Louis Raymond

Identification of strategic information systems opportunities: applying and comparing two methodologies

Much has been said about opportunities for the strategic use of information technology by organizations aiming to gain a competitive advantage. However, not much is known about the actual process by which opportunities for the use of strategic information systems are identified. While various planning methodologies have been proposed, there is at present a paucity of information on empirical results obtained from applying them, and on their effectiveness, efficiency, and specificity. This article presents the results of a field experiment aimed at applying and comparing two well-known methodologies for identifying information systems opportunities from a competitive advantage perspective-Porters value chain and Wisemans strategic thrusts methodology. An instrument was prepared to operationalize each methodology, which was then applied in two matched sets of 10 medium-sized enterprises. Both methodologies were found to be effective in generating a significant number of ideas for information systems worthy of implementation. Similarities and differences are analyzed and discussed in terms of the number, estimated implementation costs and duration, managerial level, and decision to implement the applications identified by the two methodologies. These applications are also classified from the perspective of both Porters and Wisemans framework. The results seem to indicate that while there is an overall similarity between the two methodologies, there are certain differences that show the more outward orientation of the strategic thrusts framework and its greater attractiveness for organizations in unstable environments.

The advantages of electronic data interchange

The purpose of this research was to identify success factors of EDI implementation and the benefits organizations could obtain by using this technology. The success factors found empirically in a field study of 140 Canadian enterprises are the organizational support, the implementation process, the control procedures and the level of EDI integration in the firm. The level of success also depends upon the level of imposition of EDI by partners. The study found evidence that, in order of importance, the benefits of EDI implementation are improvements in terms of information quality, transaction speed, administrative costs, strategic advantage and operations management.

EDI success in small and medium-sized enterprises: a field study

This research aims to identify empirically the success factors that have allowed small and medium‐sized enterprises (SMEs) to obtain advantages from electronic data interchange (EDI). These advantages can be operational, managerial, and strategic in nature. Results of a field study done in 39 firms indicate that it is the quality of the organizational context of EDI (organizational support, implementation process, and control procedures) that is crucial to the attainment of benefits from this technology. In turn, the quality of the organizational context is higher when the small firm implements EDI voluntarily rather than having it imposed by a major client or supplier. These results are compared with those of a prior study done in a large business context.

Organizational and technological infrastructures alignment

The objective of this empirical study is to find ways that best support business performance through the alignment of organizational and technological infrastructures. Adapting D. Tapscott and A. Castons (1993) infrastructure themes, the organizational infrastructure includes components such as common vision, cooperation, empowerment, adaptability and learning, and the technological infrastructure addresses dimensions such as user involvement, connectivity, distributed computing, flexibility and technology awareness. Top managers from 104 organizations completed a questionnaire. The data analysis is performed using structural equation modeling techniques. The results indicate that the alignment of organizational and technological infrastructure enhances business performance.

Cyberentrepreneurship:A multiple case study

New information technologies have become the source of a new form of entrepreneurship known as cyberentrepreneurship. The cyberentrepreneur creates a firm that is essentially founded upon electronic commerce (e‐business start‐up), and whose main activities are based on exploiting networks using Internet technologies. So far, researchers have tended to study entrepreneurship as it is expressed in more traditional business models, even though there is recent interest in technology‐based entrepreneurs. Given that cyberentrepreneurship is still in its emergent phase, further research is needed on the subject. The study described in this paper, an in‐depth exploratory study of five cyberentrepreneurs, was designed to throw more light on cyberentrepreneurial processes and on the competitive elements applied by cyberentrepreneurs in starting up their business.

Manufacturing Strategy and Business Strategy in Medium-Sized Enterprises: Performance Effects of Strategic Alignment

It is generally recognized that a firms manufacturing strategy is effective to the extent that it is ldquoalignedrdquo with the business strategy and provides the firm with a competitive advantage. Given a conceptualization of business strategy through Miles and Snows typology (prospectors, analyzers, and defenders), the aim of this research is threefold. First, one seeks to identify the performance outcomes of strategic alignment in terms of the productivity and profitability of medium-sized enterprises (ME). Second, this research aims to verify if these outcomes are valid for all strategic types or only for some. Third, to find out what manufacturing strategy is the most appropriate for each business strategy type. A research model and hypothesis are tested with survey data obtained from 150 Canadian MEs. Significant performance outcomes of alignment are found, thus validating the research model and confirming the main research proposition. Differences between strategic types are also found in terms of performance outcomes. Results indicate that each type of business strategy deploys advanced manufacturing systems (AMS) differently by assimilating and integrating various types of manufacturing technologies. Results suggest that ME owner-managers must assess their firms level of AMS assimilation in light of their strategic objectives.

Types of technological scanning in manufacturing SMEs: an empirical analysis of patterns and determinants

As the component of environmental scanning that is concerned with science and technology, products, production processes, hardware and information systems, the concept of technological scanning, especially in small business, has received little empirical attention in the past. This paper aims to better define the different technological scanning practices of small and mediumsized enterprises (SMEs) and identify the main factors that determine these differences. This is done without relation to organizational effectiveness as technological scanning is but one of many potential influences on business performance. Using data obtained from a mail survey on the scanning practices of 324 SMEs, the study hopes to increase our understanding of how various entrepreneurs confront various environments in practice. The research model used is based on the notion that, to define different technological scanning practices in small business, four aspects must be considered: strategic orientation (objectives pursued); typ...

Strategic Capabilities for Product Innovation in SMEs A Gestalts Perspective

With the advent of globalization and the knowledge economy, an important issue has arisen concerning the relationship between the strategic capabilities of SMEs and their capacity to innovate. From a contingency perspective, one would argue that the firms strategic capabilities can be leveraged for the purposes of innovation to the extent that these capabilities are in strategic co-alignment. This gives rise to the following empirical research questions: (a) are the networking, R&D and technological capabilities of SMEs co-aligned such that one can observe different organizational gestalts, and (b) does co-alignment of these capabilities lead to a successful outcome in terms of innovation? In answer to these questions, the authors present the results of a study of 205 Canadian manufacturing firms. Through cluster analysis, three gestalts are identified – entrepreneurial SMEs, engineering SMEs and administrative SMEs. Analysis of these gestalts indicates that entrepreneurial SMEs clearly lead the other two in R&D capability and product innovation.

Risk of adopting mission-critical OSS applications: an interpretive case study

Purpose – This study aims to explore the process of open source software (OSS) adoption in small- and medium-sized enterprises (SMEs), and more specifically open source enterprise resource planning (ERP) as a “mission critical” OSS application in manufacturing. It also addresses the fundamental issue of ERP risk management that shapes this process. Design/methodology/approach – The approach is done through an interpretive case study of a small Canadian manufacturer that has adopted an open source ERP system. Findings – Interpreted in the light of the IT risk management, OSS and packaged application adoption literatures, results indicate that the small manufacturer successfully managed the adoption process in a rather intuitive manner, based on one guiding principle and nine practices. In analyzing the data, diffusion of innovation theory appeared to fit rather well with the situation observed and to offer rich insights to explain the mission-critical OSS adoption process. Research limitations/implications...

Developing Absorptive Capacity through e-Business: The Case of International SMEs

This research uses the absorptive capacity concept as a theoretical lens to study the effect of e‐business upon the internationalization performance of small and medium‐sized enterprises (), addressing the following research issue: To what extent are manufacturing successful in developing their potential and realized absorptive capacity in response to the environmental uncertainty brought about by their internationalization? Results of a survey study of 588 manufacturing indicate that e‐business capabilities have a significant impact on internationalization performance to the extent that these capabilities are developed as a response to increased environmental uncertainty. Moreover, these capabilities are realized through the development of networking, advanced manufacturing, and marketing capabilities that also respond to environmental uncertainty.