KaydedilenlerDerginizi ekleyin

Dergiler / Yönetim Bilişim Sistemleri Dergisi / 2016 / Cilt: 2 - Sayı: 2

THE DRIVERS AND IMPLICATIONS OF INFORMATION SYSTEM PROCESS INNOVATIONS: A FINANCIAL SERVICES CASE STUDY

Ebru DİLAN
Mehmet AYDIN
Sayfa
118–128
Yayın Tarihi
2016-10-19
DOI
—
🏛️Bu makalenin bibliyografik verileri ve tam metin bağlantısı DergiPark üzerinden sağlanmıştır.
DergiPark Kaydı ↗
✨

Yapay Zeka Hızlı Bakış & Çıkarımlar

AI Insight
⚡ TL;DR(1 Cümlede Hızlı Çıkarım)

We argue that leadership-driven innovation characteristics are particularly essential to better understand how innovation unfolds.Keywords: information system process innovation, product innovation, leadership-driven innovation, innovation characteristics

📌 3 Maddede Bu Makale

🎯
Amaç & Hipotez:This study stands for especially information systems process innovation (ISPI) and partly organizational innovation (OI) and takes into account ISPI and OI as a theoretical lens to examine a financial services case organization.
📊
Temel Bulgular & Veri:It is this theoretical lens that helps us to develop a framework to articulate a number of relevant aspects for the subject matter at hand.
💡
Sonuç & Katkı:We argue that leadership-driven innovation characteristics are particularly essential to better understand how innovation unfolds.Keywords: information system process innovation, product innovation, leadership-driven innovation, innovation characteristics
🔬Tür:Araştırma Makalesi
📍Kapsam:Genişletilmiş Akademik Örneklem
⚙️Değişkenler:Alan Parametreleri

Abstract

This study stands for especially information systems process innovation (ISPI) and partly organizational innovation (OI) and takes into account ISPI and OI as a theoretical lens to examine a financial services case organization. It is this theoretical lens that helps us to develop a framework to articulate a number of relevant aspects for the subject matter at hand. Thus, the underlying motivation for this study is to identify a number of relevant aspects rooted in OI and ISPI that may have a potential explanatory power to surface drivers and implications of ISPI. We employ ISPI adoption (source of innovation, decision making, scope), Relational Mechanism (Business, IT, Liaison), Business Innovation (behavioral aspect) as relevant aspects. Thus, the contribution lies in understanding on which bases innovation characteristics are shaped and situated in the course of ISPI. We argue that leadership-driven innovation characteristics are particularly essential to better understand how innovation unfolds.Keywords: information system process innovation, product innovation, leadership-driven innovation, innovation characteristics

🔖

Bu Makaleye Atıf Yap

DİLAN, E., AYDIN, M. (2016). THE DRIVERS AND IMPLICATIONS OF INFORMATION SYSTEM PROCESS INNOVATIONS: A FINANCIAL SERVICES CASE STUDY. Yönetim Bilişim Sistemleri Dergisi, Cilt: 2 - Sayı: 2, 118–128. https://ajindex.com/articles/823564

📄 Tam Metin PDF Okuyucu

📄

PDF görüntüleyici hazırlanıyor...

Kaynakça (16)

  1. Åmo, B. W., & Kolvereid, L. (2005). Organizational strategy, individual personality and innovation behavior. Journal of Enterprising Culture, 13(01), 7-19.
  2. Aydin, M. N., Harmsen, F., Van Slooten, K., & Stagwee, R. A. (2005). On the adaptation of an agile information systems development method. Journal of Database Management (JDM), 16(4), 25-40.
  3. Becker, S. W., & Whisler, T. L. (1967). The innovative organization: A selective view of current theory and research. The Journal of Business, 40(4), 462-469.
  4. Cukier, W., Ngwenyama, O., Bauer, R., & Middleton, C. (2009). A critical analysis of media discourse on information technology: preliminary results of a proposed method for critical discourse analysis. Information Systems Journal, 19(2), 175-196.
  5. Daft, R. L. (1978). A dual-core model of organizational innovation. Academy of management journal, 21(2), 193-210.
  6. Damanpour, F., & Evan, W. M. (1984). Organizational innovation and performance: the problem of" organizational lag". Administrative science quarterly, 392-409.
  7. Dishaw, M. T., & Strong, D. M. (1999). Extending the technology acceptance model with task–technology fit constructs. Information & management, 36(1), 9-21.
  8. Duymedjian, R., & Rüling, C. C. (2010). Towards a foundation of bricolage in organization and management theory. Organization Studies, 31(2), 133-151.
  9. Dzamashvili Fogelström, N., Gorschek, T., Svahnberg, M., & Olsson, P. (2010). The impact of agile principles on market‐driven software product development. Journal of software maintenance and evolution: Research and practice, 22(1), 53-80.
  10. Huber, G. P. (1991). Organizational learning: The contributing processes and the literatures. Organization science, 2(1), 88-115.
  11. Huff, S. L., & Munro, M. C. (1985). Information technology assessment and adoption: a field study. MIS quarterly, 327-340.
  12. Kozar, K. A. (1989). Adopting systems development methods: an exploratory study. Journal of Management Information Systems, 5(4), 73-86.
  13. Lind, M. R., & Zmud, R. W. (1991). The influence of a convergence in understanding between technology providers and users on information technology innovativeness. Organization Science, 2(2), 195-217.
  14. Mustonen-Ollila, E., & Lyytinen, K. (2004). How organizations adopt information system process innovations: a longitudinal analysis. European Journal of Information Systems, 13(1), 35-51.
  15. Myers, M. D. (1997). Qualitative research in information systems. Management Information Systems Quarterly, 21(2), 241-242.
  16. Robey, D. (1986). Des