Please use this identifier to cite or link to this item: http://scholarbank.nus.edu.sg/handle/10635/30783
Title: Strategic information systems in the digital age: Case studies on the attainment of IT-enabled enterprise agility
Authors: BARNEY TAN CHEE CHANG
Keywords: Strategic information systems, customer agility, partnering agility, operational agility, enterprise agility, case study
Issue Date: 25-Apr-2011
Source: BARNEY TAN CHEE CHANG (2011-04-25). Strategic information systems in the digital age: Case studies on the attainment of IT-enabled enterprise agility. ScholarBank@NUS Repository.
Abstract: Information Technology (IT) is seen as a crucial enabler of enterprise agility, an important determinant of business success in the digital age. Enterprise agility is a composite capability consisting of customer agility, partnering agility and operational agility. Yet, there is a lack of research on how each of these forms of agility may be enabled by IT. More specifically, virtual communities (VCs), technology-enabled platforms, and the organizational capability for agile IT deployment have been suggested as the primary means of attaining the three forms of agility respectively. However, there are no studies to date on how each of these IT artifacts or capabilities can be developed and enacted for agility. With these gaps in the literature in mind and in seeking to answer the overarching question of how IT-enabled enterprise agility may be achieved, this thesis frames the following research questions: (1) ¿How can a VC be developed and leveraged for the attainment of customer agility?¿ (2) ¿How can a technology-enabled platform be developed and leveraged for partnering agility?¿ and (3) ¿How can the capability for agile IT deployment be nurtured and leveraged for operational agility?¿ To address the first research question, a theoretical lens is constructed by infusing a seminal framework on IT-enabled organizational value creation with key concepts and propositions from the existing VC literature. Applying this theoretical lens to analyze a case study of Hardwarezone, the most commercially successful VC in Singapore, a two-dimensional process model is inductively derived that depicts the specific mechanisms for developing and leveraging a VC for customer agility and organizational value creation across the various stages of a typical VC development life cycle. Next, as Digital Business Ecosystems (DBEs) are technology-enabled platforms that may be crucial to partnering agility for organizations engaged in intense, inter-network competition, we apply the literature on business ecosystems to analyze the case of Alibaba.com, a B2B portal that organizes one of the largest DBEs worldwide, to address our second research question. In doing so, a process model of how a DBE may be developed and leveraged for partnering agility is inductively derived that sheds light on the antecedents, nature and agility-enabling mechanisms that arise as a result of DBE development. Specifically, our study reveals that an organization with the ability and motivation to be a core firm within a DBE may adopt specific combinations of organizational strategies and ecosystem roles to drive ecosystem development along three distinct stages for increasing levels of enterprise agility. Finally, as improvisation may be an important mechanism for attaining agility in IT deployment, we apply the literature on organizational improvisation to analyze the case of Chang Chun Petrochemicals, one of the largest privately-owned petrochemical firms in Taiwan with a storied history for agile IT deployment, to address our third research question. In doing so, a process model is inductively derived that sheds light on how the organizational capability for improvisation in IT deployment can be developed, leveraged for operational agility, and routinized for repeated application.
URI: http://scholarbank.nus.edu.sg/handle/10635/30783
Appears in Collections:Ph.D Theses (Open)

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