Search results

The 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.

Drawing 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.

The 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.

The 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.

In 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.

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

The process of management, and the management of information as an essential element of general managerial practice, is addressed from the perspective of the manager. Information has always been a key element in the performance of a business and the effectiveness of management, and information technology can now transform the use of this information to give managers substantial benefits in business planning and decision making. It is considered that information must be integrated into an organisation′s overall management and planning system rather than being controlled by specialist IT professionals and that the manager has to be responsible for: people, their motivation and training; business systems, culture and environment; and the organisation′s data resource. The ways in which business information processes can be analysed and modelled are reviewed and it is explained that information models can enable a better understanding of the organisation by showing it in a new and sometimes enlightening way. Some of the many complex issues associated with managing the change process and achieving successful implementation of the technologies are considered.

A new grouping of the eight schools of thought on business management is introduced. Their advancement is initially assessed with the help of a frame of reference, which is based on the principles inherent in Beer’s viable system model. It is proposed that a high degree of systemic advancement is one of the necessary attributes of any business-management concept that will be proven to be highly applicable to managing a firm’s dynamic business in practice. The first assessment reveals that the systemic advancement of the representative concepts varies a lot as follows. Porter’s chained frameworks (representing 1st Porterian school), Barney’s VRIO framework (2nd resource-based school), Sanchez and Heene’s concepts (3rd competence-based school), von Krogh et al.’s concept (4th knowledge-based school), and Hedlund’s heterarchy (5th organization-based school) are fairly systemic, respectively. Martin’s cascade (6th process-based school) is less systemic. Instead, Hamel’s revolutionary concept (7th dynamism-based school) and Brown and Eisenhardt’s competing on edge strategy (8th evolutionary school) are highly systemic. Thus, some promising ways to advance, in particular, the competence-based school of thought on business management are suggested.

The purpose of this paper is to show that there did exist a typical “managing agency system” in pre‐independent corporate India, which itself was a significant and powerful system of corporate governance.

This is a qualitative exploration and analysis of the nineteenth century model of corporate governance and its impact on industrialisation in pre‐independent India.

Initially, the system of managing agency was instrumental in improving the performances of companies through economies of scale and scope and other best practices. Gradually, over the century it became corrupt and opposed to the interests of majority of the stakeholders. However, the superstructure of the system, even though not backed by any legal framework, has been found to be solid and not inferior to the present day corporate governance system and practices.

Because of the absence of corporate data warehousing, and lack of presence of corporate and business literature in the nineteenth century, the research could not be made empirical. Much of comparisons could not be made between the now and then corporate practices, management style and financial performances.

The findings and analysis of this paper provide a direction to the policy makers, governments and researchers in formulating an alternative model of corporate governance for sustainable development of the society.

The paper is one of the few attempts made so far on the subject and rediscovers “managing agency system” in the light of the corporate governance practices of modern times. It has paved the path for further meaningful and value adding deliberations and researches.

This issue is a selected bibliography covering the subject of leadership.

The purpose of this study is to understand how women as small‐business owners build good internal and external relations and to what extent they develop their businesses and contribute to community development.

This longitudinal study is ongoing. In the first broader study, personal interviews were made with 30 women business owners. To get a deeper understanding a case study was carried out with four of them. The result of this study was a typology with two categories.

The paper finds that the category Visionary entrepreneurs are genuine entrepreneurs and they work in teams within the company and also have a network around their business. The team‐oriented way of working develops their business as well as society. The dynamic process that supports the team is both stable and flexible and through openness, testing new ideas and discrediting habits, small changes take place all the time. The Visionary entrepreneurs represent a modern business role and are socially gifted. The Managing leaders, the other category representing a more traditional way of doing business, have not been able to create a team within the company or a network around it that could develop the business.

Modern business management is characterised by a team‐based way of working. Building relations with customers, partners and employees takes time and much effort and you have to meet and communicate.

The internal team in a small business, or a network that is team‐oriented, is not often the subject of research. The team‐oriented working method, supported by a dynamic process, develops the business and helps to renew society.

There has been considerable discussion recently about business schools’ shortcomings and how their curriculum should be changed. Many presume discipline-wide agreement that managing is a rational and model-able decision-making practice. But practitioners are not convinced and often suggest rationality-dominated business schools are teaching impractical ideas. The purpose of this paper is to look at this discussion's micro foundations and offers a novel approach that presumes managerial judgment is crucial to firms’ processes and, indeed, is the reason firms exist.

The paper combines discussion of the conceptual nature of firms and managing them with data about business schools’ growth and curriculum evolution.

If we presume firms are rational apparatus for achieving known goals, managing is little more than computing; and if Knightian uncertainty is taken seriously, managerial judgment becomes the core of the analysis. But schools that attempt to train students’ judgment are extraordinarily difficult to manage, especially in the current academic environment.

While many are aware of Knight's influential thinking, it has not yet been brought into a theory of the firm or of managing. The paper works toward a novel theory of the managed firm (TMF) in which management's uncertainty-resolving judgments are key.