The purpose of this study is to propose a unified model integrating both the technology acceptance model (TAM) and task technology fit (TTF) model, and explore the organizational and environmental fit of the integrated model in order to investigate usage of Big Data Analytics and its effect on business performance. A questionnaire was used to collect data from 280 companies in CPG & Retail, Healthcare, Banking and Telecom in India. The data were analysed using exploratory and confirmatory factor analyses. Further, structural equation modelling was used to test the proposed model. The findings show that the research model for integrating the TAM for adoption and TTF model for utility provides a more comprehensive understanding of Big Data Analytics usage. The study identified task technology fit , individual technology fit, organizational data fit, organizational process fit, and business strategy fit as Tidd important variables for affecting Big Data Analytics usage using perceived ease of use (PEOU) and perceived usefulness (PU) as mediating variables. Competitive fit and partner support/customer fit were also found to be directly affecting Big Data Analytics usage, which in turn has significant influence on business performance. The model explained 71.4 percent of Business performance. The integrated model may be used as a guideline to ensure a positive outcome of Big Data Analytics usage in organizations. This study combined both the key ideas of TAM and TTF to show that they were necessary in predicting Big Data Analytics usage and business performance.
E‑government development varies across countries. This study aims to examine the impact of national culture on e‑government development across 78 countries. The dimensions of national culture are power distance, individualism, masculinity, long‑term orientation, uncertainty avoidance, and indulgence. The paper also examines the role of GDP per capita on e‑government development. The result shows that individualism and long‑term orientation are positively related to e‑government development, whereas power distance is negatively related to e‑government development. Also, GDP per capita is found to be significantly impacting e‑government development. Multi‑level interaction effect of GDP per capita and culture on e‑government development is discussed. The paper outlines the implications of results and strategies to design culturally acceptable e‑government policies. The paper argues that growth in economic prosperity cannot guarantee e‑government development, and national culture must be included in a holistic discussion of the development.
Humans and machines generate data at an alarming rate but still struggle to analyse and process this data fast enough. In order to meet this rising demand, business intelligence (BI) software firms are constantly incorporating new reporting or analytical functionalities in their software. At the same time, in order to be used optimally, they must ensure these features do not overwhelm users. There has however recently been cases where organisations, even after significant monetary investments, fail to realise the full potential of BI tools, sometimes reporting less than 20% utilisation. The purpose of this study was to investigate possible causes of the low utilisation and test the inclusion of a BI usability process. The study uses an off‑the‑shelf tool as a matter of convenience but proposes that including an empirical evaluation process as part of the BI design and development could increase BI adoption and usage. A small feasibility study was conducted to determine whether eye‑tracking is viable as a means of determining why the usability problems exist. Findings suggest that analysis of eye‑tracking data, together with traditional usability measures offer insight into how users solve problems and use the BI tool. Therefore, it will be a valuable aid in the design and testing of BI tools before release to enhance the usability therefore and potentially increase adoption and usage rates and should be included as a phase in the design and development lifecycle.
Strategic Information Systems Planning (SISP) is an important process in the implementation and use of IT systems in today’s dynamic and increasingly digitalized organizations. However, SISP is not a straightforward task, it is a process that covers simultaneous multiple planning issues often in changing environmental and organizational climates. Although SISP has been widely studied, and evaluating the SISP process has matured, theory on SISP facilitators that enable successful outcomes remain sparse. The main objective of this paper is to explore such facilitators and to investigate their relationship and contribution in achieving SISP success. By postal surveying a random sample of managers with SISP experience in South Korean organizations, we modeled the relationship between facilitators of SISP and their outcomes. The study used Structural Equation Modelling to analyze and validate its findings. This study suggests that facilitators positively affect successful SISP through business and IT alignment. It also demonstrates that effective SISP has a positive effect on organizational outcomes by ensuring organizational capabilities and IT infrastructure flexibility. The findings of this study expounding the role of facilitators adds to the theory of SISP and provides a guide to planners and managers responsible for information systems.
Online‑to‑offline (O2O) is a fast‑growing business innovation, pointing online customers to physical locations where they can more closely inspect – and purchase – their desired products, or can collect them after ordering online. However, the growth of O2O may be limited by the lack of reliable understanding of its benefits to customers. This study aims to remedy this lack of knowledge, by analyzing the transcripts of 24 semi‑structured interviews with managers. The study finds that O2O benefits customers in three main ways: (1) making more informed decisions, (2) receiving timely information on discounts and sales, leading to time and cost savings, and (3) having direct interaction opportunities with the business ‑ something which is not the case in a pure online business. Contrary to general understanding, the results show that offering discounts as a benefit to customers is an approach that is not necessarily applicable across‑the‑board, because in some industries the margins are too low to offer any discounts. Further work may be needed to examine the relevance of discount as a customer benefit proposition for adopting O2O. We also find that the time saving benefit to customers remains a contentious issue, as the availability of too much choice may lead to customers spending too much time investigating the product/service, thereby delaying their decisions and ultimately negating any benefits. The results contribute to e‑commerce literature in building the theoretical understanding of the perceived benefits of O2O for customers from a managerial perspective. The identification of O2O benefits for customers will also help in understanding the behaviors and intentions as well as perceived value of adoption and acceptance of newer forms of technological ‑oriented innovations such as O2O in general. Managers can use the results for business‑case development and strategizing benefits realization of adopting O2O. The results will help managers in creating tailored strategies to integrate features and functionalities in the software products used for O2O to ensure that identified benefits are provided to the customers, thus improving the chances of successful realization.
