Research Commentary: The Organizing Logic for an Enterprise's IT Activities in the Digital Era - A Prognosis of Practice and a Call for Research

By V. Sambamurthy, Robert W. Zmud. Information systems research, 2000

462 citations recorded by the source corpus.

Subfields: Management Information Systems, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/597dd6ead89f5a1cd2131ae6edf564cc85e60063

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Citations in the corpus

Shaping Agility through Digital Options: Reconceptualizing the Role of Information Technology in Contemporary Firms (2003, background): “Researchers and practitioners should examine the nature of organization designs, governance structures, and managerial skills that will foster such integration and facilitate the development of the required dynamic capabilities and strategic processes (Sambamurthy and Zmud 2000).”
Framing the Frameworks: A Review of IT Governance Research (2005, methodology): “…1963], control of information services [Olson and Chervany, 1980], IS organizational structure [Von Simson, 1990], IT standards [Kayworth and Sambamurthy, 2000], IT decision making responsibilities [Boynton et al., 1992], IT management architecture and locus of IT decision making [Boynton…”
Digital transformation and the new logics of business process management (2020, unknown): “This is consistent with the use of logics in prior management studies, such as organising logic (Sambamurthy & Zmud, 2000; Yoo et al., 2010), institutional logics (Reay & Hinings, 2009; Thornton & Ocasio, 2008) and dominant logic (Prahalad & Bettis, 1986; Vargo & Lusch, 2004).”
Technology-Based New Product Development Partnerships (2006, unknown): “This result is consistent with the increasing interest in the growing research in IT-enabled collaborative engineering and virtual teams ( Sambamurthy & Zmud, 2000 ), especially among Ettlie and Pavlou 137”
Performance Effects of Information Technology Synergies in Multibusiness Firms (2006, background): “Future studies can explore the role of horizontal coordination mechanisms (Brown 1999) and emerging IT governance mechanisms (Agarwal and Sambamurthy 2002; Sambamurthy and Zmud 2000) in the creation and exploitation of cross-unit IT synergies.”
Complementarities Between Organizational IT Architecture and Governance Structure (2010, background): “Line functions are usually better attuned to their own operational realities and therefore are better positioned than the IT department to recognize important trends, opportunities, and problems that IT can help them address (Sambamurthy and Zmud 2000).”
A critical review of cloud computing: researching desires and realities (2012, background): “As a result there is a significant desire for agility (Sambamurthy and Zmud, 2000; Beck and Andres, 2005; A ˚ gerfalk and Fitzgerald, 2006; Baskerville, 2006) characterised by quickness, nimbleness and lightness (Highsmith, 2002) and this is closely related to, and sometimes replaces, creativity:…”
Coordinating for Flexibility in e-Business Supply Chains (2004, background): “The role of the IT infrastructure in responding to and shaping business options with agility is recognized as critical [38, 61].”
Computing in Everyday Life: A Call for Research on Experiential Computing (2010, background): “In the past, much of IS research on the strategic and organizational impact of technology has primarily focused on corporate information systems either as a strategic asset or a complementary asset (Clemons and Row 1991; Sambamurthy and Zmud 2000).”
The Performance Effects of Complementarities Between Information Systems, Marketing, Manufacturing, and Supply Chain Processes (2007, background): “A long tradition of IS research has maintained that one of the most critical roles of the IS function is ensuring continuous interactions with business users to ensure responsiveness to emerging business needs and opportunities (cf. Clark et al. 1997, Sambamurthy and Zmud 2000).”
Enhancing IT governance practices: A model and case study of an organization's efforts (2007, background): “…of the IT function and categorizes each organization's IT governance structure as centralized, decentralized, or federal (Sambamurthy and Zmud, 1999).2 Focusing on IT structure alone, however, ignores IT activities and processes that take place within these structures (Sambamurthy and Zmud, 2000).”
Digital product innovation within four classes of innovation networks (2016, background): “These issues do not directly affect consumers (other than in lowered product cost or increased product development cycles), because these innovations are related to the back-of ﬁ ce functions, or the invisible parts of companies (Sambamurthy & Zmud, 2000).”