Performance Impacts of Information Technology: Is Actual Usage the Missing Link?

By Sarv Devaraj, Rajiv Kohli. Management Sciences, 2003

1,610 citations recorded by the source corpus.

Subfields: Cardiology and Cardiovascular Medicine, Information Systems and Management, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/031a8ebd24acae25120d4b06cc25e2cb2bc33a83

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In Cardiology and Cardiovascular Medicine

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Business Value of IT: An Essay on Expanding Research Directions to Keep up with the Times (2008, methodology): “Many recent studies demonstrate that our interlude with the productivity paradox was an artifact of time and measurement (Brynjolfsson and Hitt, 2000; Kohli and Devaraj, 2003 ).”
Fueling Innovation through Information Technology in SMEs* (2008, neutral): “As a consequence, investment in IT by firms has dramatically escalated in recent times (Devaraj and Kohli 2003; Tippins and Soh 2003).”
Measuring information systems success: models, dimensions, measures, and interrelationships (2008, methodology): “Others have created their own indexes of system quality using the dimensions identified by D&M in their original model (Coombs et al ., 2001) or via their own review of the system quality literature (Gable et al ., 2003).”
Going Beyond the Dominant Paradigm for Information Technology Innovation Research: Emerging Concepts and Methods (2004, background): “These have included studies of automated teller machines (Dos Santos and Peffers, 1995), enterprise resource planning, (Hitt et al., 2001; McAfee, 2002), electronic data interchange (Mukhopadhyay et al., 1995) and hospital information systems (Devaraj and Kohli, 2003; Kohli and Devaraj, 2003).”
Benefits of IT in supply chain management: an explorative study of progressive companies (2005, background): “In the recent literature for example Simchi-Levi et al. (2003), Dawson (2002) , Chopra & Meindl (2001), and Levary (2000) provide comprehensive discussions on the role of new information technology for SCM.”
Research on information systems failures and successes: Status update and future directions (2014, background): “These benefits include improved profitability and improved organizational performance (e.g. Devaraj and Kohli 2003; Hendricks et al. 2007; Melville et al. 2004; Sabherwal et al. 2006), as well as efficient and effective business processes or working routines on an individual level (e.g.…”
The Transformation of the Innovation Process: How Digital Tools are Changing Work, Collaboration, and Organizations in New Product Development* (2020, neutral): “A project-level study is a preferred method in determining the impact of IT tools since most of this tool use occurs at the project-level by the designers, engineers, and project managers (Barczak, Hultink, and Sultan, 2008; Devaraj and Kohli, 2003; Marion et al., 2012; McGrath and Iansiti, 1998).”
The impact of enterprise systems on corporate performance: A study of ERP, SCM, and CRM system implementations (2007, methodology): “, 1999), (2) the time period studied (Devaraj and Kohli, 2000), (3) the method of analysis (Robey and Boudreau, 1999), and (4) the presence of important intermediate variables (Barua et al.”
Technology Acceptance Model 3 and a Research Agenda on Interventions (2008, background): “Low adoption and underutilization of ITs have been suggested to be key reasons for “productivity paradox”—that is, a contradictory relationship between IT investment and ﬁrm performance (Landauer, 1995; Sichel, 1997; Devaraj & Kohli, 2003).”
A Process-Oriented Perspective on the Alignment of Information Technology and Business Strategy (2007, background): “We also find a high degree of correlation between IT use and IT business value in Table 8, reminiscent of the known link between IT use and IT impacts [25, 40].”
What's Different about Social Media Networks? A Framework and Research Agenda (2014, background): “For example, people who use a system more than others often perform better (Devaraj and Kohli 2003), and users may employ systems in ways that were unintended or unanticipated by designers (Boudreau and Robey 2005).”