Start Date
14-12-2012 12:00 AM
Description
Does Enterprise Systems (ES) integration pay off? Research on IS integration has been an enduring quest for the IS discipline. Is it really worth it? Research has often responded to the question positively. It is useful to explore which conditions ES is likely to yield value. Research has also shown that less imitable factors such as the quality of IT management and the nature of the environment which the firm operates likely play a key role in potential value derived from ES. Furthermore, more research has suggested that IT investment has differential impacts in terms of cost versus revenue. In this paper we differentiate both integration and dynamism into external and internal types looking at the interactions. Specifically, this paper provides evidence that: 1) firms with high internal and high external integration have lower sales and 2) high internal dynamism positively moderates the impact of external integration upon earnings.
Recommended Citation
Antheaume, Nicolas; Rowe, Frantz; Wolff, Francois-Charles; and Wimble, Matthew, "IS integration and business value: an environment contingency approach" (2012). ICIS 2012 Proceedings. 105.
https://aisel.aisnet.org/icis2012/proceedings/ResearchInProgress/105
IS integration and business value: an environment contingency approach
Does Enterprise Systems (ES) integration pay off? Research on IS integration has been an enduring quest for the IS discipline. Is it really worth it? Research has often responded to the question positively. It is useful to explore which conditions ES is likely to yield value. Research has also shown that less imitable factors such as the quality of IT management and the nature of the environment which the firm operates likely play a key role in potential value derived from ES. Furthermore, more research has suggested that IT investment has differential impacts in terms of cost versus revenue. In this paper we differentiate both integration and dynamism into external and internal types looking at the interactions. Specifically, this paper provides evidence that: 1) firms with high internal and high external integration have lower sales and 2) high internal dynamism positively moderates the impact of external integration upon earnings.