Suchergebnisse

Gutes Personal zu finden, ist schwer – und wenn die vakante Stelle nach längerer Suche endlich besetzt ist, sollten die Stelleninhaber möglichst lange bleiben. Doch leider führen verschiedene "Sünden" dazu, die Stelleninhaber eher zu "entbinden" anstatt sie zu halten. Ist man sich dessen bewusst, kann man aktiv dagegen steuern.

PurposeIdentifying the benefits arising from implementations of enterprise systems and realizing business value remains a significant challenge for both research and industry. This paper aims to consolidate previous work. It presents a framework for investigating enterprise systems benefits and business change, which addresses the identified limitations of previous research and provides a more detailed analysis of benefits and their contextual variation.Design/methodology/approachDrawing on data gathered from 31 real‐world organizations (case studies) of differing size, maturity, and industry sector, the study adopts an iterative content analysis to empirically derive a comprehensive benefits framework.FindingsThe content analysis provides a detailed classification of expectations and benefits, which is described in a four‐level framework. The four levels (areas) are further subdivided into aspects and criteria plus an attributed appraisal value. The resulting scheme for the "three‐level benefit codes" provides a greater level of detail about the nature of expected and realized benefits.Practical implicationsThe high level of detail and the code scheme comprising 60 different codes and the method for deriving the codes allows companies to identify and define benefits as well as to assess the outcome of enterprise systems implementation projects.Originality/valueThe paper empirically develops an applicable benefits framework, which addresses the lack of detail of previous frameworks.

Developing and sustaining a competitive advantage from the use of information technology is a topic of concern for information systems research. Mata et al. (1995) present a model that is founded on the resource-based view of the firm. The model is used to discuss factors that lead to competitive advantage in e-commerce companies. This paper explores factors that enable sustainable competitive advantages in B2C retailing. The analysis is based on a single in-depth case study of an Internet pioneer company (LeShop), which was observed by the authors since its inception more than 10 years ago. The research data stems from a series of interviews with managers at LeShop as well as two case studies about the company from two different points in time (2000 and 2009). LeShop is an online pioneer, which began selling groceries on the Internet in Switzerland in April 1998. After a turbulent few years, LeShop is now one of the few successful e-commerce suppliers in the supermarket segment worldwide. The discussion includes an analysis of further critical resources of the company from a resource-based view.