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The Role Of Guanxi In Information Technology Enabled Organizations: A Structuration Theory Perspective, Qing Hu, Jinghua Xiao, Kang Xie
The Role Of Guanxi In Information Technology Enabled Organizations: A Structuration Theory Perspective, Qing Hu, Jinghua Xiao, Kang Xie
Qing Hu
Firms in China, and in Asia-Pacific countries to a certain degree, cannot escape from two institutional characteristics of modern organizations: the uniquely Eastern practice of guanxi and the uniquely Western artifact of information technology. While both constructs have been extensively studied in organizational contexts, few have examined how these two constructs interact with each other and how such interaction impact organizational processes, norms, and other institutional properties. From the lens of structuration theory, we attempt to understand this interesting and important phenomenon. We submit that guanxi is neither a cultural artifact of the Chinese society, nor a product of weak …
Antecedents And Drivers Of It-Business Strategic Alignment: Empirical Validation Of A Theoretical Model, Ali Yayla, Qing Hu
Antecedents And Drivers Of It-Business Strategic Alignment: Empirical Validation Of A Theoretical Model, Ali Yayla, Qing Hu
Qing Hu
Aligning information technology (IT) strategy with business strategy has been one of the top concerns of practitioners and scholars for decades. Despite the documented positive effects of strategic alignment on organizational success, only a few organizations consider themselves in alignment. Although numerous studies exist about how to accomplish IT-business alignment, empirical studies based on strong theories have been rare in the literature. This study attempts to fulfill this gap by proposing and empirically validating a comprehensive strategic alignment model. Drawing on prior literature, we identified five antecedents of alignment; centralization, formalization, shared domain knowledge, successful IT history and relationship management. …
Integrating Web Services With Competitive Strategies: The Balanced Scorecard Approach, C. Derrick Huang, Qing Hu
Integrating Web Services With Competitive Strategies: The Balanced Scorecard Approach, C. Derrick Huang, Qing Hu
Qing Hu
The significance of aligning IT with corporate strategy is widely recognized, but the lack of appropriate methodologies prevented practitioners from integrating IT projects with competitive strategies effectively. This article addresses the issue of deploying Web services strategically using the concept of a widely accepted management tool, the balanced scorecard. A framework is developed to match potential benefits of Web services with corporate strategy in four business dimensions: innovation and learning, internal business process, customer, and financial. It is argued that the strategic benefits of implementing Web services can only be realized if the Web services initiatives are planned and implemented …
Research Report: Diffusion Of Information Systems Outsourcing: A Reevaluation Of Influence Sources, Qing Hu, Carol Saunders, Mary Gebelt
Research Report: Diffusion Of Information Systems Outsourcing: A Reevaluation Of Influence Sources, Qing Hu, Carol Saunders, Mary Gebelt
Qing Hu
Information systems outsourcing is an increasingly popular IS management practice in companies of all sizes. Examining the adoption of IS outsourcing from the well-developed theoretical foundation of innovation diffusion may shed some light on significant factors that affect the adoption decision, and clarify some misperceptions. This study explores the sources of influence in the adoption of IS outsourcing. Using a sample of 175 firms that outsourced their IS functions during the period from January 1985 to January 1995, we tested three hypotheses of sources of influences using four diffusion models: internal influence, external influence, and two mixed influence models. Our …
Achieving Success In Information Systems Outsourcing, Carol Saunders, Mary Gebelt, Qing Hu
Achieving Success In Information Systems Outsourcing, Carol Saunders, Mary Gebelt, Qing Hu
Qing Hu
A study of 34 large companies, which outsourced for at least 2 years, demonstrates that outsourcing can be successful even when information systems are viewed as core functions. However, outsourcing negotiations must reflect the role of the company performing the outsourced functions and the nature of the outsourced work. A critical key to success in outsourcing arrangements lies in having tight contracts, even when the outsourcing vendor is viewed as a strategic partner or the IS function is considered to be core.