Using a technology-organization-environment framework to investigate the factors influencing e-business information technology capabilities

One key focus of the business community is determining how to combine information technology capability (IT capability) with business strategies. However, most of these studies have been based on a conceptual framework or researched the performance of e-businesses from a strictly technological point of view. This study sought to identify the factors that influence e-business IT capability using a technology-organization-environment framework. The subjects of this study were IT department heads in 1,000 large companies in Taiwan. Structural equation modeling was used to verify the validity of the research hypotheses. Results show that the key factors influencing e-business IT capability are as follows: IT maturity, IT infrastructure, IT human resources, support from top management, partnership quality, and competitive pressure. IT capability significantly affects the implementation of IT strategies. The results of this study could serve as important reference data for companies seeking to develop IT capability in the expansion of e-business.

The Role of Technology in the Project Manager Performance Model

Technology assumes importance in the context of project management due to greater challenges in today's technology-enabled work environment, where technology tools are routinely used for colaboration, communication, and dep oyment of project management practices. It is becoming common practice for even co-located project teams to use the electronic medium for these purposes. Notwithstanding the importance of technology, research has shown that it is difficult to associate the use of technology with business performance and the absence of such relation can be extrapolated to project performance as well. However, technology can play a major role in supporting project managers in managing projects effectively and efficiently. Several studies have addressed the importance and leadership style of project managers. However, specific roles and responsibilities of a project manager toward the project team is an area that needs further study. In this research effort, using the literature review, important people-related factors of project performance are identified. Then structured personal interviews were used to gather data for understanding relations among these factors in order to develop a project manager performance model. The model was developed employing the interpretive structural modeling(ISM) methodology. The model was used to determine the role of the project manager in managing the project team and improving the project performance. Results show that both leadership and management roles are important. This study helped to analyze underlying interactions among these factors and, consequently, understand the supportive function of technology to the project manager in improving project performance.

Promoting business/IT fusion: an OD perspective

Purpose

It is generally accepted that new information technologies are an integral part of most forms of business initiatives. Evidence suggests that many of these innovations are ineffective and under‐utilised. The information systems/information technology (IS/IT) industry often does not seem to be capable of delivering what business clients expect. Owing to this “expectation gap” and various behavioural issues, business experts have a negative perception of the IS/IT function. It is proposed that a new way of alignment between IT and business is necessary The research aims to address two problems, namely, what factors are influencing business‐IT interface within organisations, and how the IT executive could contribute towards fusion fulfilling an organisational development (OD) role.

Design/methodology/approach

A triangular and qualitative research approach was followed, including a literature study, questionnaire and interview.

Findings

Results indicated a number of reasons leading to IT/business failure and also indicate how fusion can be created by fulfilling an OD role.

Research limitations/implications

Only companies in the Gauteng region, which is considered to be the economic heart of South Africa, have been included in the study. The small sample size might hinder the generalisation of the results and could be further extended.

Originality/value

The research indicates how a healthy business‐IT interface can be achieved through the fusion of the IT function and the rest of the business by integrating OD initiatives.