Purchase of It is almost always targeted at improving productivity, profitability and excellence of operations but Devaraj and Kohli (2003) were not able to recognize the outcome of technology around the business performance. Kelly (1994) learned that the reason behind the lack of ability to correctly explain the connection between technology and productivity was because of the aggregated unit of research in the business level which increases the complexity of isolating the results associated with a individual technology. He noted that the risk of discovering it usage impacts depends upon how detailed case study is. Devaraj and Kohli (2003) mentioned that analyzing how much money committed to It might not yield accurate way of measuring IT effectiveness because amounts of usage might be different across industries, firms and procedures. In their own individual contribution towards the fledging debate onto it usage impacts, Goodhue and Thompson (1995) described the fit between task and technology would need to be established before IT utilization can result in individual performance impacts. To have task- technology fit, we’ve got the technology and targeted application would need to be compatible along with the accessibility to qualified users who’ll make use of the technology (Goodhue & Thompson, 1995). This proposition signifies that IT infrastructure and also the organization’s business goal would need to maintain alignment.
The IT usage literature has proven that there’s distinction between voluntary utilization of IT and mandatoriness. Subjective norm was discovered to affect mandatory IT use whereas it had been absent in voluntary use. Also, it had been noted that lead to technology really don’t occur immediately but they are recognized with time (Devaraj and Kohli, 2003 Hartwick and Barki, 1994). Peffers and Dos Santos (1996) conducted market research around the impact from it in banks and observed that mix-sectional studies which are done right after applications are set up might not yield preferred results by not finding benefits even when their is possibility of large benefits. Their study established that impact from it on performance grew to become apparent after certain time lag which advantages of IT accrued more to early adopters than late adopters.
Devaraj, S., & Kohli, R. (2003). Performance impacts of knowledge Technology:
Is actual usage the missing link. Management Science, 49(3), 273-289.
Goodhue, D.L, & Thompson, R. L. (1995). task technology fit and individual performance. MIS Quarterly, (19)2, 213-236.
Hartwick, J., & Barki, J. (1994). Explaining the function of user participation in information system use. Management Science. 40, 40-465.
Kelly, M. (1994). Productivity and knowledge Technology: The elusive connection. Management Science, 40(11), 1406-1425
Peffers, K., & Dos Santos, L. (1996). Performance results of innovative IT applications with time. IEEE Trans Engrg. Management, 43(4), 381-392.
Dr. Austin Umezurike is definitely an experienced It management consultant using more than fifteen years experience of business technology talking to. He’s unique experience of using the mixture of technology and business to attain business and industry leadership in technology and also to gain competitive advantage. His interests include Business IT strategy, Business assessment, Business IT alignment, Outsourcing/Sourcing, Logistics management, IT Audit/Compliance, training and start up business development strategies.