Browsing by Subject "IT"
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- ItemOpen AccessEnterprise architecture driven design of an artefact to support strategic Information Technology decision-making of Small Enterprises in Nigeria and South Africa(2018) Alhassan, Mohammed; Brown, IrwinInformation Technology (IT) is inevitably influencing the way enterprises operate, compete, and grow. The contemporary disruption has not excluded small companies. Small enterprises play a significant role in the growth of every economy but are hindered by limited skills, time, and money. The attributes of small enterprises influence the strategic and day-to-day operations. Small enterprise owners are often the managers who make the strategic decisions in order to solve specific problems. The decision style of small enterprise owner-managers limits the leveraging of IT. To ensure the sustainability of small enterprises in a contemporary business ecosystem, it is pertinent to strategise IT investment decisions. Enterprise architecture is a well-known approach to business and IT alignment. This study aimsto discover and develop how the complex enterprise architecture principles can strategise the IT decisionmaking process in small enterprises with limited resources and informal structures. The pragmatic philosophic stance was the premise for understanding the decision challenges and the development of a roadmap to intervene the problems the researcher identified. The Vaishnavi and Kuechler design science research methodology guided this study. The qualitative research approach was employed to collect verbal data with eleven small enterprise ownermanagers to understand the processes and the challenges of making IT decision in small enterprises. A thematic analysis of the findings revealed that lack of formalisation, limited information, and lack of IT skill created a critical bottleneck of IT investment decisions in small enterprises. An enterprise architecture-driven framework was developed to overcome the bounded rationality approach to IT choices in small enterprises. The framework holistically assesses organisational business-IT capabilities, constraints, and criteria to guide the decisionmaker's choice. The characteristics of small enterprises limit the successful implementation of the enterprise architecture-driven framework as a theoretical guideline for making optimal IT decisions in small enterprises. This study further developed an online IT decision-assistive tool informed by the framework. The instantiation artefact was demonstrated with six small enterprise owners from Nigeria and South Africa. The findings affirmed the prospect, potential, and relevance of an enterprise architecture-driven artefact as a tool to optimise strategic IT decisions in small manufacturing, service, and retail enterprises. The artefact developed in this study provided a practical intervention to the challenges of IT investment decisions in small enterprises.
- ItemOpen AccessTowards an understanding of the boundaries and characteristics of a Digital Business Strategy(2020) Fredericks, Jeanne; Roodt, SumarieThe merging of business and information technology (IT) strategies, effectively becoming a Digital Business Strategy (DBS), is changing the way that organisations have to leverage resources to create differential value. Due to the DBS being such a novice idea, there is no clear understanding of what the DBS is, what its characteristics and boundaries are, how it impacts alignment between business and IT, and how it impacts organisational performance. Without this understanding, organisations leveraging a DBS run the risk of launching technological initiatives or making organisational changes that are disjointed from their strategic direction. These misaligned efforts may result in unrealised strategy and unsatisfactory organisational performance. The purpose of this study was to define the boundaries and characteristics of the DBS, provide a definition of a DBS and to establish if the DBS has a positive effect on organisational performance. To examine the DBS, it was observed in its natural habitat, through a single case study approach, focusing on an organisation that has been leveraging a DBS as part of their digital journey. The organisation is a South African based financial services provider and is a subsidiary of a larger financial services provider. In this study, the DBS was observed from an intellectual, operational, social and cultural alignment perspective, using a combination of the Strategic Alignment Model (SAM) and the Complex Adaptive System (CAS) frameworks. This study subscribed to a mixed-method approach which included both qualitative and quantitative research techniques. Staff providing input into this study included senior, middle, junior and non-management employees. The study was conducted over a period of thirteen months. The findings from both the qualitative and quantitative data suggest that to leverage a DBS the organisation must be concerned with more than just leveraging digital resources. For instance, organisations must focus on customer and staff empowerment, use customer and industry-related information to create opportunistic and competitive decision-making opportunities, and create a change-ready culture where bold experimentation and failing forward is embraced. Researchers and practitioners alike can use the findings of this case study as lessons on how to leverage organisational resources in the context of the DBS.