Search results

Very little or no study has explored the predictors of behaviour and traits that determine digital entrepreneurship (DE) success. In response, the purpose of this paper is to present a research model that takes information technology (IT) culture as a theoretical lens and personal innovativeness and experience in IT projects as theoretical constructs to predict behaviour and traits that explain DE success.

Based on the literature review, the authors propose hypotheses and a research model. The authors tested the model using structural equation modelling (SEM), by surveying a sample of digital entrepreneurs operating in the Yabacon Valley, Lagos, Nigeria.

The results indicate that IT culture is an essential predictor of achieving DE success. The results also suggest that an entrepreneur's innovativeness in IT and experience in IT projects have significant negative and positive moderating effects on the relationship between IT culture and achieving DE success.

This paper taps into a new setting – DE context – by exploring the moderation effects of an entrepreneur's innovativeness in IT and experience in IT projects on the link between their IT culture and achieving a successful DE outcome.

This model offers managers an understanding of how IT culture and personal innovativeness and experience in IT work together to achieve DE success. Meanwhile, it sheds some light on managers to treat individuals with different levels of experience differently.

The authors theorise IT culture, personal innovativeness and experience in IT and show their effects on DE success, thus making an essential contribution to the information systems (ISs) and entrepreneurship research and practice. Moreover, the authors provide a novel methodology to conceptualise IT culture as a second-order hierarchical reflective construct by giving evidence that partial least squares (PLS) path modelling can assess a hierarchical model with moderating effects. This study answers scholars' call to construct more accurate explanations of innovation outcomes in an increasingly digital world.

The aim of the study is to investigate the relationship between humble leadership, project success, and service-oriented organizational citizenship behavior (OCB) and how task complexity may moderate this relationship. The study aims to determine if humble leaders are more likely to promote service-oriented OCB among team members and if this behavior in turn leads to greater project success, especially in complex task environments. These relationships are examined through the lens of the conservation of resources theory.

The data were collected from the employees working in software companies using a closed-ended questionnaire, and a total of 214 complete questionnaires were analyzed. The research model was tested using structural equation modeling with the help of Smart PLS 3 software.

Humble leadership is positively associated with service-oriented organizational citizenship behavior (OCB), which in turn is linked to project success. Task complexity does not appear to have a significant impact on this relationship.

Humble leadership is positively related to IT project success through its influence on service-oriented organizational citizenship behavior and task complexity. Implications include the importance of fostering a humble leadership style to enhance IT project success, as well as the potential benefits of promoting service-oriented behavior among employees. It also highlights the need to consider task complexity when evaluating project success.

The research explores the relationship between “humble leadership” and project success, and how it relates to “service-oriented organizational citizenship behavior” and “task complexity”. It presents an original perspective on the role of leadership in project success and the impact of organizational culture on project outcomes through the lens of the conservation of resources theory.

The purpose of this paper is to examine the impact of some organizational information technology (IT) factors (i.e. IT assets, employees' IT skills, IT resources, and satisfaction with legacy IT systems) and their interacting effects with two contingency factors (i.e. organization's size and structure) on enterprise resource planning (ERP) system success.

Surveys were conducted in two European countries. Respondents came from diverse, private, and industrial organizations. Relevant hypotheses were developed and tested using a structural equation modeling technique.

The analysis supported – partially or fully – six of the eight hypotheses formulated. For example, the data indicated strong positive relationships between IT assets and IT resources, on the one hand, and ERP success, on the other. Organization's size and structure were also found to be moderators in some of the relationships. Also, the analysis revealed that satisfaction with legacy IT systems increased with ERP success, which was an unexpected finding.

This study contributes to the literature, being among the few to investigate the effects of organizational IT factors and their interacting effects with relevant contingency factors in the context of ERP system success. Methodologically, the study utilized a “non‐deterministic” model to facilitate deeper insights into the effects of variables.

Given the huge investment and complexity of information technology, it is imperative that boards of directors fully play their important role in promoting firms' IT success. This study aims to investigate the effects of boards of directors' external ties on firms' IT success from the perspective of resource dependence theory.

According to the method of the matched sample comparison group, a total of 576 samples of listed enterprises in three periods were obtained.

Results show that both boards' political ties and boards' business ties have a positive impact on firms' IT success. Environmental uncertainty and the institutional environment play different roles in the relationships between two types of external ties and firms' IT success. Specifically, the results show that the institutional environment can regulate the influence of the political association of directors on firms' IT success negatively. In addition, environmental uncertainty regulates the influence of directors' political association on firms' IT success negatively, as well as the influence of directors' commercial association with firms' IT success.

The external ties were measured by cross-sectional data. And the current study focused on two fundamental types of external ties.

Boards' external ties are studied from both political and business perspectives, and the effects of these two types of external ties on firms' IT success are compared. Additionally, the moderating effects of the institutional environment (macro level) and environmental uncertainty (micro level) in these relationships are investigated.

Trust, as one of the core components of a relationship, has attracted research attention from many disciplines. From the perspective of IT outsourcing, this paper aims to divide trust into two levels, interpersonal trust and interorganizational trust, and explore the effects of these two levels of trust on knowledge sharing and IT outsourcing success.

Based on social exchange theory and the theory of organization boundary systems, a theoretical model was developed and tested empirically with the responses to a cross‐sectional survey. Data were collected from key informants of 143 firms that had outsourced at least part of their IT functions.

The data analysis results showed that interpersonal trust plays a more dominant role than does interorganizational trust in making IT outsourcing successful and the extent of knowledge sharing has a significant mediating effect between interpersonal trust and IT outsourcing success.

From the managerial perspective, findings from this study once again emphasize the importance of relationship management (trust and knowledge sharing) on overall IT outsourcing success. Paying attention to interpersonal trust is an effective way for an organization to build and maintain a successful IT outsourcing relationship with its service provider.

The purpose of this research is to determine how project managers attribute information technology (IT) project success and failure.

IT personnel from large Australian organisations completed an adapted version of the Attributional Styles questionnaire, which asked them to attribute causes along a number of attribution dimensions, for IT projects which have either succeeded or failed.

The results indicate that IT support workers attribute failure to external factors, whilst attributing success to themselves. On the other hand, executive management took a more balanced perspective which attribute success to external factors and only partially to themselves, whereas they attribute significant personal responsibility for failure.

More junior professionals and operational IT employees can learn from their senior professionals in attributing success and failure. Post‐implementation reviews and debriefings conducted by senior IT professionals are ways of passing on their experience in relation to project and self‐evaluations.

This paper takes a well established psychology theory and applies it to the management of information systems (IS)/IT projects. IS/IT research has not examined how IT professionals attribute success and failure within projects.

Effective management of IT outsourcing continues to be a challenge to organizations today. Organizations in China suffer from even bigger problems than other regions of the world. The IT outsourcing market is in its infancy and the outsourcing practice is still at its initial stage. Regarding to the outsourcing management issues, the literature has explored the role of either the relationship or contract in governing IT outsourcing success. However, few efforts have been paid to investigate the effects of both relationship and contract on IT outsourcing success from a holistic view. The paper aims to discuss these issues.

This study develops a conceptual model and empirically tests it through a cross-sectional survey conducted in five big cities of Mainland China.

The data analysis results identified the dimensionalities of relationship, contract and IT outsourcing success and proved the causal relationships between these three constructs.

This research re-emphasizes the importance of relationship in IT outsourcing success and the fundamental role of contract in developing a sound relationship. It also gives some implications on how to evaluate IT outsourcing success in China, an emerging market for IT outsourcing.

Postulates that there are identifiable and measurable criteria for achieving success in the management of information technology and discusses these criteria. Presents hypotheses regarding the links between business success and IT success. Presents results of research among US‐based senior IT management testing the hypotheses. Concludes that business success drives or leads IT success and that IT must align its aspirations and actions to the business. Prescribes an action plan for senior IT management.

The purpose of this paper is to investigate the impact of such contingency factors as top management support, business vision, and external expertise, on the one hand, and enterprise resource planning (ERP) system success, on the other.

A conceptual model was developed and relevant hypotheses formulated. Surveys were conducted in two Northern European countries and a structural equation modeling technique used to analyze the data.

It was found that the three contingency factors positively influence ERP system success. More importantly, the relative importance of quality external expertise over the other two factors for ERP initiatives was underscored

It is argued that ERP systems are different from other information technology implementations; as such, there is a need to provide insights as to how the aforementioned factors play out in the context of ERP system success evaluations for adopting organizations. As was predicted, the results showed that the three contingency factors positively influence ERP system success. More importantly, the relative importance of quality external expertise over the other two factors for ERP initiatives was underscored. The implications of the findings for both practitioners and researchers are discussed.

The purpose of this paper is to empirically investigate the relationship between project-specific intellectual capital (IC) and project success in the context of information technology (IT) projects.

Using data collected from surveys of 603 IT professionals across a variety of projects, the authors constructed a structural (structural equation model) model in AMOS to examine the relationships between three dimensions of project-specific IC (project team, project customer and project process) and project success.

The empirical results support the proposition that IC has a positive impact on project success, and thus may be a good indicator of future projects’ performance. More importantly, the authors found out an important mediating role of a project’s structural capital (process) in exploiting its human (team) and relational (customer) capital for realising project success.

Interpretation of current results should be considered in light of the following methodological limitations: convenient rather than systematic sampling, use of previously untested measures and prevailing European subjects.

These results suggest that project-based organisations need to invest heavily in their project workforce talent and then translate it into superior project practices in order to produce successful IT projects. They also need to maintain close relationships with their project customers and involve them during the entire project process.

The current empirical evidence extends the understanding of the role of IC in improving project success and thus helps project-based organisations create and maintain competitive advantage in emerging economies.