature from 2008 to mid-2014.

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26

Frisse, M. C. "The Business Value of Health Care Information Technology." Journal of the American Medical Informatics Association 6, no. 5 (September 1, 1999): 361–67. http://dx.doi.org/10.1136/jamia.1999.0060361.

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27

Devece, Carlos. "The value of business managers' ‘Information Technology’ competence." Service Industries Journal 33, no. 7-8 (May 2013): 720–33. http://dx.doi.org/10.1080/02642069.2013.740463.

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28

Polo Peña, Ana Isabel, Dolores María Frías Jamilena, and Miguel Ángel Rodríguez Molina. "Value co-creation via information and communications technology." Service Industries Journal 34, no. 13 (July 22, 2014): 1043–59. http://dx.doi.org/10.1080/02642069.2014.939641.

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29

Horzella, Asa, Birger Rapp, and Maria Kollberg. "The value of proprietary and shared information technology." International Journal of Business Information Systems 1, no. 4 (2006): 463. http://dx.doi.org/10.1504/ijbis.2006.008960.

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30

Clemons, Eric K., Rajiv M. Dewan, and Robert J. Kauffman. "Special Section: Digital Economy and Information Technology Value." Journal of Management Information Systems 23, no. 2 (October 2006): 7–11. http://dx.doi.org/10.2753/mis0742-1222230201.

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31

Gottschalk, Petter. "Information systems in value configurations." Industrial Management & Data Systems 106, no. 7 (August 1, 2006): 1060–70. http://dx.doi.org/10.1108/02635570610688922.

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PurposeThis paper proposes a value configuration approach for managing information technology in enterprises.Design/methodology/approachThis conceptual research paper is concerned with industrial management and data systems from the perspective of value configurations. The value configuration approach consists of value shop, vale chain and value network.FindingsThe contingent approach to information technology management can be applied to value configurations.Originality/valueTraditionally, data systems in industrial management have been supporting value chains. Recently, alternative value configurations have emerged. Specifically, the value shop and the value network are alternative value configurations. This paper makes an important contribution to insights into information systems depending on value configurations. The final section of this paper suggests that industrial management might expand from value chain management to value shop management, as firms become electronic businesses.

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32

Phillips, Brandis. "Information Technology Management Practice." Journal of Organizational and End User Computing 25, no. 4 (October 2013): 50–74. http://dx.doi.org/10.4018/joeuc.2013100103.

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The purpose of this research is to put forth a model that examines the impact of information technology (IT) related management practices upon IT effectiveness. Given the nature and use of these practices as a management activity, control theory is used as a framework to determine if IT management practices serving as controls can achieve positive outcomes. A portion of the Control Objectives for IT (COBIT) framework is used as a proxy for management practices due to the ability to ground the COBIT practices in previous literature and serve as IT controls. The results of a survey of IT and audit professionals suggest that the model put forth with IT related management practices as an independent second order factor, does indeed explain variance in perceptions of IT effectiveness as mediated through perceptions of IT value and perceptions of IT risk however only IT value is a significant predictor of IT effectiveness.

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33

Hensen, Alexander H. R., and John Qi Dong. "Hierarchical business value of information technology: Toward a digital innovation value chain." Information & Management 57, no. 4 (June 2020): 103209. http://dx.doi.org/10.1016/j.im.2019.103209.

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34

Drnevich, Paul L., and David P. McIntyre. "Information Technology and Strategy." International Journal of Strategic Information Technology and Applications 1, no. 2 (April 2010): 1–18. http://dx.doi.org/10.4018/jsita.2010040101.

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A central argument in strategic management is that a firm’s resources or capabilities can be sources of competitive advantage, which may lead to superior firm performance. Investments in Information Technology (IT) resources and capabilities represent one of the largest recurring expenditures made by firms. However, despite the magnitude of these investments and their presumed strategic importance to firms, demonstrating a definitive link between IT resource investments and firm-level performance has remained elusive. A review of the last 25 years of the MIS and Strategy literatures, indicates that each of these ‘two camps’ has contributed important insights and a strong co-evolutionary relationships, yet the strategic importance of IT lacks clear theoretical grounding and consistent empirical support. To address this deficiency, in this paper we review the theoretical bases for economic value creation to develop taxonomy for the roles and performance implications of IT, which integrates strategic management theory to offer a contingency perspective for how the roles and value of IT will vary in different strategic and environmental contexts. We apply the taxonomy as a lens through which to examine a sample of prominent prior research on the topic. The authors conclude with a discussion highlighting directions for future research.

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35

Alavi, Maryam, Youngjin Yoo, and Douglas R. Vogel. "Using Information Technology to Add Value to Management Education." Academy of Management Journal 40, no. 6 (December 1997): 1310–33. http://dx.doi.org/10.5465/257035.

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36

ALAVI, M., and D. R. VOGEL. "USING INFORMATION TECHNOLOGY TO ADD VALUE TO MANAGEMENT EDUCATION." Academy of Management Journal 40, no. 6 (December 1, 1997): 1310–33. http://dx.doi.org/10.2307/257035.

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37

Koi-Akrofi, Godfred Yaw. "Complementary Assets and Value Creation Beyond Information Technology Investments." International Journal of Managing Value and Supply Chains 11, no. 2 (June 30, 2020): 17–40. http://dx.doi.org/10.5121/ijmvsc.2020.11202.

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38

Clemons, Eric K. "Special Section: Competitive and Strategic Value of Information Technology." Journal of Management Information Systems 7, no. 2 (September 1990): 5–8. http://dx.doi.org/10.1080/07421222.1990.11517886.

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39

Davern, Michael J., and Robert J. Kauffman. "Discovering Potential and Realizing Value from Information Technology Investments." Journal of Management Information Systems 16, no. 4 (March 2000): 121–43. http://dx.doi.org/10.1080/07421222.2000.11518268.

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40

Stoop, Arjen P., Annemarie van’t Riet, and Marc Berg. "Using information technology for patient education: realizing surplus value?" Patient Education and Counseling 54, no. 2 (August 2004): 187–95. http://dx.doi.org/10.1016/s0738-3991(03)00211-8.

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41

López-Muñoz, José Fernando, and Alejandro Escribá-Esteve. "An upper echelons perspective on information technology business value." European Research on Management and Business Economics 23, no. 3 (September 2017): 173–81. http://dx.doi.org/10.1016/j.iedeen.2017.02.003.

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42

Shumarova, Elitsa, and Paul Swatman. "eValue and Value-driven User Responses to Information Technology." Electronic Markets 17, no. 1 (2007): 5–19. http://dx.doi.org/10.1080/10196780601136708.

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43

Ong, Chorng‐Shyong, and Poyen Chen. "Information technology capability‐enabled performance, future performance, and value." Industrial Management & Data Systems 113, no. 5 (May 17, 2013): 669–82. http://dx.doi.org/10.1108/02635571311324133.

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44

Reychav, Iris, Roger McHaney, Eyal Hirak, and Ben Merker. "Smoking cessation: Exploration of perceived technology-related information value." Health Informatics Journal 25, no. 4 (January 23, 2018): 1244–64. http://dx.doi.org/10.1177/1460458217752018.

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This study describes a unique approach to information transfer affecting the perceived value of this information and related impact on smoker behavior. Data were collected via survey, sampling approximately 120 participants. An online survey tool was used for the survey creation, data collection and monitoring. Another online tool was used by participants to create short animation videos as a means of increasing their engagement with information in an experiential fashion. Study findings included that the process experienced by the test group was influential and facilitated participants’ change of mind regarding enrollment in a smoking cessation workshop. This was partly attributable to the IKEA effect. The study provides evidence that a change in habits crucial to improve health and enhance positive lifestyle choices can be stimulated through active engagement with artifact creation in a technology-mediated environment.

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45

Du, Jianxia, Jianzhong Xu, and Fangtong Liu. "Expectancy Value Scale on Information Technology: A Validation Study." Asia-Pacific Education Researcher 28, no. 5 (March 29, 2019): 447–55. http://dx.doi.org/10.1007/s40299-019-00445-5.

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46

Singhal, Tarun Kumar, Smrita Sinha, and Anubha Vashisht. "Rationalization of Productivity of Information Technology Through Business Value." Delhi Business Review 17, no. 1 (January 4, 2016): 55–64. http://dx.doi.org/10.51768/dbr.v17i1.171201615.

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47

Sakaguchi, Toru, and C. Clay Dibrell. "Measurement of the intensity of global information technology usage: quantitizing the value of a firm’s information technology." Industrial Management & Data Systems 98, no. 8 (December 1998): 380–94. http://dx.doi.org/10.1108/02635579810246499.

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48

Agus Prayitno. "Increasing the Impacts of Information Technology Usage on Business Value." International Journal of Business and Society 21, no. 2 (July 21, 2020): 679–92. http://dx.doi.org/10.33736/ijbs.3282.2020.

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The purpose of this study is to examine a conceptual model of the relationship between the use of information technology, information technology strategy, and information technology business value and to formulate strategic priorities to increase the business value of information technology. The data of this research were the perceptions of 126 executives of large manufacturing companies in Central Java about indicators of information technology use, information technology strategy, and information technology business value. The analysis used descriptive and explanatory methods with multiple linear regression to explain the causalrelationship of the variables of information technology usage, information technology strategy, and information technology business value. The results show that the use of information technology and information technology strategies has a positive effect on business value. Surprisingly, the information technology strategy was proved to be a moderating variable and was able to increase the effect of information technology usage on business value.

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49

Koninx, J. P. M. "Value of Information: From Cost Cutting to Value Creation." Journal of Petroleum Technology 53, no. 04 (April 1, 2001): 84–92. http://dx.doi.org/10.2118/69839-jpt.

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50

Paling, Stephen. "Technology, genres, and value change: Literary authors and artistic use of information technology." Journal of the American Society for Information Science and Technology 59, no. 8 (2008): 1238–51. http://dx.doi.org/10.1002/asi.20822.

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