Janice M. Burn

Variables affecting information technology end-user satisfaction

The level of end-user satisfaction with information technology (IT) has widely been accepted as an indicator of IT success. The present research synthesizes and validates the construct of IT end-user satisfaction using a meta-analysis. It accomplishes this by analysing the empirical results of 45 end-user satisfaction studies published between 1986 and 1998 and by focusing on relationships between end-user satisfaction and nine variables: perceived usefulness, ease of use, user expectations, user experience, user skills, user involvement in system development, organizational support, perceived attitude of top management toward the project and user attitude toward information systems (IS) in widely divergent settings. The present analysis found positive support for the influence of all nine variables on end-user IT satisfaction but to varying degrees. The most significant relationships were found to be user involvement in systems development, perceived usefulness, user experience, organizational support and user attitude toward the IS. This has implications for IS analysis and design as well as user training and the development of training support packages.

The enigma of evaluation: benefits, costs and risks of IT in Australian small-medium-sized enterprises

The evaluation of information technology (IT) is fraught with misconception and there is a lack of understanding of appropriate IT evaluation methods and techniques. The benefits, costs and risks of IT need to be identified, managed, and controlled if businesses are to derive value from their investments. This paper presents findings from an exploratory study that used a questionnaire survey to determine the benefits, costs and risks of IT investments from 130 small-to-medium-sized enterprises (SMEs) in Australia. The analysis revealed that organizations from different industry sectors significantly differ in the amount they invest in IT but that firm size (in terms of turnover and number of employees) does not influence IT investment levels. Second, strategic benefits vary across different industry sectors. Third, the way employees adapt to change as a result of IT implementation depends on the size of the organization. Based upon the findings, a series of benchmark metrics for benefits, costs, and risks of IT are presented. It is posited that these can serve as a reference point for initiating a quality evaluation cycle in which benchmarking forms an integral component of the strategic process.

A comparison of the views of business and IT management on success factors for strategic alignment

Abstract This paper reports on a study to determine whether there are any significant differences in perspectives of IT and business managers on what factors contribute to successful strategic alignment using Henderson and Venkatraman’s strategic alignment model as its framework. A general survey was undertaken over a range of industries and results indicated that the two perspectives were largely equivalent, except for their overall perception of the factors that contributed to success in strategic alignment. However, detailed case studies on container terminal operators showed very different patterns; this suggested that successful alignment of IT in industries which are highly IT-dependent would require very different perspectives of both IT and business managers although these are still convergent within the organisation.

Moving towards e‐government: a case study of organisational change processes

Looks at an online strategy project at Legal Aid in Western Australia. Begins with an overview of e‐government and the Western Australian Government context, and then discusses the research model and methodology. Gives a background to the case and analyses the change management process against a comprehensive model of business process change. Concludes with some lessons learned and future directions for research in this area.

Global strategies for SMe‐business: applying the SMALL framework

The World Wide Web (WWW) offers exciting new opportunities for small and medium‐sized enterprises (SMEs) to extend their customer base into the global marketplace. However, in order to exploit these advantages in a global strategy, the SME needs to adopt an entirely different approach to strategic planning and management which can enable it to deploy an extensive infrastructure network based on shared resources with other firms. This paper presents a framework for the analysis and design of global strategies within the organisational context of SMEs using Internet‐based information technologies. Central to the framework – SMALL – is the transformation of the key attributes of an SME environment through a virtual organising perspective. The framework is supported by a number of case examples of SMEs operating in a global context and a detailed analysis of three Australian SMEs. It provides a new perspective to strategies for e‐business in SMEs and to e‐business research.

A strategic framework for the management of ERP enabled e-business change

Abstract This paper reviews the results of a three year study into Internet enabled ERP implementations around the world. The study identified different stages of growth with differing sets of problems at each stage. A framework for e-business change was used to evaluate the mature stage of e-ERP in six international organisations. The emergent model proposes various antecedents to successful e-business change management in ERP environments. A case study of the first B2B e-business integration with Dell Computer Corporation and its largest corporate customer is examined in the context of this model. The case demonstrates the integration of ERP and non-ERP systems, using Web-based technologies, to optimise an overall B2B value chain. Finally the paper emphasises the role of change management and cultural readiness when adopting e-business solutions and identifies critical areas for future research.

Assessing the benefits from e-business transformation through effective enterprise management

This paper reports on research carried out in 1999–2001 on the use of e-business applications in enterprise resource planning (ERP)-based organisations. Multiple structured interviews were used to collect data on 11 established organisations from a diverse range of industries. The findings are analysed according to the level of sophistication of e-business models and their transformational impact on the organisation. Early adopters of e-business show a trend towards cost reductions and administrative efficiencies from e-procurement and self-service applications used by customers and employees. More mature users focus on strategic advantage and generate this through an evolutionary model of organisational change. Two complex case studies of e-business integration with global suppliers and their corporate customers are analysed to identify specific stages of benefits accrual through the e-business transformation process. Collectively, the set of case studies is used to demonstrate the increased benefits derived from an e-business architecture based on a network of ERP-enabled organisations.

Realising B2B e-commerce benefits: the link with IT maturity, evaluation practices, and B2BEC adoption readiness

Actual realisation of business-to-business electronic commerce (B2B e-commerce) benefits from IT investments has been a critical issue for large organisations. However, relatively little research has been undertaken to determine the drivers for realising B2B e-commerce benefits within these organisations. A survey research was conducted to examine the relationships between B2B e-commerce benefits, IT investment evaluation methodologies (IEM), IT benefit realisation processes (BRP), B2B e-commerce adoption readiness, and IT maturity in large Australian organisations. An IT investment management model was developed to test these relationships. The results had empirically validated the model and indicate that a higher level of BRP adoption and increased level of B2B e-commerce adoption readiness had a significant direct relationship with B2B e-commerce benefits. In addition, the level of B2B e-commerce adoption readiness, and the level of IEM and BRP adoption were significantly influenced by the level of IT maturity. However, the use of IEM alone had only an indirect positive influence on B2B e-commerce benefits through the higher level of BRP adoption and increased level of B2B e-commerce adoption readiness.

A dynamic model of e‐business strategies for ERP enabled organisations

Purpose – This paper presents a dynamic model for e‐business strategy derived from the results of a longitudinal analysis of enterprise resource planning (ERP) enabled organisations.Design/methodology/approach – This involved a study of 11 international ERP‐enabled organisations over a four‐year period using multiple interviews and extensive secondary data collection. Three separate research models were used to analyse different stages of e‐business growth and the results of this multi‐stage analysis consolidated into a staged model of e‐business transformation (eBT).Findings – The model focuses on realising the benefits of B2B interaction through the alignment of ERP with different e‐business strategies, increasing emphasis on employee empowerment and successful management of value alliances.Research limitations/implications – The findings provide practical guidance to managers implementing e‐business systems through integrated ERP implementations.Originality/value – The study demonstrates the applicatio...

Strategies for value creation in electronic markets: towards a framework for managing evolutionary change

This paper reviews the theoretical relevance of strategic analysis in eMarkets and advocates for a co-evolutionary approach to value creation and the management of change. A view of strategy is recognized which includes an evaluation of the stages and processes of evolution for these markets. A framework encompassing critical elements such as e-market ecosystems, e-alliances, e-knowledge and e-systems, is developed and advanced for further strategic analysis. The model is believed to be of value for conceptual assessment of virtual business communities where unique attention to continuous innovation and dynamic organizational adaptation are considered imperative for competitive success. This is increasingly characterized by paradoxical issues, such as competing in the present time and building long-term strategic competences for the future. The model is validated with relevant examples and a substantive case study.