| 036a | XA-DE |
| 037b | eng |
| 077a | 332544729 Buchausg. u.d.T.: ‡Mahr, Ferdinand: Aligning information technology, organization, and strategy |
| 087q | 978-3-8349-2541-1 |
| 100 | Mahr, Ferdinand |
| 331 | Aligning Information Technology, Organization, and Strategy |
| 335 | Effects on Firm Performance |
| 410 | Wiesbaden |
| 412 | Gabler Verlag / Springer Fachmedien Wiesbaden GmbH, Wiesbaden |
| 425 | 2010 |
| 425a | 2010 |
| 433 | Online-Ressource (XVII, 183p. 10 illus, digital) |
| 451b | SpringerLink. Bücher |
| 501 | Literaturverz. S. 149 - 169 |
| 517 | 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 |
| 527 | Buchausg. u.d.T.: ‡Mahr, Ferdinand: Aligning information technology, organization, and strategy |
| 540a | ISBN 978-3-8349-8940-6 |
| 700 | |KJM |
| 700 | |BUS041000 |
| 700 | |KJMV6 |
| 700 | |BUS087000 |
| 700b | |650 |
| 700b | |658.4038 |
| 700b | |658.514 |
| 700b | |658 |
| 700c | |HD28-70 |
| 700g | 1270742698 QP 320 |
| 750 | Information technology and firm performance: An integrative model of the role of complementarities -- Enhancing the performance effects of information technology through de/centralization: The role of corporate exploration and exploitation -- Hybrid strategy and firm performance: The moderating role of individual and technological ambidexterity -- Conclusion |
| 753 | Information technology (IT) has the potential to substantially enhance firm performance. However, not all firms possess the complementary factors that unlock the full value of IT. Ferdinand Mahr develops an integrative theoretical model of IT complements such as organizational structure, human resource management, and corporate strategy. Further, he analyzes two unique datasets gathered through 1,500 telephone interviews with managers. He examines how the organization and management required to enable IT's positive performance effects differ with respect to a firm’s strategic orientation toward efficiency or innovation. He also shows that the use of a specific mix of IT can outweigh the usually detrimental performance effects of hybrid strategies that mix efficiency- and innovation-orientation. This book shows that IT does indeed matter if adequately aligned with organization and strategy |
| 902s | 209566647 Strategisches Management |
| 902s | 209481196 Informationsmanagement |
| 902s | 21011908X Organisatorisches Lernen |
| 902s | 209493453 Organisationsgestaltung |
| 902s | 210292326 Unternehmenserfolg |
| 907s | 209566647 Strategisches Management |
| 907s | 209481196 Informationsmanagement |
| 907s | 21011908X Organisatorisches Lernen |
| 907s | 209493453 Organisationsgestaltung |
| 907s | 210292326 Unternehmenserfolg |
| 012 | 336590989 |
| 081 | Mahr, Ferdinand: Aligning Information Technology, Organization, and Strategy |
| 100 | Springer E-Book |
| 125a | Elektronischer Volltext - Campuslizenz |
| 655e | $uhttp://dx.doi.org/10.1007/978-3-8349-8940-6 |
