Suchergebnisse

AbstractMobile technologies have pushed the connectivity of IT systems to the limit, enabling people and things to connect to one another at all times. The amount of information companies have at their disposal has increased exponentially, thanks largely to geolocation and to the vast array of sensors that have been integrated into mobile devices. This information can be used to enhance business activities and processes, but it can also be used to create new business models. Focusing on business models, we analyze mobile technologies as enablers of activity changes. We consider the differentiating characteristics of mobile technologies and examine how these can support different business functions. A study based on fuzzy‐set qualitative comparative analysis (fsQCA) of 30 cases across different industries allows us to identify mobile technology success factors for different core activities. The results show that several combinations of mobile technology initiatives provide a competitive advantage when these initiatives match the business model.

Management innovations (MIs) are widely adopted, but their influences on organizational performance are little researched in public settings. Positing that the Ml-performance relationship is complex and is conditional over other characteristics of the organization, we examine the influence of Ml on organizational performance both directly and indirectly through performance management (PM). PM is an important organizational process characteristic arising from public management reform and in itself influences performance. We test our hypotheses using structural equation models with data from three sources in English local governments. The findings indicate that the impact of Ml on performance is not direct; it is mediated by PM. We also find that PM positively affects organizational performance. In conclusion, we discuss the implications of these findings for research and practice. Adapted from the source document.