IT Investment

Abstract— This Paper proposes a theoretical framework to evaluate IT Investments based on Composite IT Balanced Scorecard (IT BSC) which takes into consideration Behavioral Dimension represented by Unified Theory of Acceptance and Use of Technology (UTAUT). Clearly, the proposed framework extends the IT BSC to account for technology acceptance as a behavioral dimension along with other dimensions of IT BSC. Furthermore, UTAUT is updated with relevant variables and beliefs that are not considered by the theory, rather than inclusion of emerging trends proposed by other models and theories and subsequent studies (e.g. proposed framework take Attitude into consideration as a multi-dimension construct).
Contributions of this paper are not limited to theory development, it is extended to practice as well. Not only does the study examine the extent that decision makers account for Technology Acceptance in IT investment decisions in Egypt, but also it explores the extent that users accept IT based information systems in Egypt.
Results are in general so far consistent with what is proposed by theory and literature in the field. However, with regard to IT investment decisions in Egypt, results reflect lack of awareness of decision makers of Technology Acceptance in such decisions contexts.

Organizations expenditure on Information technology (IT) related investments continue to rise in the face of the fierce competition in the various marketplaces. Nevertheless, the problem of evaluating such investments remains a challenge to managers due to the inability of the evaluation techniques to accommodate the indirect costs associated with IT investments. This negatively affects the accuracy of the justification process

For the last decade or so, the biggest category of the IT investment has unarguably been Enterprise Resource Planning (ERP). Most of the bigger corporations in the developed countries have implemented ERP systems with an aim to achieving competitive edge in their respective business areas. Now that the top end of the ERP market has been saturated, the main interest has moved to non-commercial sectors such as universities and small and medium-sized enterprises (SMEs). These organisations have not been able to benefit directly from the ERP revolution because an ERP implementation requires huge resources and entails high risks.

This paper discusses the IT productivity paradox in the banking sector (US banking in particular) and the fundamental justifications for the continuing and expanding IT investment in the banking industry. Given the dramatic increase in IT investment in the banking industry despite the inconclusive evidence of IT productivity gains, this study explains why heavy investment in IT continues amidst conflicting evidence of positive returns. A set of three exogenous forces:(1) technological turbulence,(2) market turbulence, and (3) regulatory ...

In this paper the authors propose a link between the Benefits Dependency Network, from a Benefits Management approach, and a Strategy Map, from Balanced Scorecard, to improve the management of business benefits and to ensure that actions taken along the investment life-cycle lead to foreseen benefits realization. The goal of this integration is to build a framework that combines useful features of both methods. We sustain that they can be complementary. As a Strategy Map is committed with strategic alignment, communication and monitoring of strategy execution at all levels of an organization, a Benefits Dependency Network is aimed at explaining how benefits are going to be obtained through organizational change. Using the results of a case-study research, we explain how a Strategy Map can cross with the Benefits Dependency Network. The integrated contribution is meant to increase the investments effectiveness, giving to stakeholders the confidence on a clearer delivery path for their expected benefits.

Recently there have been many attempts to understand and measure the returns from information technology (IT) investments in public sector. Initially, most of the methodologies and models were based on traditional financial models. However, assessing the returns on government investments in IT poses important practical and research challenges. Scholars and practitioners that have embarked in IT assessment activities have encountered numerous difficulties which, to a large extent, remain as pending issues. Some examples include the intangibility of the benefits generated, the time at which benefits can be measured, and the cross-sectional nature of information technologies.

The primary purpose of this paper is to conduct a comparative analysis and describe the similarities and differences of different approaches, models and methodologies developed for evaluating ROI in public sector. Thus, the paper will be informed by an extensive review of the fragmented research and analyses of IT evaluation and different elements of IT evaluation in public sector.

Anecdotal evidence from U.S. manufacturers and literature from strategy and operations research suggest that industry competition may be driving firm contract manufacturing decisions. However, there is little empirical research regarding specific drivers of contract manufacturing, particularly the effect of supplier industry competition on the use of contract manufacturing in the focal industry and how this relationship may be conditioned and moderated by focal industry characteristics. Grounded in Porter's Five-Force Model and Value Chain Perspective, the current study purports to address this research gap through an empirical examination of a panel dataset on all U.S. manufacturing industries, collected from the U.S. Economic Census. Regression results show that contract manufacturing is positively associated with supplier industry competition and the association is further moderated by focal industry competition and IT investment.

Over the past four decades, information technology (IT) has had a profound e!ect on the US economy, resulting in a shift from a manufacturing to an information economy. This e!ect, however, has also produced what may be labeled the paradox of IT productivity. While the percentage of a "rm's budget spent on IT continues to increase, there is increasing evidence that "rms fail to obtain the bene"ts of these expenditures within the anticipated time frame. The reason for delays in obtaining the bene"ts is due to management's failure to strategically leverage the full potential of IT and their failure to overcome resistance to change. These problems are discussed in depth and solutions for them are suggested.

The electricity supply industry is highly capital-intensive, whose success depends critically upon the management of its investment. In most developing countries investment is poorly managed, poorly maintained, and often inadequate. Inadequate regulation or political control lead to low prices that undermine the finance of investment and give poor incentives for management and operation. The paper argues that regulation must be

While researchers have encouraged further examination on the causal links between Information Technology (IT) investments and a firm’s performance, results of empirical studies have been varied. This is to a certain extent due to the exclusion of IT-business partnership (also known as IT-business
strategic alignment). Indeed, strategic alignment has emerged as one of the most important concern facing business and IT executives all over the world (Raymond and Croteau, 2009, Johnson and Lederer, 2010). Therefore, the purpose of this paper is to provide a detailed literature review that both academics and practitioners can use in order to understand the resources required to realize the potential values of their
IT investments. This is achieved by providing a review of the IT and IT-business literature on a firm’s business performance. It is hoped that the article will spark helpful discussion on the merits of continuous examination of IT investments.

G rounded in the innovation diffusion literature and the resource-based theory, this paper develops an integrative research model for assessing the diffusion and consequence of e-business at the firm level. Unlike the typical focus on adoption as found in the literature, we focus on postadoption stages, that is, actual usage and value creation. The model thus moves beyond dichotomous "adoption versus nonadoption" and accounts for the "missing link"-actual usage-as a critical stage of value creation. The model links technological, organizational, and environmental factors to e-business use and value, based on which a series of hypotheses are developed. The theoretical model is tested by using structural equation modeling on a dataset of 624 firms across 10 countries in the retail industry. To probe deeper into whether e-business use and value are influenced by economic environments, two subsamples from developed and developing countries are compared. The study finds that technology competence, firm size, financial commitment, competitive pressure, and regulatory support are important antecedents of e-business use. In addition, the study finds that, while both front-end and back-end capabilities contribute to e-business value, back-end integration has a much stronger impact. While front-end functionalities are becoming commodities, e-businesses are more differentiated by back-end integration. This is consistent with the resource-based theory because back-end integration possesses the value-creating characteristics of resources (e.g., firm specific, difficult to imitate), which are strengthened by the Internet-enabled connectivity. Our study also adds an international dimension to the innovation diffusion literature, showing that careful attention must be paid to the economic and regulatory factors that may affect technology diffusion across different countries.

In this paper we introduce the Green IT Balanced Scorecard by incorporating an environmental aspect of technology into the scorecard measurement method. We conceptualized the Green IT balanced scorecard as "a nomological management tool to systematically align IT strategy with business strategy from an environmental sustainability perspective in order to achieve competitive advantage". The objectives of the Green IT balanced scorecard include the measurement of technology performance via the effective integration of environmental aspects, the investigation of both tangible and intangible assets of Green IT investment, the alignment of IT performance and business performance, and the transformation of the results into competitive advantage. This concept offers a new possibility for both practitioners and researchers to translate their sustainable business strategies into Green IT actions.

Anecdotal evidence from U.S. manufacturers and literature from strategy and operations research suggest that industry competition may be driving firm contract manufacturing decisions. However, there is little empirical research regarding specific drivers of contract manufacturing, particularly the effect of supplier industry competition on the use of contract manufacturing in the focal industry and how this relationship may be conditioned and moderated by focal industry characteristics. Grounded in Porter's Five-Force Model and Value Chain Perspective, the current study purports to address this research gap through an empirical examination of a panel dataset on all U.S. manufacturing industries, collected from the U.S. Economic Census. Regression results show that contract manufacturing is positively associated with supplier industry competition and the association is further moderated by focal industry competition and IT investment.

In recent years, concerns about the sustainability and social responsibility (CSR) of businesses have become an increasingly high profile issue in many countries and industries, none more so than the mining industry. For mining, one outcome of the CSR agenda is the increasing need for individual companies to justify their existence and document their performance through the disclosure of social and environmental information. This paper explores recent trends in the reporting of such impacts and issues in the global mining industry. It offers a detailed review of the development of the media of social and environmental disclosure in the mining industry, and of the factors that drive the development of such disclosure. A temporal analysis of the recent trends in disclosure using a case study of the world's 10 largest mining companies is presented. Whilst there is evidence of increasing sophistication in the development of social and environmental disclosure, there is considerable variation in the maturity of reporting content and styles of these companies. The paper offers a simple classification of reporting companies, from 'leaders' to 'laggards'. Stronger leadership and co-operation from the top reporting companies is necessary to support the laggards of the industry.

Nowadays the investments made by the health system to get better organizational performance are crucial and difficult to perform. So, it´s more and more important that the business-cases underline not only the short-term objectives, but also the long-term benefits that promotes good services for organizations and their users. The main objective of our research is to study how organizational maturity, enhanced by investments on information systems and technology (IS/IT) and project management best practices, leads to successful projects in health system organizations. The rational of our model is that organizational maturity has a positive effect on projects success, and that this success is also positively mediated by project management practices. We emphasize that the combination of a maturity model and a project management approach can increase the effectiveness of projects. Besides, it can also improve confidence that the results of investments meet the stakeholder's expectations, by collecting benefits and allowing a perceived value for the organizations.

Purpose -This paper aims to propose a conceptual framework that illustrates how information technology (IT) applications may lead to competitive advantage in hotel companies. Design/methodology/approach -The paper is written based on a synthesis of previous literature in this area. Findings -Multiple areas need to be carefully evaluated in developing and implementing IT projects so that they can lead to competitive advantage in hotel companies. There are four closely related areas when analyzing IT decisions in hotels, which include coherence between the business strategy and IT decision, types of IT applications, intended benefits of IT decisions, and decision-making style. Technology sophistication, management skills, and integration of resources are key issues when implementing IT decisions. Investments into IT applications in hotel companies can lead to superior IT competencies and IT capabilities, which can subsequently result in lower cost, agility, innovation, added value for customers, and better customer service. However, not all IT investments may result in positive outcomes or their sustainability may be short lived. In addition, there can be a lag time between making IT investment decisions and seeing their intended outcomes. Practical implications -There are multiple areas and issues that need to be considered in making and implementing IT investment decisions if they are to contribute to the company's competitive advantage. Hotel companies need to be selective in their IT investment decisions and look at each IT investment from the strategic management perspective. Originality/value -This is one of the first articles in the hospitality field that offers a theoretical framework on how IT applications can lead to competitive advantage in hotels. It also offers numerous theoretical and practical implications. Therefore, this paper should help hotel executives and researchers in evaluating IT projects in hotel companies.

We are living in a period of enormous technological transformations and the organizations face new opportunities that the systems and information technology (IS/IT) implementations provide with the hope that these investments will help to increase productivity and business prosperity, meanwhile, several studies performed in public and private sectors have proven that the investments done in IS/IT have not brought the expected benefits. Some authors argue that the result of the studies that related investments in IS/IT and the increasing performance of the organizations in the last thirty years were far from true. In this paper the authors propose a link between the Benefits Dependency Network, from a Benefits Management approach, and a Strategy Map, from Balanced Scorecard, to improve the management of business benefits and to ensure that actions taken along the investment life-cycle lead to foreseen benefits realization. The goal of this integration is to build a framework that combines useful features of both methods. We sustain that they can be complementary. As a Strategy Map is committed with strategic alignment, communication and monitoring of strategy execution at all levels of an organization, a Benefits Dependency Network is aimed at explaining how benefits are going to be obtained through organizational change. Using the results of a case-study research, we explain how a Strategy Map can cross with the Benefits Dependency Network. The integrated contribution is meant to increase the investments effectiveness, giving to stakeholders the confidence on a clearer delivery path for their expected benefits.

This paper focuses on the comparison of corporate social responsibility in mining industry. It compares specific territorial areas of two different countries – one of them country that could be called as semi-periphery or even core country and the second one a periphery country. The first one is Czech Republic (Northern Bohemia area) and the second one is Zambia (Copperbelt area). CSR activities in Copperbelt have played primarily an ameliorative role in the context of significant social disruption and uncertainty in the wake of privatization. Some experts say there are still important gaps between mining companies’ CSR activities, on the one hand, and accountability and fairness, on the other. The CSR concept is relatively new in the Czech Republic – but more and more discussed and interesting for many firms. The Czech company “Severočeské doly” was one of the finalists of the national round of the competition “The European Corporate (Social) Responsibility Award” in 2007. The aim ...

Strategic alignment is a topic which has received considerable attention over the last decades. There are many reasons why organisations have performed strategic alignment, but perhaps the most critical one is that it can help them improve performance and competitive advantage in the organisations when properly applied. Managers should be capable of interpreting the external business environment in order to capitalise the opportunities, and deal with threats. The Balanced Scorecard approach (BSC) recognises the rise of intangible assets in value creation strategies and the limitations of traditional financial measurements for this type of assets. Balanced Scorecard translates an organisation’s mission and strategy into a comprehensive set of performance measures by providing a framework for the strategic alignment between an organisation’s strategy and its business units. BSC uses a balanced mix of financial and non-financial measures to evaluate performance through four perspectives, based on a cause-and-effect logic. This paper highlights the importance of adopting this type of frameworks in line with the organisation’s strategic alignment and its focus on implementing its mission and strategic objectives at all organisation levels.

This study examines the price performance of initial public offerings (IPOs) in the Cyprus Stock Exchange during the period 1999-2002. It investigates the difference between the IPOs listing price and their equilibrium market price through studying a sample of 75 new listed companies. Specifically, it examines the differences between the listing price of IPOs and their equilibrium market prices at the end of the first day, sixth, twelfth, twenty-fourth and thirty-sixth month. From the derived results it is evident that Cypriot IPOs have extremely large positive initial returns, especially on the end of the first trading day. Long term results, not taking into account the first day returns, are much lower and sometime even negative. Both these trends are in agreement with the outcomes of international empirical studies.

An important element of IT governance is the provision of robust IT capability. The concept of process capability maturity provides a useful methodology for the measurement and analysis of the state of IT capability. The COBIT IT Governance framework provides both a measurement methodology and IT process structure that provides a foundation for the measurement of process capability maturity across the lifecycle of IT investment. This study reports the results of a large-scale field study of process maturity in 51 organizations in eight developed and developing countries.

Many organizations today need to deliver more complex products and services in a better, faster, and cheaper way. The business problems that some companies address require enterprise-wide solutions that call for an integrated approach and an effective management of organizational resources to achieve business objectives with an acceptable level of risk. A maturity model is a process improvement approach that provides organizations with the essential elements of effective change. It can be used to guide process improvement across a project, a division, or an entire organization. Maturity models help integrate traditionally separate organizational functions, set process improvement goals and priorities, provide guidance for quality processes, and provide benchmark for appraising current processes outcomes. The benefits management approach emerges as a complement to traditional management practices and proposes a continuous mapping of benefits, implementing and monitoring intermediate results. Benefits management reinforces the distinction between project results and business benefits. Based on a case study the authors show how a set of business objectives can be obtained from identifying, structuring and monitoring business benefits, supported by information technology enablers and organizational transformations, and as a result of a certain maturity level. The authors also state that the main focus of an investment success lies not only in technology implementation, but mainly in changes in organizational performance and business efficiency by means of improved processes and modifications in the way the work is done. We emphasize that the integration between a Maturity Model and a Benefits Management approach can increase the effectiveness of projects, programs or portfolios outcomes. Besides, this linkage can also improve decision-makers confidence that the investments done match the desired maturity stages and will then, with more probability, collect more value for businesses.

Normalmente, los métodos de medición del valor que las inversiones de sistemas de información y tecnologías de información tienen para el negocio, están orientados hacia las grandes empresas. Las pequeñas y medianas empresas muchas veces no tienen una metodología formal para hacer este tipo de evaluaciones. Sin embargo, no se puede descartar que existen procedimientos o métodos informales para hacerlo. Pero, ¿Qué tan complicado puede ser este proceso de medición de valor? ¿Cómo saber cuál es el beneficio claro de la inversión en SI/TI?  El MFCV (Método del Flujo Crítico de Valor) se nutre de la arquitectura empresarial porque una vez que identifica y define las relaciones entre los objetos de las diferentes dimensiones, procede a describir dichas relaciones de una forma que permite su cuantificación. Dado que el valor fluye a lo largo de estas relaciones, es necesario cuantificarlo para saber el impacto desde una inversión en TI hasta los indicadores de negocio de una organización. Una buena descripción de la arquitectura seguramente desembocará en una buena implementación física de la instancia deseada. Es decir, el resultado es la alineación entre lo deseado y lo construido.

We are living in a period of enormous technological transformations and the organisations face new opportunities that the IS/IT implementations provide with the hope that these investments will help to increase productivity and business prosperity, meanwhile, several studies performed in public and private sectors have proven that the investments done in IS/IT  have not brought the expected benefits.
As competition due to globalization increases – it is ever more important that an organisation performs to its best capabilities.
The increase of the interest in benefits realization has coincided with the increasing use and complexity of the IS/IT.
Some authors argue that the result of the studies that related investments in IS/IT and the increasing performance of the organisations in the last thirty years were far from true. However, others say that the amount spent in IS/IT and the business success has no direct connection.
One of the crucial aspects of the IS/IT investments management is that once all the investments costs are mapped, the identification of the potential benefits and the guarantee that these benefits will be achieved
The difficulties of the benefits identification, namely, the intangible benefits, which cause the traditional financial methods, not to work properly.  As a consequence, the organisations should implement correct benefit management methods.

This paper develops and tests a model to examine the effects of information technology (IT) in the US banking industry. It is believed that IT can improve bank’s performance in two ways: IT can reduce operational cost (cost effect), and facilitate transactions among customers within the same network (network effect). The empirical studies, however, have shown inconsistency on this hypothesis; some agree with the Solow Paradox, some are against. Since most empirical studies have adopted the production function approach, it is difficult to identify which effect has dominated, hence the reasons attributed have been the difference in econometric methodology and measurement. This paper attempts to explain the inconsistency by stressing the heterogeneity in banking services; in a differentiated model with network effects, we characterize the conditions to identify these two effects and the conditions for the two seemingly positive effects to turn negative in the equilibrium. The results a...

a b s t r a c t E-service quality is crucial for differentiating e-commerce offers and gaining competitive advantage. Eservice quality risk is the risk that a firm's e-service quality will drop, or improve, relative to competitors. There is evidence that benchmark ratings of e-service quality that are published regularly by third-parties can impact the market value of rated firms. Firms therefore continue investing in IT-related determinants of e-service quality. However, they do so without knowing: (1) the cost or return associated with a unit relative deterioration, or improvement in e-service quality ratings, and (2) how this cost or return may vary across firms. To answer these questions, we adapt a well-established financial risk pricing approach for the case of pricing a single idiosyncratic IT investment risk, where an event study is used to generate the market data needed to price risk . We then apply the approach with Keynote's biannual e-service quality ratings for firms in six financial services sectors. We find that firms' sensitivity to e-service quality risk depends primarily on the sector to which they belong, and also on their size and growth potential. Our results suggest a cap on the amount that different firms ought to spend to achieve a unit improvement in relative e-service quality ratings. The risk pricing approach presented can be applied for other important IT investment risks, and the risk pricing information it yields may open up new ways to approach fundamental IT investment problems.

Enterprise Resource Planning (ERP) systems are among the largest information technology (IT) investments made by firms. Such systems are diffusing rapidly in the Nordic-Baltic region of Europe. While studies discuss the diffusion of ERP in the region, few studies discuss ...

H ow are business schools thinking about developing leaders for the emerging digital economy? Is there a set of core principles we can apply to thinking about the enabling potential of information technologies and their consequences for business and society? We present a business-centric framework and a technologycentric framework that together form a blueprint for answering these questions. The business-centric framework articulates three compelling reasons why information technology (IT) matters in business: (1) IT continually transform industry and society, (2) executive decisions about IT investments, governance, and strategy are critical to organizational success, and (3) deriving value from increasingly available data trails defines effective decision making in the digital economy. However, our conversations with the leadership of 45 business schools and our subsequent data indicate that business schools are challenged by effectively training future executives to think about these reasons and act on them as part of a forward-looking program of business education that is grounded in stable concepts. In response, the technology-centric framework provides a set of grounding concepts and stable principles about IT that have emerged over the last four decades, and leads to a natural set of consequences that can inform thinking about IT in business. We illustrate how these complementary frameworks-business and technology-can be combined to frame an educational program by outlining a set of key questions, by placing these questions in the context suggested by our frameworks, and by providing guidelines toward answering them. These questions also define a natural path for future research about IT in business and society that will lead to stronger intellectual foundations for the field and define future education that is better grounded in concepts and theories that emerge from academic research.

E-business environments pose unique challenges to the measurement of information technology payoff. In this paper we discuss some of those challenges as stemming from issues such as the productivity paradox, level of measurement, choice of metrics and the process of measurement. Further, we discuss those characteristics that make investments in E-business environment different from other types of IT investment. In doing so, we draw upon the contribution of the papers in this special issue of Information Systems Frontiers and conclude with our proposal for areas where further research needs to be conducted.

Cost is perceived as a primary barrier to adoption across the three industries. However, retail and travel place relatively more importance on organisational and strategic barriers to adoption than do financial services organisations. The financial services industry, by contrast, views barriers to DBM deployment as, generally, technical in nature. We infer that such a view indicates that the future deployment of more sophisticated, strategically orientated, DBM systems within the financial services industry will be impeded. Within the retail and travel industries, use of increasingly sophisticated systems was found to be linked to an increasing recognition of the importance of a variety of organisational and strategic barriers, and in particular the existence of a database marketing strategy. We infer that the implementation of DBM in both retail and travel industries is driven by strategic issues and, as such, organisations in these industries are generally more likely to gain competitive advantage from their IT investment than organisations in the financial services industry.

The case-study focuses on the strategies adopted by the Natuzzi Group, world leader of the upholstered furniture sector, located in the Bari-Matera district (Southern Italy), to face increasing global competition and on their effects. In particular we consider the modes and determinants of productive internationalisation, carried out since 2000 by Natuzzi in China, Brazil and Romania to produce middle-low end products. By improving the competitiveness of the price-sensitive segment, the strategy contributed to the successful expansion of the Group until 2002. However, high range products, manufactured in Italy, record decreasing sales especially on the US market, despite the company's efforts in R&D and marketing and its investments in information technology. Moreover, due to Natuzzi's considerable weight in the district, the Group's performance impacts on the network of subcontracting firms, where a restructuring process is underway, raising questions about the evolution of the district.

Studi kasus: E-Daycare, Investasi Bisnis Daycare Berbasis IT Noor Afies Prasetyo NIM. 23214076 Magister Teknik Elektro opsi Chief Information Officer Sekolah Teknik Elektro dan Informatika ITB [email protected] 1. Manajemen Investasi IT a. Konsep Manajemen Secara Umum Dalam [1] manajemen diartikan sebagai proses perencanaan, pengorganisasian, koordinasi, pengendalian sumber daya untuk mencapai sasaran secara efektif dan efisien. Efektif berarti bahwa tujuan dapat dicapai sesuai dengan perencanaan, sementara efisien berarti tugas yang ada dilaksanakan secara benar, terorganisir, dan tepat waktu. Dari definisi ini, dapat dilihat bahwa terdapat tiga komponen dalam manajemen, yaitu: a. Fungsi manajemen. Dalam definisi [1], dapat dilihat bahwa fungsi manajemen terdiri dari perencanaan (planning), pengorganisasian (organizing), koordinasi (coordinating), dan pengendalian (controlling). b. Sumber daya, sebagai obyek yang diatur oleh manajemen. Manajemen mengatur beberapa hal yang kemudian disebut dengan unsur-unsur manajemen atau sarana manajemen. Menurut [2], terdapat enam unsur yang diatur oleh manajemen, yaitu Man (Sumber daya manusia), material, mesin, metode, uang, dan pemasaran. c. Tujuan pelaksanaan manajemen, yaitu untuk mencapai sasaran organisasi secara efektif dan efisien. Terkait dengan tujuan manajemen, menurut [3], terdapat tiga tugas dari manajemen yang disebut sebagai dimensi manajemen, yaitu: i. Memikirkan dan mendefinisikan tujuan dan misi tertentu suatu institusi. ii. Membuat aktivitas bekerja menjadi produktif dan para pekerja yang menghasilkan sesuatu. iii. Mengelola akibat sosial dan tanggungjawab sosial. b. Manajemen IT Pembahasan mengenai manajemen investasi IT tidak terlepas dari objek investasi, yaitu IT itu sendiri. IT juga merupakan unsur yang harus dikelola oleh suatu organisasi. Oleh karena itu dikenal istilah manajemen IT. Secara sederhana, IT dapat kita definisikan sebagai umbrella terms yang mencakup beragam pemanfaatan komputer oleh organisasi untuk mengelola sumber daya informasi yang mereka miliki [4]. IT dapat dikatakan sebagai kakas manajemen (management tools). Pemanfaaatan IT memungkinkan organisasi melakukan pengelolaan sumber daya informasi yang mereka miliki secara efektif dan efisien. Dalam IT sendiri terdapat beberapa komponen meliputi: a. Perangkat Keras (Hardware) b. Perangkat Lunak (Software). Dalam [5], komponen software dibagi menjadi dua, yaitu aplikasi dan sistem. c. Manusia (Brainware)

An evaluation framework is proposed reflecting the content, context, process (CCP) perspective developed from existing IS literature. Evaluation is guided by addressing the questions: why is the evaluation is being done? What is being evaluated? Who affects the evaluation? When is the evaluation taking place? And how is the evaluation to be carried out? The framework reflects the identified need for more holistic processes for evaluating information systems and explains the role of interpretive methodologies in identifying the complex interplay of issues. The framework reflects the social, political and cultural factors that influence the economic benefits and emphasises the need for an integrated approach to evaluation.

While many studies have shown positive and significant relationships between IT investments and firm productivity or performance, the question of causality remains: do higher IT investments contribute to better performance or does better performance lead to higher IT investments? In this study, we examine the issue of IT investment impact on productivity using Granger causality model with industry level data over a 30-yr period. Our results suggest that a causal relationship exists between IT investments and productivity at the industry level. IT investments contribute to productivity growth in most of the industries in our sample. In addition, we find a feedback relationship from productivity to IT investments, as suggested by some studies. We postulate that the impact of IT investments on productivity is moderated by the interaction of product information intensity and value-chain information intensity.