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A path analytic study of the effect of top management support for information systems performance

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  • Ragu-Nathan, Bhanu S.
  • Apigian, Charles H.
  • Ragu-Nathan, T. S.
  • Tu, Qiang

Abstract

Information systems (IS) have become a vital component of an organization's competitive practices. Organizations have tried to differentiate themselves based on their use and adaptation of new information technology. Top management support (TMS) is a significant factor in influencing the effectiveness of the IS function in an organization. The literature has conceptually supported this notion, but empirical evidence has been sparse. This paper develops a two-tiered framework for studying the relationship between top management support, the IS function, and IS performance. This conceptual model was empirically tested using structural equation modeling based on data collected through a survey instrument. The results support the direct and indirect relationships depicted in the model between top management support and IS performance.

Suggested Citation

  • Ragu-Nathan, Bhanu S. & Apigian, Charles H. & Ragu-Nathan, T. S. & Tu, Qiang, 2004. "A path analytic study of the effect of top management support for information systems performance," Omega, Elsevier, vol. 32(6), pages 459-471, December.
  • Handle: RePEc:eee:jomega:v:32:y:2004:i:6:p:459-471
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    References listed on IDEAS

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    1. Raghunathan, Bhanu & Raghunathan, TS & Tu, Qiang, 1998. "An Empirical Analysis of the Organizational Commitment of Information Systems Executives," Omega, Elsevier, vol. 26(5), pages 569-580, October.
    2. Phillip Ein-Dor & Eli Segev, 1978. "Organizational Context and the Success of Management Information Systems," Management Science, INFORMS, vol. 24(10), pages 1064-1077, June.
    3. Phillip Ein-Dor & Eli Segev, 1978. "Strategic Planning for Management Information Systems," Management Science, INFORMS, vol. 24(15), pages 1631-1641, November.
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    Cited by:

    1. repec:spr:rvmgts:v:11:y:2017:i:3:d:10.1007_s11846-016-0196-x is not listed on IDEAS
    2. Lin, Ching-Torng & Wu, Wen-Jui & Cheng, Li-Min, 2015. "Towards understanding integration of heavyweight-product managers and collaboration software in collaborative product development: An empirical study in Taiwan," Technological Forecasting and Social Change, Elsevier, vol. 99(C), pages 156-167.
    3. Tanut Waroonkun & Rodney Stewart, 2008. "Modeling the international technology transfer process in construction projects: evidence from Thailand," The Journal of Technology Transfer, Springer, vol. 33(6), pages 667-687, December.
    4. repec:gam:jsusta:v:10:y:2018:i:3:p:673-:d:134277 is not listed on IDEAS
    5. Vardhini Rajagopal & Lata Dyaram & Venkat Ram Reddy Ganuthula, 2016. "Stakeholder salience and CSR in Indian context," DECISION: Official Journal of the Indian Institute of Management Calcutta, Springer;Indian Institute of Management Calcutta, vol. 43(4), pages 351-363, December.
    6. Hermano, Víctor & Martín-Cruz, Natalia, 2016. "The role of top management involvement in firms performing projects: A dynamic capabilities approach," Journal of Business Research, Elsevier, vol. 69(9), pages 3447-3458.
    7. Lin, Hsiu-Fen, 2014. "Understanding the determinants of electronic supply chain management system adoption: Using the technology–organization–environment framework," Technological Forecasting and Social Change, Elsevier, vol. 86(C), pages 80-92.

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