ABSTRACT
Due to an increasing degree of business specialization, business systems nowadays can be very complex. Often, complex systems need to be managed by more than a handful of people from the business unit. To handle the extensive amount of information in a complex business system, the system needs to be supported by an appropriate IT system. However, for the IT unit it can be a challenging task to implement appropriate IT system in complex business environment. In our research, we argue that mutual understanding among business and IT plays a critical role in the successful management of the business system. To achieve a mutual understanding, the complexity needs to be reduced by a modularization of the system. In our empirical study, based on 119 survey results, we found that process modularity only in combination with an IT architecture which matches the modular structure enables a profound mutual understanding. While modular business processes enable mutual understanding of the business strategy, an IT architecture which match the modular process facilitates mutual understanding of the business process.
- Steven Alter. 2013. Work System Theory: Overview of Core Concepts, Extensions, and Challenges for the Future. Journal of the Association for Information Systems14, 2 (2013), 72--121.Google ScholarCross Ref
- Martin Fowler. 2001. Reducing coupling. IEEE Software 18, 4 (2001), 102. Google ScholarDigital Library
- Fernand Gobet. 1998. Expert memory: a comparison of four theories. Cognition 66, 2 (1998), 115--152.Google ScholarCross Ref
- Christian Jentsch and Daniel Beimborn. 2014. Shared Understanding Among Business and IT -- A Literature Review and Research Agenda. In 22th European Conference on Information Systems.Google Scholar
- Christian Jentsch and Daniel Beimborn. 2016. IT is all about the Game - An Exploratory Study on the Impact of Task Characteristics on the Dimensions of Business/IT Shared Understanding. In Proceedings of the 24nd European Conference on Information Systems.Google Scholar
- Satish Nambisan. 2002. Complementary product integration by high-technology new ventures: The role of initial technology strategy. Management Science 48, 3 (2002), 382--398.Google ScholarDigital Library
- D. L. Parnas. 1972. On the Criteria to Be Used in Decomposing Systems into Modules. Communications on ACM 15, 12 (1972), 1053--1058. Google ScholarDigital Library
- Blaize Horner Reich and Izak Benbasat. 2000. Factors that influence the So- cial Dimension of Alignment between Business and Information Technology Objectives. MIS Quarterly 24, 1 (2000), 81--113. Google ScholarDigital Library
- Ron Sanchez and Joseph T. Mahoney. 1996. Modularity, flexibility, and knowledge management in product and organization design. Strategic management journal 17, S2 (1996), 63--76.Google Scholar
- Melissa A. Schilling. 2000. Toward a general modular systems theory and its application to interfirm product modularity. Academy of management review 25, 2 (2000), 312--334.Google Scholar
- Hüseyin Tanriverdi, Prabhudev Konana, and Ling Ge. 2007. The Choice of Sourcing Mechanisms for Business Processes. Information Systems Research 18, 3 (2007), 280--299. Google ScholarDigital Library
- Amrit Tiwana and Benn Konsynski. 2010. Complementarities Between Organiza- tional IT Architecture and Governance Structure. Information Systems Research 21, 2 (2010), 288--304. Google ScholarDigital Library
- Paul W. L. Vlaar, Paul C. van Fenema, and Vinay Tiwari. 2008. Cocreating Understanding and Value in distributed Work: How Members of Onsite and Offshore Vendor Teams give, make, demand, and break sense. MIS Quarterly 32, 2 (2008), 227--255. Google ScholarDigital Library
- Peter Weill and Jeanne Ross. 2005. Designing IT governance. MIT Sloan Man- agement Review 46, 2 (2005), 26--34Google Scholar
Index Terms
- The Impact of Process and IT Modularity for Mutual Understanding among Business and IT
Recommendations
Strategic business process management
ICSSP 2015: Proceedings of the 2015 International Conference on Software and System ProcessImproving business processes is on top of the agenda for chief and senior executives. This requires a solid understanding of current and future business processes and their alignment with the strategic objectives of the organization. Business Process ...
Comments