Browsing by Author "Ward, John"

Now showing 1 - 14 of 14
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    The adoption of consortium B2B e-marketplaces: An exploratory study
    (Elsevier Science B.V., Amsterdam., 2007-03-01T00:00:00Z) White, Andrew; Daniel, Elizabeth; Ward, John; Wilson, Hugh
    Despite the considerable number of electronic B2B marketplaces formed and the benefits cited as arising from their use, many have gone out of business. This exploratory study seeks to provide a qualitative exposition of the specific factors influencing the adoption of consortium-owned B2B e-marketplaces. The study is based upon case studies of twelve companies trading through three different consortium B2B e-marketplaces. Twenty-six specific factors are identified and their impact on adoption is discussed. The identification of a significant number of factors specific to this domain provides real meaning and depth to those interested in the future of e-marketplaces. In particular, the factors identified provide those that operate such e-marketplaces with a detailed and actionable understanding of the issues they should address in order to survive, and provide users or potential users of consortium marketplaces with a practical framework with which to assess individual marketplaces. The factors can also form the basis of future studies of other types of marketplaces and of quantitative studies of adoption.
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    Combining the rational and relational perspectives of electronic trading
    (Palgrave Macmillan, 2009-02) Redondo, Eduardo; Daniel, Elizabeth; Ward, John
    Many organisations make extensive use of electronic linkages to facilitate their trading exchanges with partners such as suppliers, distributors and customers. This research explores how the use of inter-organisational systems (IOS) both affects, and is affected by, the relationships between trading partners. In doing this, it brings together two existing but distinct perspectives and literatures; the rational view informed by IOS research, and the behavioural or relationship perspective embodied in inter-organisational relationships (IOR) literature. The research was undertaken in the European paper industry by means of six dyadic case studies. The dyads studied covered both traditional electronic data interchange systems and newer e-marketplace environments. A framework was derived from existing literature that integrates the two perspectives of interest. The framework was used to analyse the case studies undertaken and enabled the inter-relationship between IOS use and IOR to be explained.
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    A dynamic capabilities perspective of IS project portfolio management
    (Elsevier Science B.V., Amsterdam., 2014-06-01T00:00:00Z) Daniel, Elizabeth; Ward, John; Franken, Arnoud
    Organizations use information systems project portfolio management (IS PMM) to reconfigure their IS resources and capabilities to match changing market and economic conditions. IS PPM can therefore be characterised as a dynamic capability. We investigate how firms developed and adapted IS PPM to match the turbulent recessionary conditions witnessed after 2008-2009. This study contributes to an understanding of IS PPM by identifying the constituent dynamic capabilities and providing empirical examples of adaptation. To our knowledge, the study is the first to apply the notion of second order dynamic capabilities to the IS domain and also makes an important contribution to the more general concept of dynamic capabilities by providing empirical evidence and theoretical justification of the increased detailed, centrally controlled and analytical nature of IS PPM dynamic capabilities in recessionary conditions.
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    Enterprise portals: addressing the organisational and individual perspectives of information systems
    (2005-05) Daniel, Elizabeth; Ward, John
    Enterprise portals are being viewed as the next generation application platform of choice, offering benefits over both client/server and thin client arrangements. By providing a mediating layer between the information applications and resources of the organisation and the individuals using them, enterprise portals appear to provide a unique context to allow both the organisational and individual perspectives of information systems to be addressed. This study seeks to examine these often competing perspectives of information systems by using an exploratory empirical survey to investigate the actual deployment of enterprise portals within a range of different organisations. It is found that both the individual and organisational benefits that enterprise portals can offer appear to have been recognised, and coherent sets of services addressing each of these perspectives are being developed. Consistent with diffusion and acceptance of technology models, organisations appear to be commencing their portal developments with services that will ensure utilisation by individuals, and are subsequently seeking to realise organisational level benefits.
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    In search of IS excellence
    (1987) Ward, John
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    Reconciling the IT/business relationship: a troubled marriage in need of guidance
    (1995) Ward, John; Peppard, Joe
    Over the past 30 years the relationship between the IT organisation and the rest of the business has been a troubled one which few organisations have managing to satisfactorily resolve. This ‘gap’ has been explained by the cultural differences existing between the two. Yet despite the criticality of IT to the business little attempt has been made to explore this further and much of the writings and research on the subject are dispersed, progressing little beyond the centralisation decentralisation debate and offer little by way of guidance. Much of the literature is concerned with issues of control of resources rather than managing the relationship. Some organisations have chosen to rid themselves of the problem through outsourcing but recent debate has raised the question of the long term consequences of short term decisions which are based on an historical problem. Yet often, the ‘trouble’ has no foundation beyond a level of perceptions. This paper attempts to understand and interpret the problems in the relationship, to describe the gap, to understand the reasons why it exists, and to offer some advice.
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    A study of subsidiaries views of information systems strategic planning in multinational organisations
    (Elsevier, 2007-12) Mohdzaher, Mohdzain; Ward, John
    This research examines information systems strategic planning (ISSP) in multinationals from the perspective of the subsidiaries. The research was carried out through interviews with the IT and business managers in subsidiaries of nine large American, European, and Japanese multinationals. The evidence from this study reveals that, in the majority of these organisations, IS planning is either centralised or moving towards centralisation. The main focus of IS planning, in many of these organisations, is to control cost and achieve scale economies. As centralisation increases IT tends to control the planning process and, as a result, IS planning becomes more tactical than strategic and is dominated by IT infrastructure planning. Project implementation was the main criterion used to measure IS planning success. However, due to the dominant role of IT, the subsidiary business managers are often less satisfied with the IS planning approach compared with the subsidiary IT managers. The level of involvement of business managers and their satisfaction with ISSP was related to the degree of decentralisation of responsibility for IS planning.
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    Unlocking sustained business value from IT investments
    (University of California, 2005-01-01T00:00:00Z) Peppard, Joe; Ward, John
    Surveys continue to highlight that most senior business executives are dissatisfied with the value they believe their organizations are deriving from investments in information technology. What is often forgotten is that IT in itself has no inherent value. This value must be unlocked, and only business executives and users can do this. While most IT investments are usually accompanied by a technology implementation plan, few organizations ever construct a plan focused on realizing the business benefits. This article explores how organizations can unlock business value from their IT investments by adopting a two-stage view of implementation. This model distinguishes between "problem-based" interventions and "innovation-based" interventions. Unlocking business value from IT investments is a journey not a destination and this journey requires careful planning.