Organizational Culture, Information Technology Capability, and Performance: The Case of Born Global Firms

2007 ◽  
Vol 15 (3) ◽  
pp. 43-78 ◽  
Author(s):  
Man Zhang ◽  
Patriya S. Tansuhaj
Keyword(s):  
Information Technology ◽  
Organizational Culture ◽  
Born Global ◽  
Technology Capability ◽  
And Performance ◽  
Information Technology Capability ◽  
Born Global Firms

scholarly journals Information Technology Capability and Performance of Selected Oil and Gas Marketing Companies in Lagos State, Nigeria: The Moderating Role of Organizational Culture

2020 ◽  
Vol 15 (3) ◽  
pp. 37
Author(s):  
Arokodare M. A. ◽  
Asikhia O. U. ◽  
Makinde G. O.
Keyword(s):  
Information Technology ◽  
Market Share ◽  
Business Models ◽  
Oil And Gas ◽  
Organisational Culture ◽  
Lagos State ◽  
Technology Capability ◽  
And Performance ◽  
Information Technology Capability ◽  
The Relationship

Globally, oil and gas marketing companies are in a continuous competitive environment and dilemma of maintaining larger market share among competitors in the oil and gas industry. Most business managers in the oil and gas marketing industry in Nigeria find it difficult in constantly achieving increase in performance in terms of market share due to organisational culture rigidity and poor adoption of information technology capability among oil and gas marketing companies. Hence, this study investigated the relationship between information technology capability and market share as well as the moderating effect of organisational culture on the relationship between information technology capability and performance of oil and gas marketing companies in Lagos State, Nigeria. The study employed survey research design. The target population comprised 515 oil and gas marketing and retail outlets operating in Lagos State, Nigeria. A total enumeration technique was adopted. Findings revealed that there is a significant and positive relationship between information technology capability and market share and also organisational culture significantly moderate the relationship between information technology capability and market share of oil and gas marketing companies in Lagos State, Nigeria. The study concludes that there is relationship between information technology capability and market share. Also, organisational culture moderates the relationship between information technology capability and market share. It is recommended that oil and gas marketing companies should evolve dynamic business models that will enhance adoption of information technology capability and organisational culture flexibility in order to achieve the advantage of larger market share.

“Knowledge management practices” as moderator in the relationship between organizational culture and performance in information technology companies in India

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Timothy Shea ◽  
Syed Aktharsha Usman ◽  
Sengottuvel Arivalagan ◽  
Satyanarayana Parayitam
Keyword(s):  
Information Technology ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Self Report ◽  
Content Type ◽  
And Performance ◽  
Information Technology Companies ◽  
The Relationship

Purpose The purpose of this study is to empirically examine knowledge management (KM) practices as a moderator in the relationship between organizational culture and performance. The effect of four types of organizational culture on organizational performance was studied. In addition to direct effects, most importantly, KM practices as a moderator in strengthening the culture-performance relationship were empirically examined. Design/methodology/approach A carefully crafted survey instrument was distributed and data was collected from 1,255 respondents from 10 information technology companies in India. After checking the psychometric properties of the instrument, this paper performs hierarchical regression to test hypotheses. Findings The results reveal that: cooperative culture, innovative culture, consistent culture and effectiveness culture were all positively and significantly related to organizational performance; KM practices were positively and significantly related to organizational performance, KM practices moderate the relationship between various dimensions of organizational culture and organizational performance. Research limitations/implications As with any survey-based research, the present study suffers from the problems associated with self-report measures. These are common method bias and social desirability bias. However, this study attempts to minimize these limitations by following appropriate statistical techniques. Practical implications This study contributes to both practicing managers and the literature on KM and organizational culture. The study suggests that managers use KM practices, which are all-pervasive and very important for improving organizational performance. The results highlight the importance of implementing KM practices in organizations. Originality/value This study provides new insights into the importance of KM practices in achieving sustained competitive advantage by achieving organizational effectiveness. To the knowledge, the importance of KM practices is underemphasized in organizational culture research.

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