Title Abstract

Drawing on the resource-based view and the literature on big data analytics (BDA), information system (IS) success and the business value of information
technology (IT), this study proposes a big data analytics capability (BDAC) model. The study extends the above research streams by examining the direct
effects of BDAC on firm performance (FPER), as well as the mediating effects of process-oriented dynamic capabilities (PODC) on the relationship between
BDAC and FPER. To test our proposed research model, we used an online survey to collect data from 297 Chinese IT managers and business analysts with big
Big data analytics and firm data and business analytic experience. The findings confirm the value of the entanglement conceptualization of the hierarchical BDAC model, which has both
performance: Effects of dynamic direct and indirect impacts on FPER. The results also confirm the strong mediating role of PODC in improving insights and enhancing FPER. Finally,
1 capabilities implications for practice and research are discussed. © 2016 Elsevier Inc.

A central question for researchers and practitioners is whether and how IT (information technology) can help build a competitive advantage in uncertain
environments. To address this question, the present study seeks to empirically explore the relationship between IT-enabled dynamic capabilities and
competitive performance. By drawing upon recent thinking in the strategy and IT management literatures, this paper argues that the impact of IT-enabled
Information technology-enabled dynamic capabilities on competitive performance is mediated by organizational agility. Using survey data from 274 international firms and by applying
dynamic capabilities and their structural equation modelling (SEM), outcomes suggest that IT-enabled dynamic capabilities facilitate two types of agility, market capitalizing and
indirect effect on competitive operational adjustment agility, which in sequence enhance competitive performance. The confluence of environmental factors is examined by fuzzy-set
performance: Findings from PLS- qualitative comparative analysis (fsQCA). The results of fsQCA reinforce and refine findings of the PLS analysis concerning the limits and conditions to which
2 SEM and fsQCA IT-enabled dynamic capabilities add value. © 2016 Elsevier Inc.

This study focuses on regional entrepreneurial ecosystems and offers a complex model of start-ups, Regional Entrepreneurship and Development Index
(REDI) and six domains of the entrepreneurial ecosystem (culture, formal institutions, infrastructure and amenities, IT, Melting Pot and demand). Altogether
they capture the contextual features of socioeconomic, institutional and information environment in cities. To explain variations in entrepreneurship in a
cross-section of 70 European cities, we utilize exploratory factor analysis and structural equation modelling for regional systems of entrepreneurship using
Entrepreneurial ecosystems in individual perception surveys by Eurostat and the REDI. This study supports policymakers and scholars in development of new policies conducive to regional
cities: establishing the framework systems of innovation and entrepreneurship and serves as a basis for future research on urban entrepreneurial ecosystems. © 2016, Springer
3 conditions Science+Business Media New York.
 The importance of big data analytics–enabled dynamic capability has been at the forefront of research for information systems management, operations
management, and strategic management community. Prior studies have reported on the influence of big data analytics–enabled dynamic capability (BDA)
for improved organizational agility and organizational performance, but there has been a paucity of literature regarding the role of big data
analytics–enabled dynamic capability in untangling the supply chain ambidexterity dilemma and organizational performance. To address these research
gaps, this paper draws on the dynamic capability view of the organization under the contingent effect of environmental dynamism. We tested our research
hypotheses using 281 surveys, gathered using a pre-tested questionnaire. Our results suggest that BDA has positive effects on improving supply chain agility
(SCAG), supply chain adaptability (SCAD) and performance measures (cost performance and operational performance). However, we noted that hypotheses
regarding the moderating effect of environmental dynamism (ED) on the paths joining BDA and SCAG/SCAD were not supported. To address these
unexpected results, we conducted post hoc analysis to explain the rationale behind the insignificant moderating effects of ED on the paths joining BDA and
SCAG/SCAD. We found that the effects of BDA on SCAG/SCAD were higher under intermediate levels of environmental dynamism but comparatively weak
when the environmental dynamism is low or high. Hence, we can argue that big data analytics can help enhance supply chain agility, supply chain
adaptability, and organizational performance, but these effects are contingent upon the level of environmental dynamism. Moreover, a non-linear, inverse U-
shaped moderating effect of environmental dynamism exists. Collectively, these findings provide a theory-based understanding of the organizational level of
The performance effects of big data usage of big data analytics and its effects on supply chain agility, supply chain adaptability, and organizational performance. Moreover, they further shape
analytics and supply chain our understanding of how big data analytics–enabled dynamic capabilities yield differential results under the moderating effect of environmental dynamism.
ambidexterity: The moderating Hence, we believe that our results will be useful for managers who are highly optimistic about the usage of these emerging technologies and their effects on
4 effect of environmental dynamism supply chain characteristics. Finally, we have outlined our study limitations and offered numerous research directions. © 2019 Elsevier B.V.

In this paper, we develop conjectures for understanding how information technology (IT) strategy and IT investments jointly influence profitability and the
market value of the firm. We view IT strategy as an expression of the dominant strategic objective that the firm chooses to emphasize, which can be revenue
expansion, cost reduction, or a dual emphasis in which both goals are pursued. Using data from more than 300 firms in the United States, we find that at the
mean value of IT investments, firms with a dual IT strategic emphasis have a higher market value as measured by Tobin's Q than firms with a revenue or a
cost emphasis, but they have similar levels of profitability. Of greater importance, IT strategic emphasis plays a significant role in moderating the relationship
How information technology between IT investments and firm performance. Dual-emphasis firms have a stronger IT-Tobin's Q relationship than revenue-emphasis firms. Dual-emphasis
strategy and investments influence firms also have a stronger IT-profitability relationship than either revenue- or cost-emphasis firms. Overall, these findings imply that, at low levels of IT
firm performance: Conjecture and investment, the firm may need to choose between revenue expansion and cost reduction, but at higher levels of IT investment, dual-emphasis in IT strategy
5 empirical evidence or IT strategic ambidexterity increasingly pays off.
 The role of information technology (IT) in knowledge management has always been a debatable topic in literature and practice. Despite existing
documentation regarding the relationship between IT resource and knowledge management, limited information is available on the different types of IT
resources describing this relationship. We integrate two research streams emerging in knowledge management and extend the literature on IT–knowledge
management linkage by investigating the moderating role of resource commitment to invoke a contingent resource perspective. Data from 168
Information technology resource, organizations in China provide empirical evidence that three types of IT resources (i.e., IT infrastructure, IT human, and IT relationship) positively affect
knowledge management capability, knowledge management capability (KMC), which is positively related to competitive advantage. Furthermore, this study identifies two positive quasi-
and competitive advantage: The moderating effects of resource commitment on the IT resource–KMC relationship. Specifically, resource commitment directly and positively enhances KMC,
moderating role of resource and strengthens the effects of IT human and IT relationship resources on KMC. We discuss the theoretical and practical implications of the results. © 2016
6 commitment Elsevier Ltd

Many companies invest considerable resources in developing Business Analytics (BA) capabilities to improve their performance. BA can affect performance
in many different ways. This paper analyses how BA capabilities affect firms’ agility through information quality and innovative capability. Furthermore, it
studies the moderating role of environmental turbulence, both technological and in the market. The proposed model was tested using statistical data from
The role of business analytics 154 firms with two respondents (CEO and CIO) from each firm. The data were analysed using Partial Least Squares (PLS)/Structured Equation Modelling
capabilities in bolstering firms’ (SEM). Our results indicate that BA capabilities strongly impact a firm's agility through an increase in information quality and innovative capability. We also
7 agility and performance discuss that both market and technological turbulence moderate the influence of firms’ agility on firms’ performance. © 2018 Elsevier Ltd

Small- and medium-sized enterprises (SMEs) play an important role in the European economy. A critical challenge faced by SME leaders, as a consequence of
the continuing digital technology revolution, is how to optimally align business strategy with digital technology to fully leverage the potential offered by
these technologies in pursuit of longevity and growth. There is a paucity of empirical research examining how e-leadership in SMEs drives successful
alignment between business strategy and digital technology fostering longevity and growth. To address this gap, in this paper we develop an empirically
derived e-leadership model. Initially we develop a theoretical model of e-leadership drawing on strategic alignment theory. This provides a theoretical
foundation on how SMEs can harness digital technology in support of their business strategy enabling sustainable growth. An in-depth empirical study was
undertaken interviewing 42 successful European SME leaders to validate, advance and substantiate our theoretically driven model. The outcome of the two
e-Leadership through strategic stage process - inductive development of a theoretically driven e-leadership model and deductive advancement to develop a complete model through in-
alignment: An empirical study of depth interviews with successful European SME leaders - is an e-leadership model with specific constructs fostering effective strategic alignment. The
small- and medium-sized resulting diagnostic model enables SME decision makers to exercise effective e-leadership by creating productive alignment between business strategy and
8 enterprises in the digital age digital technology improving longevity and growth prospects. © 2016 JIT Palgrave Macmillan.
 Focusing on strategic agility and business model concepts, the present paper proposes a framework for recognising common strategies, activities and paths
to business model reconfiguration developed through the activation of a set of micro-capabilities. We argue that successful companies nurture specific
capabilities in order to act proactively and to reach strategic agility and direct these to specific key elements of the business model (building blocks), thus
enabling the renewing of the entire business model. The methodology is a multiple case study analysis of four successful companies in different industries.
We identified three main classes of capabilities for strategic agility and we explored which ones are valid and how they can be activated in a company's
business model through an in-depth within-case and cross-case analysis. Results show that strategy innovation capabilities could be focused on motto and
value offer, research and development and social responsibility building blocks; resource capitalisation capabilities on education and knowledge,
management and human resource building blocks, and networking capabilities on branding and retail and network building blocks. From a literature point of
Cultivating business model agility view, we contributed to the ongoing debate about business model change and critical capabilities, by investigating the “black box” of business models. From
through focused capabilities: A the practical point of view, the linkage between capabilities and the building blocks of the business model is important in order to capitalise on resources
9 multiple case study and time, focusing on specific actions and specific areas of the business model. © 2016 Elsevier Inc.

Although considerable research has investigated the influence of institutional pressures on environmental practices, few studies have examined its impact
on innovation among third-party logistics (3PL) providers. Moreover, extant scholarship equivocates on the relationships between various institutional
pressures and green innovation. Different industries develop unique responses to their contexts and 3PL providers may counter environmental issues unlike
other sectors (e.g., manufacturing). Integrating the institutional theory and natural-resource-based view, this paper examines green innovations of 3PL
providers as a response to their institutional pressures and to gain competitive advantages, as well as explores the contingent effect of market uncertainty.
Institutional theory and Based on survey data acquired from 165 3PL providers in China, the empirical results suggest customer pressure and competitive pressure significantly
environmental pressures: The impel 3PL providers to adopt a green innovation, while to this point, regulatory pressure has not affected such innovation. Additionally, green innovation
moderating effect of market positively affects financial performance for 3PL providers in China. Moreover, market uncertainty alleviates the driving effect of customer pressure on green
uncertainty on innovation and firm innovation, but amplifies its contributive effect on performance. Research implications for green innovation in the 3PL context, practical implications, and
10 performance future research direction are discussed. © 1988-2012 IEEE.
Q methodology blends qualitative and quantitative, yet was only recently identified as a mixed method. Q has had a challenging 80-year history that can
inform the broader but younger mixed methods community. This article introduces Q methodology and its position within mixed methods before discussing
Q’s struggles against dismissive voices and faulty assumptions. The benefits of research communities and mentoring are also discussed within the context of
Q’s history. Many of the struggles of mixed methods currently can be seen within Q’s history. The purpose of this article is to use the experiences within the
Mixed Method Lessons Learned Q community to benefit and inform the practice of mixed methods researchers in ways that assist all of us to best study our world. © 2015, © The Author(s)
11 From 80 Years of Q Methodology 2015.
 Purpose: Big data-driven supply chain analytics capability (SCAC) is now emerging as the next frontier of supply chain transformation. Yet, very few studies
have been directed to identify its dimensions, subdimensions and model their holistic impact on supply chain agility (SCAG) and firm performance (FPER).
Therefore, to fill this gap, the purpose of this paper is to develop and validate a dynamic SCAC model and assess both its direct and indirect impact on FPER
using analytics-driven SCAG as a mediator. Design/methodology/approach: The study draws on the emerging literature on big data, the resource-based view
and the dynamic capability theory to develop a multi-dimensional, hierarchical SCAC model. Then, the model is tested using data collected from supply chain
analytics professionals, managers and mid-level manager in the USA. The study uses the partial least squares-based structural equation modeling to prove
the research model. Findings: The findings of the study identify supply chain management (i.e. planning, investment, coordination and control), supply chain
technology (i.e. connectivity, compatibility and modularity) and supply chain talent (i.e. technology management knowledge, technical knowledge, relational
knowledge and business knowledge) as the significant antecedents of a dynamic SCAC model. The study also identifies analytics-driven SCAG as the
significant mediator between overall SCAC and FPER. Based on these key findings, the paper discusses their implications for theory, methods and practice.
Understanding supply chain Finally, limitations and future research directions are presented. Originality/value: The study fills an important gap in supply chain management research by
analytics capabilities and agility for estimating the significance of various dimensions and subdimensions of a dynamic SCAC model and their overall effects on SCAG and FPER. © 2019, Emerald
12 data-rich environments Publishing Limited.

Our study examines the relationship between information alignment (IA), collaboration (CO) and supply chain agility (SCAG) under the moderating effects of
artificial intelligence-driven big data analytics capability (AI-BDAC) and intergroup leadership (IGL). We have grounded our theoretical model in the resource-
based view (RBV) and contingency theory and further tested our research hypotheses using multi-informant data collected using a web-based pre-tested
instrument from 613 individuals working in 193 humanitarian organisations drawn from 24 countries located on various continents across the globe. We
tested our research hypotheses using variance-based structural equation modelling (PLS-SEM). Our study offers interesting results which help to advance
An investigation of information the theoretical debates surrounding technology-driven supply chain agility in the context of humanitarian settings. We further provide some directions to
alignment and collaboration as managers engaged in disaster relief operations, who are contemplating using emerging technologies to enhance collaboration and supply chain agility.
complements to supply chain agility Finally, we have outlined the limitations of our study and offer some future research directions. © 2020 Informa UK Limited, trading as Taylor & Francis
13 in humanitarian supply chain Group.

With the rapid evolution of Information Technology (IT) applications and practices across the organization, appropriate IT Governance (ITG) has become
essential to an organization's success. As IT is associated with risk and value opportunities, a comprehensive, high-level system is required in each
organization to minimise the associated risks and optimize value. This requirement triggered the emergence of ITG. Many researchers have addressed this
field; however, the role played by critical success factors (CSFs) in the successful implementation of ITG has not yet received adequate attention. This gap in
Critical success factors (CSFs) for the research motivated the present study, with the main aim of defining the CSFs needed for the successful implementation of ITG. CSFs were studied and
information technology governance extracted from the literature review and then analysed, categorised, and synthesized to create the Success Factors for IT Governance Framework. © 2016
14 (ITG) Elsevier Ltd. All rights reserved.
 Recently there has been a great deal of advice published for information systems researchers aiming to conduct standalone literature reviews, and this
advice has been, at times, confusing, contradictory and contested. In this opinion paper, we harmonize and resolve some crucial elements of this debate. In
our view, literature review articles need to adhere to the same high standards of quality and trustworthiness as other empirical studies. We argue that a
systematic approach, accompanied by transparent reporting, is essential for positivist as well as interpretivist reviews, regardless of their specific type, scope
and methods. In terms of structure, we first recap the main genres of review articles used by information systems scholars, and present a high-level
Contextualizing the twin concepts framework of the steps required to develop a literature review article. For each step, we then explain how the twin concepts of systematicity and
of systematicity and transparency in transparency should be understood and embedded in the process of developing review papers across a wide range of genres, including positivist
information systems literature aggregative reviews as well as interpretive syntheses using iterative, inductive and abductive approaches. © 2016 Operational Research Society Ltd. All
15 reviews rights reserved.

Motivated by the seeming presence of the productivity paradox in China, this research revisits the question of how information technology (IT) affects firm
performance. Leveraging the process-based view of IT, we establish a theoretical framework for the mediation factors for the relationship between IT
capabilities and performance. Based on a survey of 127 companies in China, we find that a firm's management capabilities to manage both its internal and
Mediation effect of business external business processes fully mediate the impact of IT on firm performance. The two management capabilities in this study are business-process
process and supply chain management capability and supply-chain management capability. Our results show that only the coherent integration of IT capability with firm's ability to
management capabilities on the optimize business processes and to improve management of supply chains can enhance firm performance. Firms should avoid the fallacy that IT investments
impact of IT on firm performance: are solely responsible for better firm performance. Based on our findings, we discuss the implications for research and practice. © 2015 Elsevier Ltd. All
16 Evidence from Chinese firms rights reserved.

Many manufacturers today are striving to offer high value-added product-service systems (PSS) to their customers. Since the success of the PSS largely
depends on the understanding and satisfying of different requirements, requirements management (RM) has become a critical factor in PSS development.
However, PSS are mixed product-service offerings with features of heterogeneity, interaction, stakeholder participation and customization, which makes the
PSS requirement difficult to be captured, analyzed, concretized and forecasted. Thus, this research analyzes the state of the art of requirements
management for PSS by reviewing extensive literature of requirement identification, analysis, specification, and forecast. Based on the review, key
Requirement management for challenges and future research directions are identified, and they are requirement elicitation considering interactions, hybrid PSS conflict detection and
product-service systems: Status resolution, dynamic requirement forecasting with big data, smart requirement management and proactive response. This literature review lays the
17 review and future trends foundation for future research of PSS development. © 2016 Elsevier B.V.
 Fast-paced environmental changes require that managers quickly sense opportunities for organizational innovation. Information systems (IS) that support
business intelligence and analytics help managers access and analyze data from various sources, thereby providing insight into potential opportunities.
Building on the dynamic managerial capability perspective, we investigate the extent to which two managerial IS use behaviors—routine use and innovative
use—influence a manager’s volume and diversity of ideas for organizational innovation. We also examine the moderating role of three organization-level
entrepreneurial orientation characteristics—autonomy, innovativeness, and risk taking. We test our research model with survey data collected from 248
Using Information Systems to Sense managers. Our results show that routine IS use is not related to volume or diversity of ideas for organizational innovation. However, innovative IS use is
Opportunities for Innovation: positively related to idea volume and idea diversity. Furthermore, organizational autonomy and innovativeness positively moderate the aforementioned
Integrating Postadoptive Use innovative use/idea relationships. Our study contributes to the literature by linking postadoptive IS use behaviors to managerial sensing ability, an important
Behaviors with the Dynamic dynamic managerial capability. We also further the understanding of how organizational factors such as entrepreneurial orientation play a key role in
18 Managerial Capability Perspective determining whether, when, and how managers use IS to develop ideas for organizational innovation. Copyright © Taylor & Francis Group, LLC.

Project governance is widely recognized to be among the most critical factors for successful project delivery and benefits realization. However, the literature
on project governance is fragmented and, despite past efforts by researchers in the field, there is yet a lack of consensus on what project governance is and
the fundamental elements it constitutes. Furthermore, although project governance occupies the prime position to ensure that projects are aligned with
organizational strategic objectives, the guidelines for how project governance can enable organizational strategy implementation through projects is a
crucial yet under-researched area in the literature. Accordingly, building on the insights from past reviews and an initial scoping study, a systematic literature
review was conducted on project governance examining and comparing 271 publications from both academic and professional literatures. The findings of
Project governance and its role in this study build upon the efforts of its predecessors to shed light on the discourse on project governance pertaining to its definition, theoretical
enabling organizational strategy underpinnings, forms, and role in enabling organizational strategy implementation. Furthermore, a typology of projects is proposed to help link project
implementation: A systematic governance guidelines to specific project contexts. Finally, future research directions for progressing the theoretical and practical understanding of project
19 literature review governance are identified. © 2019 Elsevier Ltd, APM and IPMA

Purpose: Technological developments have made it possible for organizations to use enterprise resource planning (ERP) services without indulging in heavy
investments like IT infrastructure, trained manpower for implementation and maintenance and updating the systems regularly to maintain business
competitiveness. Plug and play model offered by cloud ERP has led to a constant creation of large data sets which are structured, semi-structured and
unstructured by nature. Thus, there has been a need to analyze such complex data sets and the purpose of this paper is to focus on how cloud ERP and big
data predictive analytics (BDPA) will impact the performance of a firm. Design/methodology/approach: A dynamic capability view (DCV) theory-based model
was developed and the authors have collected data by using an online questionnaire from India. Thereafter, the authors have analyzed it by employing
structural equation modeling. Findings: SEM analysis of 231 respondents showcases that the use of DCV theory to define the relationships of cloud ERP and
BDPA has been the right move. Out of the 13 hypotheses empirically tested, only 7 hypotheses were supported by the data. Research
limitations/implications: The study showcases cross-sectional data from India. It would be interesting for this study to see if the country-level differences
Role of cloud ERP and big data on would influence these relationships between cloud ERP and financial performance, BDPA and financial performance and cloud ERP and BDPA.
firm performance: a dynamic Originality/value: This study empirically tests the relationship of cloud ERP and BDPA through a model based on DCV theory. © 2018, Emerald Publishing
20 capability view theory perspective Limited.
 Purpose: The purpose of this paper is to investigate the extent to which firms in the Sri Lankan apparel industry practice supply-chain-resilience (SCRes)
capabilities and examine whether SCRes practices affect the performance and competitive advantage of those firms. Design/methodology/approach: Uses a
conceptual framework to assess SCRes capabilities and to investigate their impact on firm performance and competitive advantage. Uses partial least
squares structural equation modeling (PLS-SEM) to quantitatively analyze questionnaire data collected from 89 Sri Lankan apparel manufacturers. Findings:
In the presence of SCRes capabilities in the apparel industry, this study finds that supply-chain risk-management culture positively affects SCRes capabilities,
namely re-engineering, agility and collaboration. Agility shows the greatest influence on firm performance and competitive advantage. Research
Effect of supply-chain resilience on limitations/implications: This study is limited to the apparel industry sector (a manufacturing sector) in Sri Lanka to maintain the uniformity of the research
firm performance and competitive constructs. Practical implications: Results imply that management should pay more attention to enhancing SCRMC and prioritizing their SCRes capabilities.
advantage: A study of the Sri Originality/value: This study is the first to assess SCRes capabilities in the apparel-manufacturing sector and examine the impact of SCRes capabilities on firm
21 Lankan apparel industry performance and competitive advantage. © 2019, Emerald Publishing Limited.

Businesses continue to make large investments in information technology (IT) resources, and it is crucial for them to implement effective management
strategies to better leverage these resources. Modern organizations are increasingly dependent on IT to remain agile and competitive in a rapidly changing
market, but there remain gaps in understanding how IT resources support IT agility. Recent IT strategy research highlights the role of IT service climate in
driving positive IT service quality, and we extend this work in the form of a theoretical model that relates an organization's internal IT service perceptions to
IT agility. We hypothesize a partially mediated relationship wherein internal IT service perceptions positively affects IT agility, both directly and indirectly,
Creating agile organizations through facilitating positive IT service quality, highlighting the crucial role of IT personnel and their service orientation in provisioning services to enable IT
through IT: The influence of internal agility. We test our model with an unmatched survey of 400 full-time IT managers and professionals and find strong support for our hypotheses. Our results
IT service perceptions on IT service have important implications for future research and practice, as the IT community continues to seek to adopt effective strategies for managing and
22 quality and IT agility leveraging its expensive resources. © 2016 Elsevier B.V.

This paper presents an empirical study of changes that firms implement in their board-level IT governance (ITG) upon experiencing operational IT failures.
Consistent with the separation of oversight from management decisions, board-level ITG is responsible for monitoring managerial IT decisions and policies
for controlling IT resources. We expect that operational IT failures indicating inadequacies in board monitoring of controls over IT resources would result in a
negative stock market reaction and, in turn, induce firms to improve their board-level ITG. Our expectation is confirmed based on a sample of 110
operational IT failures from U.S. public financial firms. Specifically, our results demonstrate that subsequent to experiencing operational IT failures, firms
make improvements to the IT competency level of their boards, and the improvements are proportional to the degree of negative market reaction.
Operational it failures, it value However, those improvements are only on the executive side of the board, namely: an increase in the IT experience of internal (executive) directors and an
destruction, and board-level it increased turnover rate of CIOs serving on the board. Furthermore, the likelihood of CIO turnover is lower in IT-intensive firms where such turnover could be
23 governance changes more disruptive. Our results contribute to understanding the critical connection between operational IT failures and board-level ITG.
 In a digital world, information technology (IT) units routinely update their capabilities to cope with changing business requirements and frequent technology
releases. Extending the dynamic capabilities literature, this article presents the concept of dynamic IT capability, a multidimensional first-order dynamic
capability that enables IT units to assist firms in appropriating business value from IT resources by influencing a set of IT-related ordinary capabilities.
Scholars currently lack a dynamic capabilities framework that explains, from an IT unit's perspective, how IT resources can be acquired, deployed,
integrated, and reconfigured to fulfill business objectives. To bridge this research gap, we develop a high-level framework that highlights three constituent
components of dynamic IT capability: dynamic digital platform capability, dynamic IT management capability, and dynamic IT knowledge management
Dynamic information technology capability. Through an extensive literature review, we identify and summarize the set of ordinary capabilities that each dynamic IT capability component
capability: Concept definition and creates and reconfigures. We then offer guidance on future instrument development. To encourage further exploration of this critical construct, we close by
24 framework development highlighting future avenues for dynamic IT capability research. © 2019 Elsevier B.V.

This research endeavors to address the question of how to enhance project performance through exploring the relationships among information technology
(IT) governance, project governance and project performance. The research utilizes an empirical survey methodology. The survey of 533 working
professionals in various industries renders 282 usable responses or a response rate of 53.91%. The results suggest that both IT governance and project
governance have a positive impact on project performance. Moreover, we found that three dimensions of IT governance (i.e., strategy setting, value
delivery, and performance management) are positively associated with project performance while all three dimensions of project governance (i.e., portfolio
direction, project sponsorship as well as project effectiveness & efficiency, and disclosure & reporting) are positively associated with project performance.
Relationships between project Additionally, the alignment between IT governance and project governance is also found to be positively associated with project performance. These
governance and information findings provide evidence to project management professionals in regard to IT governance and project governance being part of the operational strategy in
technology governance and their facilitating the success of projects. It also demonstrates the importance of the alignment strategy between IT governance and project governance in
25 impact on project performance enhancing project performance. © 2017 Elsevier Ltd and Association for Project Management and the International Project Management Association

This paper brings together the largest available sets of national-level data, covering 157 countries over the years 2005–2012, to assess the extent to which
governance quality contributes to life evaluations. Our most significant new finding is that changes in governance quality within a policy-relevant time
horizon can lead to significant changes in the quality of life. For example, the ten most-improved countries, in terms of changes in government service
delivery quality between 2005 and 2012, when compared to the ten most-worsened countries, are estimated to have average life evaluations higher by 0.4
points on a 0 to 10 scale. The results also confirm earlier findings that service delivery quality generally dominates democratic quality in supporting better
Empirical linkages between good lives until delivery quality has reached sufficient levels. The situation changes as development proceeds, with democratic quality showing a positive influence
26 governance and national well-being among countries that have already achieved higher quality of service delivery. © 2018 Association for Comparative Economic Studies

Drawing on the dynamic capability view, this study analyzes the effects of IT capabilities on supply chain capabilities and organizational agility. Based on
survey data from 218 firms in Pakistan and employing structural equation modeling, our results reveal that the IT capabilities of IT infrastructure and IT
assimilation influence supply chain capabilities of information integration and operational coordination, and that these supply chain capabilities affect
Impact of IT capabilities on supply organizational agility. In addition to the direct effects, IT infrastructure has an indirect effect on supply chain capabilities through IT assimilation, and
chain capabilities and organizational information integration has an indirect effect on organizational agility through operational coordination. Theoretical and managerial implications are
27 agility: a dynamic capability view discussed. © 2019, Springer Science+Business Media, LLC, part of Springer Nature.
 How to create value from information technology (IT) in multi-firm situations has attracted the notice of both researchers and practitioners. However, as a
critical factor to enhance relational performance, the inter-firm IT governance strategy has not been sufficiently studied. Based on the contractual and
relational governance literature, this paper presents two inter-firm IT governance strategies, namely, balancing (focusing on achieving a close match
between the relational and contractual governance) and complementing (focusing on creating synergy between the relational and contractual governance)
governance strategies. Using data collected from 200 firms, we examined the relationship between these two governance strategies and relational
performance. Furthermore, we studied the influence of a contingent factor, IT ambidexterity (simultaneous pursuit of IT flexibility and IT standardization) on
The influence of inter-firm IT this value generation process. Our results indicate that both inter-firm IT governance strategies, but especially the balancing strategy, can help increase
governance strategies on relational relational performance, and IT ambidexterity also can influence the choice of governance strategies of focal firms. Specifically, focal firms with low IT
performance: The moderation ambidexterity prefer using a balancing governance strategy rather than a complementing governance strategy. On the other hand, focal firms with high IT
effect of information technology ambidexterity can reduce or mitigate the risks of unbalancing strategy (such as the contractual-dominant or relational-dominant governance strategy), and
28 ambidexterity then enhance the synergy effects of contractual and relational governance. Implications for theory and practice are also discussed. © 2016 Elsevier Ltd

Purpose: Despite the conceptual, empirical and theoretical advances in alignment–performance relationship, there is a limited research on the alignment
dimensions and organizational performance measures. Though strategic alignment is believed to improve organizational performance, the purpose of this
paper is to develop conjectures for understanding how different alignment dimensions influence organizational performance measures.
Design/methodology/approach: The data were acquired from 161 senior IT and business managers paired responses in China and were analyzed by using a
structural equation modeling technique. Findings: The hypothesized relationships are largely supported. Thus, quality-oriented strategic alignment
dimension has a significant relationship with all performance measures. Contrary to expectations, both product and marketing-oriented strategic alignment
How does business-IT strategic dimensions do not show a significant impact on financial return. The marketing-oriented strategic alignment dimension also has an insignificant relationship
alignment dimension impact on with operational excellence. Practical implications: This study suggests that the business–IT alignment can be dimensioned to better combine business
organizational performance strategy and IT strategy. Hence, managers can focus specific alignment dimension instead of entire strategies of a firm for a better decision making.
measures: Conjecture and empirical Originality/value: Findings suggest guidance for formulating combined business and IT strategic alignment into dimensions and proposing insightful and
29 analysis practical implications. © 2019, Emerald Publishing Limited.

This paper examines emerging digital frontiers for service innovation that a panel discussed at a workshop on this topic held at the 48th Annual Hawaii
International Conference on System Sciences (HICSS). The speakers and participants agreed that that service systems are fundamental for service innovation
and value creation. In this context, service systems are related to cognitive systems, smart service systems, and cyber-physical systems and depend on the
interconnectedness among system components. The speakers and participants regarded humans as the central entity in all service systems. In addition,
data, they saw personal data in particular as key to service systems. They also identified several challenges in the areas of cognitive systems, smart service
Emerging digital frontiers for systems, cyberphysical systems, and human-centered service systems. We hope this workshop report helps in some small way to cultivate the emerging
30 service innovation service science discipline and to nurture fruitful discussions on service innovation. © 2016 by the Association for Information Systems.
 Firms make large investments in enterprise information technology (IT) expecting positive impacts on their supply chain operations. Toward IT-enabled
operational agility, an enterprise system facilitates the responsibilities of multiple stakeholders; however, its success is not determined merely by its
adoption. Firms must contend with information asymmetries and resource interdependencies simultaneously. To this end, this study presents a model that
illustrates how IT can be used to accomplish operational agility at a firm. The stagewise model suggests that toward IT-enabled operational agility, new
capabilities are enacted to manage resource interdependencies, the process of negotiation and managerial practices that shape IT use in supply chain tasks.
IT-enabled operational agility: An Through our findings, our study extends existing prescriptions on firm interdependencies and presents a set of actionable guidelines to help managers
31 interdependencies perspective better engage with technology toward the attainment of IT-enabled operational agility. © 2016 Elsevier B.V.

Board-Level Information We report on two empirical studies that explore key factors that help translate information technology governance by the board of directors into
Technology Governance Effects on organizational performance. The first study shows that strategic alignment partially mediates the effect of board-level information technology governance
Organizational Performance: The on performance. The second study demonstrates that authoritarian governance style negatively moderates the effect of board-level information technology
Roles of Strategic Alignment and governance on performance. Together, these studies open up the black box between board-level information technology governance and organizational
32 Authoritarian Governance Style performance. © 2017 Taylor & Francis.

This study investigates the role of governance and governmentality in project and organizational success. Results from 121 responses to a worldwide survey
provided for profiling of different governance and governmentality approaches at different levels of success, and quantitative investigation of the
relationships between them. Results support the model of governmentality being positively related with both project level and organizational level success.
Governance as structural context variable moderates this relationship. Moderation takes place at the project level through the governance mechanisms
Governance and governmentality in (trust and control) influencing the strength of the relationship, and at the organizational level through governance complexity, measured as the number of
projects: Profiles and relationships governance institutions involved in projects, influencing the form of the relationship. Contingency theory serves as a theoretical lens to interpret and discuss
33 with success the findings, as well as theoretical and managerial implications. © 2017 Elsevier Ltd, APM and IPMA

Purpose: The purpose of this paper is to explore the factors that can facilitate agility in higher education and to analyze the interrelationship between the
factors. Design/methodology/approach: A structured model of factors facilitating agility in higher education was developed using total interpretive structural
modeling (TISM). Cross-impact matrix multiplication (MICMAC) analysis helped in classifying the factors on the basis of their driving and dependency power.
Findings: An extensive literature review and expert opinion helped in identifying eight enablers that can promote agility in higher education. The ability to
sense the environment, organizational structure, adoption of ICT, organizational learning, human resource strategies, leadership, readiness to change and
collaboration with the stakeholders were the eight factors identified. The structural model revealed leadership as the most crucial enabler followed by
human resource strategies and organizational structure. Research limitations/implications: The model has incorporated and prioritized all the crucial drivers
of agility that can help universities and colleges design, adopt and implement policies and practices that would facilitate agility. Originality/value: So far, the
Factors influencing organizational research on agility in higher education has looked into each factor in isolation. This research provides a comprehensive list of the factors and establishes the
34 agility in higher education interplay between the factors making this study new and original. © 2020, Emerald Publishing Limited.
 We quantify measurable benefits and costs of exempting firms from auditor oversight of internal control effectiveness disclosures. We measure the benefit
Benefits and costs of Sarbanes- of exemption as an aggregate $388 million in audit fee savings from 2007–2014. The costs stem from internal control misreporting: an aggregate $719
Oxley Section 404(b) exemption: million of lower operating performance due to non-remediation and a $935 million delay in aggregate market value decline due to the failure to disclose
Evidence from small firms’ internal ineffective internal controls. The audit fee savings benefit shareholders of all exempt firms, whereas the costs are borne by shareholders of only a fraction of
35 control disclosures exempt firms (the internal control misreporters). © 2017 Elsevier B.V.

This thought piece represents an opportunity to integrate creativity and operations management (OM) research, and in particular the management of
technology (MOT), to stimulate thinking and drive research across disciplines. Specifically, we discuss how there is an inherent tension when considering
how work is organized and performed given that the majority of today's jobs require a certain degree of following routinized procedures, while some level of
creativity is desirable as well. Therefore, there is the need to balance standardization with the desire for creativity, and this represents an inherent paradox.
Here, we propose applying a creativity lens to the work categories used in OM, and discuss the implications of considering creativity as a process and an
Creativity and the Management of outcome that ranges along a continuum from incremental to radical. Our goal is to start a conversation that integrates the organizational creativity literature
Technology: Balancing Creativity with OM and the MOT, and in doing so leads to future research and new developments in each of these literatures. © 2016 Production and Operations
36 and Standardization Management Society

Purpose – With the increasingly collaborative nature of innovation and the expanding role of digital platforms on inter-firm collaboration, the purpose of this
paper is to investigate the impacts of digital platforms on collaborative innovation capability (CIC) under conditions of two distinctive governance
mechanisms. Furthermore, the competitive benefits of CIC at different levels of environmental uncertainty are examined to clarify the performance of
collaborative innovation. Design/methodology/approach – The research model is proposed based on dynamic capabilities theory, information technology
(IT)-enabled organizational capability and governance mechanisms literature, and then validated by using partial least squares with data collected from 200
Chinese firms that engage in digital collaboration with their major channel distributors. Findings – Empirical results show that the enabling effect of digital
platforms capability on CIC is positively moderated by relational governance while negatively moderated by formal governance, and both governance
mechanisms directly and positively influence CIC; the positive relationship between CIC and competitive performance is stronger for higher level of
environmental uncertainty; and CIC is the key mediator converting digital platforms capability into competitive performance. Originality/value – This study
Collaborative innovation capability enriches the existing literatures in IT-innovation relationship by not only surfacing the interplay of digital platforms capability with two distinctive
in IT-enabled inter-firm governance mechanisms in building CIC, but also clarifying the competitive benefits of CIC in an uncertain environment. Moreover, this study helps explain
37 collaboration the controversial issue of the business value of IT capability by discovering the mediating role of CIC. © Emerald Publishing Limited.

This article presents the findings of the Society for Information Management's 37th anniversary IT Trends Study. Positive trends persist, with IT budgets,
salaries, hiring and CIO tenure all up. Increased spending on cloud, software development, security and innovation offset decreases in hardware, software
and facilities. Today's IT leaders must balance strategic and operational roles while leading a complex IT function to economically and quickly satisfy
demands for more innovation, security and value. Increasing frequency of CIO interactions with C-suite executives and time spent with non-IT customers
The 2016 SIM IT issues and trends and suppliers of their organization reflect this. More CIOs coming from prior non-IT roles and other organizations suggests that IT organizations and
38 study educators may not be sufficiently preparing today's IT leadership. © 2017 University of Minnesota.
 This study investigates the relation between the maturity of IT governance processes and the IT governance disclosure of firms. Furthermore, it examines
Explaining IT governance disclosure whether the strategic role of IT in an industry induces systematic variation in IT governance disclosure. Based on a content analysis of annual reports and a
through the constructs of IT field survey on the maturity of the implementation of COBIT processes, the results demonstrate a role of IT governance frameworks in stimulating
governance maturity and IT accountability and transparency via enhanced external reporting of relevant IT information to external stakeholders, in particular in settings where the
39 strategic role strategic role of IT is high. © 2017 Elsevier B.V.

Information technology (IT) has become essential in supporting the growth and sustainability of all types of organizations. Higher education institutions are a
special type of organization where technological infrastructure consists of a variety of applications, different platforms, academic systems, cloud applications
and heterogeneous technologies. All these technologies for supporting the research, teaching and administrative processes require an effective IT
governance framework. The framework of IT governance is composed of structures, processes and relational mechanisms. Each one of these mechanisms
has a function and when implemented, should affect the organization positively. The process of identifying the right mechanisms to a specific context is a
complex endeavor. This paper looks at the IT governance mechanism that higher education institutions have implemented. We did an extensive literature
review making use of databases such as Web of Science, IEEE, SCOPUS, or AIS eLibrary for selecting case studies. We discuss these practices in the context of
IT Governance Mechanisms in higher education. To continue this research and improve the IT governance body of knowledge for higher education institutions, future works are pointed
40 Higher Education out.

Purpose: Information systems (IS) project failure has been a recurring problem for decades. The purpose of this paper is twofold: first, to examine the key
factors that influence project failure and an analysis of the major areas that can have a significant impact on success; and second, to explore some of the key
aspects that have an impact on project management performance from the practitioner perspective and discusses the problems faced by organizations in
the closer integration of change and project management. Design/methodology/approach: This study critically reviews the IS failure literature developing a
synthesized view of the key issues and common reasons for projects to fail. The approach taken in this study is one that focuses on a number of key
questions that pull together the relevant themes in this genre of research whilst highlighting many of the implications for practitioners and organizations
alike. Findings: Key questions remain on the underlying causes of instances of poor project management as an IS failure factor. The literature has omitted to
develop a deeper analysis of the associations between failure factors and the potential causal relationships between these factors. The realization of project
benefits relies on the success of both change and project management yet the formal integration of these two disciplines is constrained by separate
standards bodies and an immature body of research. Research limitations/implications: This study is limited by its theoretical nature lacking an empirical
element to provide a deeper analysis of IS failure factors and their interrelationships. This specific area is a recommendation for future research, where
causal relationships between failure factors could be developed via a mathematic-based method such as interpretive structural modeling. Practical
implications: With failure rates of IS projects still unacceptably high after decades of attempts to significantly change outcomes, a deeper analysis of this
The changing landscape of IS topic is required. The research gaps and recommendations for practitioners highlighted in this study have the potential to provide valuable contributions to
project failure: an examination of this topic of research. Originality/value: The intent of this study is to present a new perspective of this genre of IS research that develops the main
41 the key factors arguments and gaps in the literature from the practitioner viewpoint. © 2017, © Emerald Publishing Limited.