Aligning Information Technology, Organization, and Strategy : Effects on Firm Performance

Online-Ressource (XVII, 183p. 10 illus, digital)

Literaturverz. S. 149 - 169

Foreword Prof. Dr. Dres. h.c. Arnold Picot; Foreword Prof. Dr. Tobias Kretschmer; Preface; Contents; List of tables; List of figures; Chapter 1 Introduction; 1.1 Motivation; 1.2 A summary of the three studies; 1.3 The datasets employed in the two empirical studies; Chapter 2 Information technology and firm performance: An integrative model of the role of complementarities; 2.1 Introduction; 2.2 An overview of the empirical research on IT complements; 2.2.1 Studies on internal or external IT complements; 2.2.1.1 Resource-centered perspective; 2.2.1.2 Contingency perspective

2.2.2 Studies on internal and external IT complements2.2.3 The need for an integrative model of IT complements; 2.3 Toward an integrative model of IT complements; 2.3.1 Fit and complementarity; 2.3.2 Organizational information processing and IT; 2.3.3 An integrative model of IT complements; 2.4 Horizontal fit between IT and IT complements; 2.4.1 The degree of centralization; 2.4.1.1 Centralization; 2.4.1.2 Decentralization; 2.4.1.3 A richer definition of the degree of centralization; 2.4.2 Standardization; 2.4.3 HRM practices; 2.4.4 Information technology

2.4.5 Two ideal configurations of organization design2.5 Vertical fit between contingencies and organization design; 2.5.1 Environment; 2.5.2 Corporate strategy; 2.5.3 Organizational culture; 2.5.4 Two ideal ways to achieve vertical fit; 2.6 Conclusion and implications; Chapter 3 Enhancing the performance effects of information technology through de/centralization: The role of corporate exploration and exploitation7; 3.1 Introduction; 3.2 Literature review and hypothesis development; 3.2.1 Information technology and firm performance

3.2.2 The information processing view of organizations and information technology3.2.3 Information technology, decentralization, and centralization; 3.2.4 The role of organizational learning; 3.2.5 Hypotheses; 3.3 Empirical approach; 3.3.1 Empirical models; 3.3.2 Data; 3.3.3 Variables; 3.3.3.1 Production function inputs and outputs; 3.3.3.2 Organizational learning and organization design; 3.3.3.3 Control variables; 3.4 Results; 3.4.1 Discussion of the results; 3.4.2 Robustness of the results; 3.5 Conclusions

Chapter 4 Hybrid strategy and firm performance: The moderating role of individual and technological ambidexterity4.1 Introduction; 4.2 Theory and hypotheses; 4.2.1 Hybrid strategy, organizational architecture, and firm performance in theory; 4.2.2 Hybrid strategy, organizational architecture, and firm performance in empirical studies; 4.2.2.1 Summary of empirical studies; 4.2.2.2 Definitions of a hybrid strategy's performance impact; 4.2.2.3 Organizational ambidexterity as a moderator of the hybrid strategy-performance relationship; 4.2.3 Organizational ambidexterity

4.2.3.1 Individual ambidexterity

10.1007/978-3-8349-8940-6 [DOI]

ECONIS - Online Catalogue of the ZBW