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Organizations invest in enterprise systems (ESs) with an expectation to share digital information from disparate sources to improve organizational effectiveness. This study aims to examine how organizations realize digital business strategies using an ES. It does so by evaluating the ES data support activities for knowledge creation, particularly how ES data are transformed into corporate knowledge in relevance to business strategies sought. Further, how this knowledge leads to realization of the business benefits. The linkage between establishing digital business strategy, utilization of ES data in decision‐making processes, and realized or unrealized benefits provides the reason for this study.

This study develops and utilizes a transformational model of how ES data are transformed into knowledge and results to evaluate the role of digital business strategies in achieving benefits using an ES. Semi‐structured interviews are first conducted with ES vendors, consultants and IT research firms to understand the process of ES data transformation for realizing business strategies from their perspective. This is followed by three in‐depth cases (two large and one medium‐sized organization) who have implemented ESs. The empirical data are analyzed using the condensation approach. This method condenses the data into multiple groups according to pre‐defined categories, which follow the scope of the research questions.

The key findings emphasize that strategic benefit realization from an ES implementation is a holistic process that not only includes the essential data and technology factors, but also includes factors such as digital business strategy deployment, people and process management, and skills and competency development. Although many companies are mature with their ES implementation, these firms have only recently started aligning their ES capabilities with digital business strategies correlating data, decisions, and actions to maximize business value from their ES investment.

The findings reflect the views of two large and one medium‐sized organization in the manufacturing sector. Although the evidence of the benefit realization process success and its results is more prominent in larger organizations than medium‐sized, it may not be generalized that smaller firms cannot achieve these results. Exploration of these aspects in smaller firms or a different industry sector such as retail/service would be of value.

The paper highlights the importance of tools and practices for accessing relevant information through an integrated ES so that competent decisions can be established towards achieving digital business strategies, and optimizing organizational performance. Knowledge is a key factor in this process.

The paper evaluates a holistic framework for utilization of ES data in realizing digital business strategies. Thus, it develops an enhanced transformational cycle model for ES data transformation into knowledge and results, which maintains to build up the transformational process success in the long term.

The purpose of this chapter is to develop the algorithm of the strategy of implementing the information economy’s optimization model in modern Russia.

The method of systemic, problem, and logical analysis, synthesis, and the method of compilation of block schemes are used.

The algorithm of the strategy of implementing the information economy’s optimization model in modern Russia is presented. It has a cyclic characteristic and is variable, successfully adapting the conceptual model of a well-balanced information economy to the practical peculiarities of the social system of modern Russia and ensuring flexibility of the developed strategy of its application in the Russian economic practice. The offered algorithm of the strategy of implementing the information economy’s optimization model in modern Russia is a logical continuation of the developed strategy, supplementing its scientific and theoretical significance with the possibilities and perspectives of successful practical application. The offered algorithm shows clarity and simplicity of the general internal structure of the process of implementing this strategy with a simultaneous high complexity of specific measures.

The developed algorithm explains the logic of successful realization of the strategy of implementing the optimization model of a well-balanced information economy in modern Russia and is recommended for usage as a practical guide for implementing this strategy.

In this paper we assess whether the balanced scorecard (BSC) supports the necessary functions for organizational viability. To this purpose, we use the viable system model (VSM) as a means to describe the functions required for organizational viability. Then we use the VSM as a template to assess whether and how the BSC supports these functions for organizational viability.

This paper aims to adapt Simons’ (1995b) theory of the role of information technology (IT) in shaping and facilitating the levers of control (i.e. the Levers of Control Applied to Information Technology – LOCaIT) as a framework for investigating how eBay’s business strategy was realized through its management control system (MCS) in the first 10 years of the online auction market.

The qualitative method uses data from public record interviews, teaching cases, books, Securities and Exchange Commission filings and other archival sources to longitudinally trace the realization of eBay’s strategy through its MCS and IT.

Realizing its strategy through the eBay MCS necessitated a diagnostic control system unlike any previously seen. This system created a close-knit online community and enabled buyers and sellers to monitor one another’s performance and trustworthiness.

The LOCaIT theory facilitated understanding the core aspects of the realization of eBay’s strategy through its MCS and IT. However, LOCaIT largely omits the strong linkages evident among elements of the MCS, the importance and necessity of building a core IT infrastructure to support eBay’s strategy and the central role of building consumer trust in the realization of this strategy.

eBay’s MCS is now, perhaps, the world’s most widely imitated model for creating online trust and user interactions (e.g. Yelp, TripAdvisor, Amazon). In addition, eBay’s MCS was “sold” as a consumer product that was instrumental in facilitating consumer trust in the online auction market.

Contributions include: tracing the creation, growth and evolution of, perhaps, the world’s largest and most widely imitated MCS, which redefined the boundaries of accounting systems monitoring; and testing the range, usefulness and limitations of Simons’ LOCaIT theory as a lens for understanding eBay’s use of IT in their MCS.

The purpose of this paper is to build on the research-supported view that interactions between top and middle management enhances effective implementation of organizational strategies by exploring the role of internal actors in driving organizational strategy at the intersection between strategy formulation and strategy implementation.

Adopting a social practice perspective, we undertook semi-structured interviews of 27 top and middle level managers drawn from a single case organization. Data collected were analysed using thematic analysis.

Differences in managerial perception of strategy has significant impact on implementation of strategic decisions as well as creating tensions in recursive communication practices between internal social actors. Furthermore, individual perceptions cannot only limit the extent of strategy awareness amongst key actors, the manifestations through social interaction between top and middle managers is a critical determinant of effective communication and realization of organizational strategy.

The research contributes to the strategy process and practice literature by exploring the dynamic interactions taking place at the intersections of strategy formulation-implementation phases of organizational strategy. It particularly highlights practical issues in top and middle manager interactions and implications for successful strategy implementation.

The purpose of this paper is to present a case study of implementing strategic management as a process based on balanced scorecard (BSC) in the university library – G. Denysenko Scientific and Technical Library of the National Technical University of Ukraine “Igor Sikorsky Kyiv Polytechnic Institute” (KPI Library).

The author is regarding the features of all the strategic management implementation stages: strategic analysis, formulation of strategic ideas (vision, values and mission), the strategy definition and development, strategy implementation and realization, assessment and control of the strategy implementation. Special attention is focused on the comparison of the BSC model, which was used in KPI Library with classical BSC models for non-profit organizations developed by Robert Kaplan and David Norton, and Paul Niven. The author is also focusing on preparation of the strategic map and identifying specific indicators.

BSC is adaptive, flexible and adjusts to the environment of each particular library and can be used as an effective tool for the development of a strategic management system in libraries.

The case study of the library of Igor Sikorsky Kyiv Polytechnic Institute shows that a BSC is an effective tool for building a system of strategic management development aimed at radical organizational changes in the library. It is also a testing and practical implementation of some of the results of the study “Strategic Management of Library as a Process-Oriented Organization Based on a BSC,” which is conducted by the author.

Grounded in the principal-agent theory, this study aims to develop and test hypotheses too, investigate how the firm’s strategic orientations, namely, innovation, growth, differentiation and cost leadership impact the chief information officer (CIO) reporting relationship and structure.

The study uses content analysis to analyze a data set of press releases collected from the LexisNexis Academic wire index. The press releases were issued by firms when they hired CIOs between 2003 and 2007, yielding 128 firms, which had specific information about the CIO reporting relationship and structure.

The results reveal that firms seeking an innovation, growth or differentiation strategy have their CIOs reporting to the chief executive officer.

The current study is motivated by the desire to replicate and extend the works of previous researchers who have assessed various CIO issues. Replication takes several forms such as the use of similar or different data sets, different research environments or reinvestigating research concepts through a different theoretical lens. This study makes use of a multi-firm data set spanning five years and the principal-agent theory as the theoretical framework to explore the CIO reporting relationship and structure. Although this study focuses on the hiring trends and the strategic orientations of the firms, future studies should explore other characteristics associated with the CIOs that might have an impact on the reporting relationship such as the years of experience, age, educational background of CIOs and information technology budgets.

The existing literature has not settled the debate as to whom the CIO should be reporting to and understanding the reporting relationships is important because, in many firms, the organizational structures and the reporting relationships are indicative of the power dynamics and how the organizational resources are controlled and shared.

Replication studies are important because they confirm, reinforce, extend and provide reliability to the paradigms and knowledge in the discipline, as well as offer reliability of the results upon which scientific progress is based.

The purpose of this paper is to investigate the contributions of successful continuous improvement (CI) strategic implementation to competitive manufacturing. It also seeks to critically examine the level of importance of CI strategy implementation in Indian manufacturing organizations.

A reasonably large number of manufacturing organizations with successful experience of CI approach have been surveyed to assess the contributions of CI strategies and approach towards accruing useful benefits. The study involves working out the correlations between various CI strategies and manufacturing performance parameters to ascertain the contributions of significant strategies towards realization of manufacturing performance improvement.

The results of investigation demonstrated that CI strategies and approach significantly aimed at improving the quality of product manufactured by small- and medium-scale manufacturing enterprises. Supportive tools have negative impact on manufacturing performance parameters. Total productive maintenance strategies have highly significant impact on manufacturing performance improvement.

The study establishes that CI strategic implementation can systematically contribute towards realization of significant manufacturing performance enhancements.

The study highlights both positive and negative potentials of CI strategic implementation affecting performance improvements. The achievements of Indian manufacturing organizations through proactive CI approach have been evaluated and the critical impact of CI strategies has been identified for enhancing the effectiveness of CI activities in the Indian context.