) the relationship between SIS and strategic orientation and between strategic orientation and corporate performance. These results suggested that a high concentration of services and manufacturing sectors (97 percent) did not allow verification of the moderation of control variables. The post hoc analysis verified positive cause-and-effect relationships among the perspectives of an organization ’ s strategy. The analysis confirms Park et al. ’ s (2017) finding that companies should try to improve their performance in their learning and growth perspective in order to influence internal processes and impact customer satisfaction to improve FIPE. The results show that path coefficients of the reflective models were strong and significant: GLPE → IPPE ( β ¼ 0.607; p o 0.001; R 2 ¼ 0.369), IPPE → CUPE ( β ¼ 0.655; p o 0.001; R 2 ¼ 0.429) and CUPE → FIPE ( β ¼ 0.507; p o 0.001; R 2 ¼ 0.257). Thus, a balanced scorecard is an appropriate model to measure corporate performance. Taken together, the results show that effective use of SIS enables strategic orientation and creation of several benefits to influence firm performance. Furthermore, IS can contribute to the creation of business value to support all strategic planning processes. As such, the results indicate that the adoption of SIS solutions during economic crises can help firms perform well, even in volatile operating environments. 7. Implications and future research This study contributes to Whittington ’ s (2014) theory and research questions, which focus on the necessity of SIS and strategy researchers to have a joint agenda. This is because the IS field has longstanding interest in the strategic role of SIS, while strategy researchers are increasingly recognizing the significance of material technology in strategy work. This study ’ s results provide additional empirical support for the argument that IS use supports business strategy. The results suggest that both the effects of effective use of SIS on different types of competitive strategies and the strategic orientation influence corporate performance. The effects of SIS on corporate performance vary depending on competitive strategy. Specifically, effective use of IS strategy enhances the prospector, defender and analyzer strategies, suggesting that these types of organizations should pay close attention to how they use IS in order to support their business strategies. The results also imply that SIS empowers the strategic planning process and enables strategy content. Hence, the study confirms that, in practice, it is not sufficient simply to monitor an organization ’ s IT investment level. It is also necessary to understand and monitor how firms use technology to create business strategy value. An important consideration for planning by practitioners is that not all firms use SIS in the same way to improve business strategy. It would appear that prospectors and analyzers have more to gain from the use of SIS, suggesting that they utilize SIS with greater effort to
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- Spring '14