The overall purpose of this paper is to analyze variables that influence how top financial executives view their return on information technology (IT) investment in their…
Abstract
Purpose
The overall purpose of this paper is to analyze variables that influence how top financial executives view their return on information technology (IT) investment in their organizations. Specifically, relationships between a series of independent variables are measured against the dependent variable overall return on its technology investment. The goal is to determine what contributes to IT success in an organization so that all organizations can focus attention where needed and improve their IT operations.
Design/methodology/approach
An analysis of secondary data obtained from the 2003 Financial Executives International (FEI) comprehensive survey‐based research on technology issues for financial executives was conducted. The study was carried out by the FEI and Computer Sciences Corporation. Regression analysis and other statistical methods were used.
Findings
The findings suggest that overall information return is rated medium to high by top financial executives. Variables that significantly and positively affect return include: progress on number one IT issue, seeing IT as a competitive advantage, and IT as a core competency. In addition, though just having an information systems (IS) strategic plan is a significant variable, if there is a plan and it is aligned with the overall corporate strategy, then this variable is positive and significant as well. Most view outsourcing as successful but outsourcing per se does not add to success.
Research limitations/implications
The study can be used as a basis for further exploration on the influences on technology success as well as serve as a preliminary model to analyze firm IS. Limitations of the study include that the only group included in the survey were financial executives. Non‐response bias is also possible.
Practical implications
The findings can be used to guide management teams in emphasizing control of the important variables in implementing IS and IT that influence overall corporate returns.
Originality/value
The paper analyzes a large current sample set that empirically reviews a cross‐section of major corporations' IS departments and their returns. In addition, it begins to explore the variables influencing overall IS returns.
Details
Keywords
To explore the relationships between emotions and overall team processes and task performance.
Abstract
Purpose
To explore the relationships between emotions and overall team processes and task performance.
Design/methodology/approach
The work begins with a literature review of the major studies performed on emotions and their affects on teams. This study then specifically surveys a group of information technology student teams at various stages of a term‐long project to determine their level of feelings in 15 separate emotions at each stage. Also measured are effects of emotions on attitudes towards team processes. Regression analysis was used to measure the significance of several hypotheses.
Findings
Overall findings specifically measured the five hypotheses. It was found that team emotions at the start of the project are more positive than negative. Negative emotions grow more than positive over the life of the project. Emotions show increased intensity over the life of the project. Initial emotions did not significantly affect overall team processes. Final emotions somewhat affected overall team processes.
Research limitations/applications
The small sample size does limit generalizations but the work can serve as a framework for more extensive and industry situated studies.
Practical implications
The work suggests issues related to the impact and evolution of emotions on team projects. Practitioners can begin to focus on efforts that can improve emotions and potentially overall team success.
Originality/value
There is little work done on the evolution of emotions and their effects on team processes. The paper begins the dialogue on an important aspect of team dynamics.
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To explore the views of top corporate financial executives on the success of implementation of enterprise resource planning (ERP) systems as well as the variables associated with…
Abstract
Purpose
To explore the views of top corporate financial executives on the success of implementation of enterprise resource planning (ERP) systems as well as the variables associated with ERP project success. Specifically, relationships between dependent variables cost and budget performance on the independent variable overall project success are studied. Variables influencing cost and time performance are also explored.
Design/methodology/approach
An analysis of secondary data obtained from the 2003 financial executives international comprehensive survey‐based research on technology issues for financial executives. Multiple regression analysis and other statistical methods are used.
Findings
The findings indicate that ERP implementations are generally viewed as moderately successful by top financial executives. In addition, both cost and time were significantly correlated with an overall view of success with cost performance holding higher influence. Several variables were found to significantly correlate with cost and time performance.
Research limitations/implications
The study can be used as a basis for further exploration on the influences on ERP success as well as serve as a preliminary model to analyze any IT project success.
Practical implications
The findings can be used to guide management teams in emphasizing control of the important variables in implementing ERP that influence project success.
Originality/value
The paper provides a large sample set which empirically reviews major ERP implementations and their success perception. In addition, it begins to explore the variables influencing overall ERP project success perception.
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The purpose of this paper is to explore the views of top corporate financial executives on the success of implementation of systems outsourcing and offshore outsourcing, as well…
Abstract
Purpose
The purpose of this paper is to explore the views of top corporate financial executives on the success of implementation of systems outsourcing and offshore outsourcing, as well as the variables associated with success in these areas.
Design/methodology/approach
An analysis of secondary data obtained from the Financial Executives International comprehensive survey‐based research on technology issues for financial executives. Regression analysis and other statistical methods are used.
Findings
The study examined usage of outsourcing and offshore outsourcing from the top financial executive's perspective. Only 30 percent of the surveyed companies outsourced IT and only 25 percent engaged in offshore outsourcing IT. Size of the company did significantly influence usage. The major motivators behind the decision to pursue outsourcing were the views that IT is not a core competency and that significant cost reduction was possible. The experiences of the organizations surveyed reflect a general satisfaction with outsourcing and offshore outsourcing. But finally, it was found that while overall use of outsourcing did correlate with higher IT returns, offshore outsourcing did not correlate with higher IT return to the organization at traditional significance levels.
Research limitations/implications
The study can be used as a basis for further exploration on outsourcing and offshore outsourcing success, influencing variables, and motivators.
Practical implications
The findings can be used to guide management teams in outsourcing and offshore outsourcing decisions to maximize returns to their organizations.
Originality/value
Despite many studies that examine success from the theoretical and IT perspectives, this paper provides a large sample set, which empirically reviews major corporations' top financial executives' experiences with outsourcing and offshore outsourcing. In addition, it begins to explore the variables influencing overall outsourcing and offshore outsourcing success perception. Major contributions are the extent of the detail, the large dataset analysis, and the CFO rather than CIO perspective.
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The purpose of this paper is to explore and analyze the views of top financial executives on the information systems (IS) in their organizations and to study the critical…
Abstract
Purpose
The purpose of this paper is to explore and analyze the views of top financial executives on the information systems (IS) in their organizations and to study the critical information technology issues facing organizations. Specifically, it aims to study critical issues over the period 2006 to 2010, as well as the effect of company size on the criticality of issue.
Design/methodology/approach
The paper uses an analysis of secondary data obtained from the 2006 and 2010 Financial Executives International (FEI) comprehensive survey‐based research on technology issues for financial executives. The study was conducted by the FEI and in conjunction with Computer Sciences Corporation in 2006. Factorial analysis of variance (ANOVA) and other statistical methods are used.
Findings
The findings confirm critical issues that are facing organizations today. The study also finds that company size generally does not play a significant role in the criticality of information technology (IT) issues and that generally, there has been variation in the relative importance of issues between 2006 and 2010.
Research limitations/implications
The study can be used as a basis for further exploration on critical IT issues, as well as the influences on company size on criticality of issues. It can also serve as a preliminary model to analyze firm IS over time. Limitations of the study include that the only group included in the survey were financial executives and the study is primarily based on US company responses.
Practical implications
The findings can be used to guide management teams in emphasizing areas that need attention and are of critical importance to all organizations. The article is extremely topical and useful for practitioners in understanding what are the major issues facing IT today. The longitudinal analysis and size study are particularly important in confirming the importance of the relevant IT issues.
Originality/value
The paper analyzes a large current sample set which empirically reviews a cross‐section of major corporations, IS departments and their returns. In addition, it begins to explore longitudinal and size effects on critical IT issues
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This paper sets out o determine influences on team performance processes and develop an overall team success model (TSM).
Abstract
Purpose
This paper sets out o determine influences on team performance processes and develop an overall team success model (TSM).
Design/methodology/approach
A total of 55 individual students grouped in 18 teams, ranging in size from two to five, were measured at several stages in semester‐long team projects. Forty‐four separate questions were studied in each measurement stage. These 44 questions were reduced to five factors through exploratory factor analysis (EFA). Structural equation modeling (SEM) was then used to determine the significance and interrelationships of these factors, as well as the influence of gender and grade point average (GPA).
Findings
This research develops and validates a series of factors that lead to IT team success. The factors include emotions, personal processes, and team processes. The overall R2 of the final model was high at 0.601. Significant relationships were found between many factors. GPA had a positive impact on team processes, while negative emotions showed a negative correlation with team processes. Team processes and trust had positive impacts on project success/grade. All were significant at p<0.05. Passive positive emotions reflected a negative effect on project grade but only at p<0.10.
Research limitations/implications
The major limitations of the project are the relatively small sample size as well as the use of student team projects. The work can serve as a framework for larger and more varied projects.
Practical implications
Virtually all significant information technology (IT) projects are developed by a group of individuals working together as a team. The development of a team success model which can improve project success can have tremendous value to industry. Implications may be extendable to other team projects.
Originality/value
Past analysis of the factors that lead to information systems project success has been neither comprehensive nor conclusive. Further study is recommended with more significant and varied projects to further validate the strong preliminary research findings.
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Md. Abu Saeed Palash, Md. Shamim Talukder, A.K.M. Najmul Islam and Yukun Bao
Facial recognition payment (FRP) has been attracting attention as an alternative payment mode. This research aims to investigate the future use of FRP for both mobile payment and…
Abstract
Purpose
Facial recognition payment (FRP) has been attracting attention as an alternative payment mode. This research aims to investigate the future use of FRP for both mobile payment and point of sale payment.
Design/methodology/approach
The body of information on this topic is promoted by proposing the valence framework, where the authors used relative advantage, initial trust, perceived playfulness and need for uniqueness as positive valence, and perceived risk, technophobia and perceived complexity as negative valence. This study also investigated the moderating effect of personal innovativeness on consumers' behavioral intention to use FRP-based payments. The authors collected data from 392 FRP users from China to test the model. The authors used structural equation modeling (SEM) to evaluate the significant determinants influencing FRP use.
Findings
The authors found that relative advantage and privacy risk are the two most influential predictors of FRP use. The findings indicate that personal innovativeness acts as a moderator between negative valence and behavioral intention. This study provides valuable policy guidelines for the mobile or point of sale (POS) payment companies for adding FRP service into their default payment method.
Originality/value
FRP is a relatively new technology that has not received much research attention in information system (IS) literature. Most studies on payment investigated enablers, and less effort has been given to study both enablers and inhibitors together. Furthermore, the authors employed SEM-based analysis to identify the most important factors influencing consumers' future use decisions.