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The necessary alignment between technology innovation effectiveness and operational effectiveness

Published online by Cambridge University Press:  02 February 2015

Ricardo Santa,
Mario Ferrer,
Phil Bretherton and
Paul Hyland
Ricardo Santa
Affiliation:
School of Law and Business, Charles Darwin University, Casuarina Campus, Darwin NT, Australia
Mario Ferrer
Affiliation:
Faculty of Business and Informatics, Central Queensland University, Rockhampton QLD, Australia
Phil Bretherton
Affiliation:
School of Law and Business, Charles Darwin University, Casuarina Campus, Darwin NT, Australia
Paul Hyland
Affiliation:
Queensland University of Technology, Brisbane QLD, Australia
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Abstract

Organisations are increasingly investing in complex technological innovations such as enterprise information systems with the aim of improving the operations of the business, and in this way gaining competitive advantage. However, the implementation of technological innovations tends to have an excessive focus on either technology innovation effectiveness (also known as system effectiveness), or the resulting operational effectiveness; focusing on either one of them is detrimental to the long-term enterprise benefits through failure to achieve the real value of technological innovations. The lack of research on the dimensions and performance objectives that organisations must be focusing on is the main reason for this misalignment. This research uses a combination of qualitative and quantitative, three-stage methodological approach. Initial findings suggest that factors such as quality of information from technology innovation effectiveness, and quality and speed from operational effectiveness are important and significantly well correlated factors that promote the alignment between technology innovation effectiveness and operational effectiveness.

Keywords

technological innovationsystem effectivenessoperational effectivenessinformation systems alignmentperformance objectives

Information

Type
Research Article
Information
Journal of Management & Organization , Volume 15 , Issue 2 , May 2009, pp. 155 - 169
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2009

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