企业信息技术投资与研发流程绩效的关系研究
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摘要
近二十年来,国内制造业企业在ERP/CRM/CAD/PDM等IT项目上投资巨大,以期获得更好的企业绩效。不管怎样,部分企业的IT投资取得的效果并不理想,CIO、企业经理人都希望了解信息技术创造价值的机理何在?IT投资获得成功的因素有哪些?
本研究的主要目的是,检验IT投资与业务流程绩效、企业绩效的关系,探求IT创造企业绩效的机理。研究的主要任务是,探索IT资源应该如何组织和管理才能形成企业绩效,以及IT投资“为什么”以及“是怎样”对企业绩效产生影响的。
本文的研究方法与基于业务流程视角的IT价值研究方法一致,坚持IT对企业层面的绩效影响主要通过中间层变量(业务流程绩效)实现。但是,本文扩展了这种研究思路,即知识管理能力在IT与业务流程绩效之间起了重要调节作用。与以往研究假定IT对企业绩效有直接影响不同,本文根据企业资源理论和资源互补性的思想,提出了IT资源能否创造价值取决于企业资源的配置方式。研究的基本假设为,企业绩效由不同业务流程绩效综合形成,业务流程绩效取决于IT资源和能力对知识管理能力的支持程度。
本研究分别以CRM和CAD/CAPP/PDM为例,对两类信息技术投资是如何影响企业利润变化和竞争优势的原因进行了分析。在此理论分析的基础上,结合文献综述的结论,提出了信息技术价值形成的过程框架。该框架模型包含IT技术架构、互补性人力资源和关系资源、IT能力、知识管理能力、业务流程绩效以及企业绩效七个构面。
在实证研究部分,本研究理论模型以信息技术价值创造过程框架为基础,重点以研发业务流程为研究对象,形成了实证研究的理论模型,并参考以往相关文献,结合我国制造业企业信息化案例,提出了理论模型的相关假设。通过对152家制造业企业的调查数据分析,实证结果表明:业务流程绩效取决于知识管理能力,知识管理能力取决于IT能力的支持,IT能力取决于IT技术架构、互补性人力资源和关系资源的影响。
本研究引入了知识管理能力作为信息技术与业务流程绩效之间的关键中间变量,超越了仅仅聚焦于信息技术相关因素的研究范围,实证研究了IT资源、IT能力和知识管理能力对业务流程绩效的影响,这有助于今后对信息技术价值形成机理进行进一步研究。
本研究将企业资源理论和战略理论结合,提出了IT创造企业绩效的新模型,推进理论发展的新尝试;将企业资源理论应用到业务流程层面,拓宽了理论的应用面。探索了具体的某类IT投资在什么层面创造价值,如何为我国制造业企业创造价值。为我国制造业企业进行信息技术投资明确了价值定位,指明了IT为企业创造相对绩效的前提,需要具备哪些方面的条件,为我国制造业企业的IT战略规划提供了借鉴。
Recent years,a larger number of Chinese manufacturing plants pour money into information technology(IT) project(e.g.,ERP,CRM,CAD,PDM) in pursuit of better performance,the impact of this technology,however,is not that obvious.Business and IT executives continue to struggle with a host of complex issues involved in determining payoffs from IT investments.
The main purpose of this paper is to develop the theoretical links and empirically examine the association between IT and firm performance,and our study to answer management's questions:How should IT resources of the firm be organized and managed to enhance the process performance? Why and how could IT investment impact on process or firm performance?
The approach is consistent with the process perspective to the question of IT business value,suggesting that enterprise level impact of IT can be measured only through their intermediate(i.e.,process) level contributions,but we extend this approach.A basic premise of this paper is that the knowledge management(KM) capability could be a critical mediator between IT capability and process performance.In contrast to past studies that have implicitly assumed that information technology could have direct effects on firm performance,this study draws from the resource complementarity arguments and posits that it is the targeted use of information technology resources that is likely to be rent-yielding.A basic premise is that a business process's performance can be explained by how effective the firm is in using specific information technology to support and enhance knowledge management capability.
We develop the theoretical underpinning of this premise and propose a model that inter-relates IT resources,IT capability,KM capability,process and firm performance.The model is empirically tested using data collected from 152 firms in China.The results indicate that an organization's KM capability is dependent on IT capabilities,which,in turn,are dependent on the nature of human,IT infrastructure,and relationship resources. Survey results also suggest that variation in business process performance is explained by KM capability,and provides strong support for the research model.
This study contributes to the IT literature by introducing KM capability as a critical mediator between IT capabilities and process performance,it goes beyond the singular focus on IT investments and empirically examines the differential effects of IT resources, IT capabilities and KM capabilities on relative process performance,this study improves our understanding of the true business value of IT.
This study has also limitations.On the one hand,we did not include control variables in this study.In fact,firm size might influence process performance.On another hand,the empirical analysis was conducted in the context of one specific process in the manufacturing industry;thus,the generalizability of the results may be limited.The study raises a number of other important questions as well for future research.For example,how is it that some firms are able to develop KM capability,while other firms are apparently unable to develop this capability? Additional research is needed to explore how KM capability can be developed and nurtured.In addition,we also believe that role IT in organizational knowledge management ought to receive considerable scholarly attention and become a focal point of inquiry.
本研究的主要目的是,检验IT投资与业务流程绩效、企业绩效的关系,探求IT创造企业绩效的机理。研究的主要任务是,探索IT资源应该如何组织和管理才能形成企业绩效,以及IT投资“为什么”以及“是怎样”对企业绩效产生影响的。
本文的研究方法与基于业务流程视角的IT价值研究方法一致,坚持IT对企业层面的绩效影响主要通过中间层变量(业务流程绩效)实现。但是,本文扩展了这种研究思路,即知识管理能力在IT与业务流程绩效之间起了重要调节作用。与以往研究假定IT对企业绩效有直接影响不同,本文根据企业资源理论和资源互补性的思想,提出了IT资源能否创造价值取决于企业资源的配置方式。研究的基本假设为,企业绩效由不同业务流程绩效综合形成,业务流程绩效取决于IT资源和能力对知识管理能力的支持程度。
本研究分别以CRM和CAD/CAPP/PDM为例,对两类信息技术投资是如何影响企业利润变化和竞争优势的原因进行了分析。在此理论分析的基础上,结合文献综述的结论,提出了信息技术价值形成的过程框架。该框架模型包含IT技术架构、互补性人力资源和关系资源、IT能力、知识管理能力、业务流程绩效以及企业绩效七个构面。
在实证研究部分,本研究理论模型以信息技术价值创造过程框架为基础,重点以研发业务流程为研究对象,形成了实证研究的理论模型,并参考以往相关文献,结合我国制造业企业信息化案例,提出了理论模型的相关假设。通过对152家制造业企业的调查数据分析,实证结果表明:业务流程绩效取决于知识管理能力,知识管理能力取决于IT能力的支持,IT能力取决于IT技术架构、互补性人力资源和关系资源的影响。
本研究引入了知识管理能力作为信息技术与业务流程绩效之间的关键中间变量,超越了仅仅聚焦于信息技术相关因素的研究范围,实证研究了IT资源、IT能力和知识管理能力对业务流程绩效的影响,这有助于今后对信息技术价值形成机理进行进一步研究。
本研究将企业资源理论和战略理论结合,提出了IT创造企业绩效的新模型,推进理论发展的新尝试;将企业资源理论应用到业务流程层面,拓宽了理论的应用面。探索了具体的某类IT投资在什么层面创造价值,如何为我国制造业企业创造价值。为我国制造业企业进行信息技术投资明确了价值定位,指明了IT为企业创造相对绩效的前提,需要具备哪些方面的条件,为我国制造业企业的IT战略规划提供了借鉴。
Recent years,a larger number of Chinese manufacturing plants pour money into information technology(IT) project(e.g.,ERP,CRM,CAD,PDM) in pursuit of better performance,the impact of this technology,however,is not that obvious.Business and IT executives continue to struggle with a host of complex issues involved in determining payoffs from IT investments.
The main purpose of this paper is to develop the theoretical links and empirically examine the association between IT and firm performance,and our study to answer management's questions:How should IT resources of the firm be organized and managed to enhance the process performance? Why and how could IT investment impact on process or firm performance?
The approach is consistent with the process perspective to the question of IT business value,suggesting that enterprise level impact of IT can be measured only through their intermediate(i.e.,process) level contributions,but we extend this approach.A basic premise of this paper is that the knowledge management(KM) capability could be a critical mediator between IT capability and process performance.In contrast to past studies that have implicitly assumed that information technology could have direct effects on firm performance,this study draws from the resource complementarity arguments and posits that it is the targeted use of information technology resources that is likely to be rent-yielding.A basic premise is that a business process's performance can be explained by how effective the firm is in using specific information technology to support and enhance knowledge management capability.
We develop the theoretical underpinning of this premise and propose a model that inter-relates IT resources,IT capability,KM capability,process and firm performance.The model is empirically tested using data collected from 152 firms in China.The results indicate that an organization's KM capability is dependent on IT capabilities,which,in turn,are dependent on the nature of human,IT infrastructure,and relationship resources. Survey results also suggest that variation in business process performance is explained by KM capability,and provides strong support for the research model.
This study contributes to the IT literature by introducing KM capability as a critical mediator between IT capabilities and process performance,it goes beyond the singular focus on IT investments and empirically examines the differential effects of IT resources, IT capabilities and KM capabilities on relative process performance,this study improves our understanding of the true business value of IT.
This study has also limitations.On the one hand,we did not include control variables in this study.In fact,firm size might influence process performance.On another hand,the empirical analysis was conducted in the context of one specific process in the manufacturing industry;thus,the generalizability of the results may be limited.The study raises a number of other important questions as well for future research.For example,how is it that some firms are able to develop KM capability,while other firms are apparently unable to develop this capability? Additional research is needed to explore how KM capability can be developed and nurtured.In addition,we also believe that role IT in organizational knowledge management ought to receive considerable scholarly attention and become a focal point of inquiry.
引文
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