Enhancing organizational efficiency through cross-functional workflow integration

System dynamic capability (DC) is a system’s ability to integrate, build, and reconFigure competences to address rapidly changing environments. Information technology (IT) capabilities (IC) are defined as the ability to mobilize and deploy IT-based resources in combination with other resources and capabilities. Here, it is suggested to estimate the indicators of DC and IC based on models and methods to estimate the potential of a system (which has such DC and IC) analytically. More precisely, it is suggested to estimate DC or IC by the results of their use. Such results are those parts of a system’s potential that are obtained due to given DC and/or IC use. System potential was defined as a system’s ability to achieve changing goals in its changing environments. With the use of models and methods built for solving a system’s potential problems, it is possible to build functional models in order to estimate a system’s potential with regard to DC and IC use. As a result of such models and methods, the application of the estimation of DC and IC use indicators becomes possible depending on the parameters and variables of the DC and IC problems to be solved. Use cases of such indicator investigations include choosing optimal IT, IC characteristics, digitalization planning, synthesis of information operation characteristics based on mathematical models of IT use for a system’s functioning, and strategic planning based on the analytical investigation of DC use indicators.

The significance of agility is widely accepted because agile organizations are more successful in changing and competitive environments. Although the relationship of information technology (IT) capability and knowledge capability with organizational agility has been documented, limited information is available on the extent to which these two capabilities affect organizational agility. Attempts to understand the effect of IT and knowledge capability on organizational agility in the presence of contextual factors have also been few. Based on data collected from 123 organizations in China, we examine the moderating effects of two contextual factors (environmental uncertainty and information intensity) on the relationship of IT and knowledge capability with organizational agility. We contribute to current knowledge by showing that environmental uncertainty positively moderates the effects of IT capability and knowledge capability on organizational agility and that information intensity positively moderates the effects of knowledge capability on organizational agility. IT capability and knowledge capability are more effective in the presence of high environmental uncertainty and information intensity. While we find that both IT and knowledge capabilities have positive effects on organizational agility, knowledge capability is more effective than IT capability.

PurposeThe goal of this paper is to identify core IT value drivers in firms and to model them as an IT production function to help disclose and measure the IT value creation process and to guide managers in seeking adequate ways of employing the IT resource.Design/methodology/approachBased on a critical review of the literature on the resource‐based view, an IT value framework based on the constructs IT capability, resource, and routine is developed and then formalized as an IT production function.FindingsOrganizational routines are decisive for turning firm resources into an IT capability and in turn into better business process performance. Shows how the IT value creation process in general and routines in particular can be measured and formalized.Practical implicationsAs the interaction between IT and business units is crucial for IT value generation, organizational routines provide for important knowledge flows that turn firm resources into value generating capabilities. Proposes a concrete method to measure and evaluate these routines and thereby contribute to making the IT resource controllable.Originality/valueThe main contribution is the identification and analytical formalization of the role of routines for IT value creation. Shows how insights from the resource‐based view, microeconomic theory (Cobb‐Douglas/CES production function), and Granovetter's strength of ties argument can be used to describe, measure, and guide IT value creation and to develop an IT production function.

ABSTRACTDrawing upon organizational information processing theory, we investigate how explorative and exploitative information technology (IT) capabilities independently and interdependently moderate the relationship between supply chain information integration and firm performance. Data collected from 215 firms in China reveal that explorative IT capability positively moderates the relationship between information sharing and firm performance but exerts no moderating effect on the association between collaborative planning and firm performance. By contrast, exploitative IT capability positively moderates the impact of collaborative planning but negatively moderates the influence of information sharing on firm performance. Furthermore, building upon the ambidexterity perspective, we develop and test a three‐way interaction hypothesis that explorative and exploitative IT capabilities would interdependently moderate the relationship between supply chain information integration and firm performance. Our results indicate that explorative and exploitative IT capabilities are complementory in moderating the link between collaborative planning and firm performance but substitutive in moderating the relationship between information sharing and firm performance. By integrating insights from both information systems and operations management, our study thus provides an in‐depth understanding on how and when IT business value can be created in supply chain information integration context.

IT Applications, Financial Analyst Recommendations, and Firm Stock Market Value

This study aims to determine the description of Information Technology Capability and Digital Marketing on the Competitive Advantages of UMKM Bakery and Pastry in Sukabumi City, to know Information Technology Capabilities to Competitive Advantages, to Know Digital Marketing to Competitive Advantages. The results in this study using the coefficient of determination test seen from the value (R Squire) that the effect of Information Technology Capability and Digital Marketing on Competitive Advantage is 0.653, while Information Technology Capability on Competitive Advantage is 0.718 The amount of Digital Marketing on Competitive Advantage is 0.743 the effect of Information Technology Capability and Digital Marketing on Competitive Advantage 65.3% and the remaining 34.7% is influenced by other variables not examined. From the results obtained from the hypothesis test (F test) it can be seen that Information Technology Capability affects Competitive Advantage and Digital Marketing influences Competitive Advantage. The results of the partial hypothesis test (T test) show that Information Technology Capability has a significant positive effect on Competitive Advantage and Digital Marketing has a significant positive effect on Competitive Advantage.

This study explores how information technology (IT) capabilities, digital platforms, and organizational capabilities collectively influence the agility of public and academic libraries in Indonesia. As libraries worldwide face accelerating digital transformation, agility has become a strategic requirement for sustaining relevance and service excellence. Employing a quantitative design, this research surveyed 100 libraries 50 public and 50 academics across various Indonesian regions. The results demonstrate that IT capabilities, digital platforms, and organizational capabilities significantly and positively contribute to library agility, with digital platforms emerging as the most influential factor. The findings confirm that libraries possessing robust IT infrastructure, integrated digital platforms, and adaptive organizational structures are better equipped to respond to technological disruptions and evolving user needs. Grounded in the dynamic capabilities’ framework, the study provides both theoretical and practical insights into how libraries can sense, seize, and reconfigure their resources to maintain strategic responsiveness. The paper concludes with implications for library leaders and policymakers seeking to advance digital maturity and organizational flexibility in the knowledge sector.

The research aims to explore the impact of organizational information technology (IT) capability in measuring sustainable competitive advantage (SCA) in commercial banking industry in Nepal. The paper, based on the Resource-Based View (RBV) and the Model of Organizational Culture suggested by Schein, puts forward a set of hypotheses regarding a theoretical framework, in which IT capability (IT infrastructure and IT competence) reinforces SCA directly and indirectly via organizational culture as a mediational force. Descriptive research design has been used along with casual comparative research design. The data is collected using a questionnaire which is a seven-point Likert scale based questionnaire sent to survey 260 middle and senior managers of Nepal commercial banks. The results of the research indicate that IT knowledge significantly impacts the business culture and long-term competitive advantage and part of the relationship between IT capability and SCA is mediated by organizational culture, which is a key factor in maximizing IT investments. The research adds value to the literature, as it informs the business and IT alignment in an emerging economy as well as gives recommendations to the banking executives and policymakers, to develop regulatory frameworks that are conducive in stimulating IT-driven innovation within the banking industry to improve IT strategies towards long-term competitive advantage.

This study explores the effects of organizational information technology (IT) capability in determining organizational performance and sustainable competitive advantage. Building on the resource-based and knowledge-based views of a firm, the study proposes a theoretical framework. In this framework, organizational IT capability is theorized to strengthen organizational performance and sustainable competitive advantage, directly and indirectly, through organizational knowledge management capabilities. Data collected from the middle and senior managers of diverse organizations in an emerging economy have been used to test the relationships in the framework. To estimate the proposed relationships in the conceptual model, we use structural equation modeling through SmartPLS 3.2. The results confirm that organizational IT capability significantly impacts organizational performance and sustainable competitive advantage. Additionally, organizational knowledge management capabilities partially mediate the relationship between IT capability and the outcomes (i.e., organizational performance and sustainable competitive advantage). The study concludes with a discussion of the implications for academicians and managers.

(1996). The Organization of Global Service MNEs. International Studies of Management & Organization: Vol. 26, Global Strategic Alliances Among Service Organizations, pp. 6-23.

The contingent effects of strategic orientations and strategic capabilities on competitive performance: Evidence from Ethiopian manufacturing enterprises

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Based on Edgar Schein’s Organizational culture and leadership theory, this quantitative cross-sectional study examined how leadership competencies mediate the relationship between organizational culture and structure. This study examined data from 355 managers in Ghanaian SMEs using structural equation modelling in AMOS version 23. Notably, organizational culture demonstrated a negative and significant effect on organizational structure, highlighting the influence of cultural norms and values on structural arrangements within SMEs. Additionally, the study revealed a positive and significant impact of organizational culture on leadership competencies, emphasizing the role of cultural factors in shaping leadership capabilities within these organizations. The findings indicated a positive and significant relationship between leadership competencies and organizational structure, suggesting that effective leadership skills contribute to the establishment of appropriate organizational structures. Furthermore, leadership competencies were identified as a partial mediator in organizational culture and structure, underscoring the relationship between cultural dynamics, leadership capabilities, and structural arrangements in SMEs. Managers in SMEs should prioritize fostering a positive organizational culture that supports the company’s strategic objectives. Investing in leadership development programs will empower leaders to navigate cultural dynamics effectively, driving positive change. Aligning leadership competencies with the organizational structure ensures agility, collaboration, and strategic decision-making, fostering growth and responsiveness.

Purpose: In early years of the 21st Century, Kenya started a journey of developing a new constitution which established the devolved system of government to improve on governance gaps. Since the introduction of devolution, County governments have introduced new organizational culture and structures which assist in service delivery. Consequent to this development, the objective of the study was to determine the influence of organizational culture and structure on service delivery in the County Government of Kitui and specific objectives of the study were to establish the influence of organizational culture and organizational structure on service delivery in the County Government of Kitui.
 Methodology: The study adopted a descriptive research design and made use of a sample size by use of both stratified random and simple random sampling methods to establish the study sample. For effective data collection, the study was based on primary data which was both qualitative and quantitative. The data was collected through questionnaires and analyzed using Statistical Package for Social Science (SPSS) version 22.The analysis involved descriptive and inferential statistics. Data was presented in form of frequency tables for easy interpretation. Regression analysis was employed to establish the relationship between the variables.
 Results: The study established that organizational structure and organizational culture have significant effect on the Kitui county residence service delivery. The study concludes that the County government has implemented the constitutional structure and adopted a beneficial culture which ensures good planning procedures for effective service delivery.
 Unique contribution to theory, practice and policy: The study recommends that the County management should embrace good governance and promote the available cultural practices and that the structure be made shorter to empower junior officers with more authority and responsibilities.

Introduction . The article is devoted to the consideration of theoretical and methodological issues of the transition from traditional organizational structures of management of industrial enterprises to new forms of organizational structures demanded by the modern stage of technological development. The industrial development of the global economy and technological breakthroughs in production invariably become an impulse to change the management system of enterprises. Technologies are changing quite a lot in society, making more and more demands on the competencies of employees. Such transformations initiate shifts in the corporate culture of the enterprise, forcing owners and management to move away from the traditional management paradigm. The article attempts to generalize and systematize the existing organizational structures of industrial enterprises and identify trends in their transformation in the context of the development of Industry 4.0 in the context of digitalization in the knowledge management framework. Studies of organizational structures within the framework of the industrial development of the economy have been conducted and patterns of transformation of management mechanisms and paradigms have been identified. A fractal model of the organizational structure is proposed in the proposed evolutionary change in the management paradigm, which is gradually changing its targets in the context of social transformation. Materials and methods . The research is based on materials from different years on the organizational and cultural transformation of business due to technological changes. General scientific methods of analysis, synthesis, and generalization are used. The experience of global business shows that these two factors are interconnected. Recent studies [30] of European enterprises show a different degree of receptivity of corporate culture and organizational management structure to innovative transformation related to Industry 4.0 technologies and digitalization of business processes. Research results . The industrial development of the global economy and technological breakthroughs in production invariably become an impulse to change the management system of enterprises. This study shows the most diverse forms of organizational management structures, which nevertheless have a similar methodology within the framework of a single management paradigm. Technologies are changing quite a lot in society, making more and more demands on the competencies of employees involved in the entire life cycle of industrial products, which is inevitably reflected in the management paradigm. Discussion and conclusion . On the threshold of the fourth industrial revolution, in addition to tectonic technological shifts, we expect no less grandiose organizational and managerial transformations in order to fully utilize the potential and advantages inherent in the new Industry 4.0 solutions.