~`d]d] @@@ @@@@06d]d] EN DB d]     & . 6M bq @ K V 7 s 1 Adams2000 Allen1997 Bharadwaj1999 Bharadwaj1999 Bharadwaj2000 Brynjolfsson1996  Brynjolfsson1996 Brynjolfsson1998 Chaya1996  Dewan1997 Dewan1998 Diwan2002 Fiedler1998 Fiedler1998 Francalanci1998 Galal1998 Grover1998 Grover1998 Gurbaxani2000 Hitt1996 Hitt1996s Hitt1998s Hu2001  Jalava2002Kauffman1998 Konsynski1999 Kraemer1998 Kraemer2000  Kudyba2002 Lee2000 McCune1998 Menon2000 Min1997  Mitra1996 Oliver20010 Patnayakuni1997 Patnayakuni1997 Pinsonneault1998 Plant2001 Pohjola2002Ragowsky2000 Rai1997 Rivard1998t Segars1998 Stern2000 Tallon2000 Teng19989 Teng19989Thatcher2001Thatcher2001Thatcher2001Thatcher20019989Thatcher2001  x^OyP"8<EKLz~I:C*9Bemn iehgobhroo dnit ehs ma erpci eargn e--$ 05,000 0ot$ 06,000 0--o nht erpmesi ehttai taw siltsdeu dnrem raek tna dhttah enkweh eah d arfeidno rafimylm meeb rhw oowlu dawtnt oub yti .aGarugiss lo dtit oih scaocnuattn.2+eRlae tsta eoPtrofil onievtsemtn snIevtsros dlceitn star si.keCtrficitaoi neSucirytm nagamene tnIofmr Authors, Journals  Keywords V                               @d L,Adams, Dennis AAllen, Donald SBharadwaj, Anandhi SBharadwaj, Sundar GBrynjolfsson, ErikChaya, Antoine KarimDewan, Sanjeev Diwan, Romesh Fiedler, KirkFiedler, Kirk DFrancalanci, Chiara Galal, Hossam Grover, VarunGurbaxani, Vijay Hitt, Lorin Hitt, Lorin M Hu, Qing Jalava, JukkaKauffman, RobertKonsynski, Benn RKraemer, Kenneth LKraemer, Kennneth LKudyba, Stephan Lee, ByungtaeMcCune, Jenny CMenon, Nirup M Min, Chung-kiMitra, Sabyasachi Oliver, Jim RPatnayakuni, NainikaPatnayakuni, RaviPinsonneault, Alain Plant, RobertPohjola, MattiRagowsky, Arik Rai, ArunRivard, SuzanneSegars, Albert H Stern, MylesTallon, Paul P Teng, JamesTeng, James T CThatcher, Matt E Zhu, Kevin  h D>Association for Computing Machinery. Communications of the ACMtYInformation & Management$ Information Economics and Policy,(Information Resources Management Journal Information Systems Research,)Journal of Management Information SystemsManagement ReviewManagement Science MIS Quarterly0*Review - Federal Reserve Bank of St. Louis+w  HV1130 (Economic theory)ms)2130 (Executives)2200 (Managerial skills)2310 (Planning)ti$2500 (Organizational behavior)0-2600 (Management science/operations research)$ 3100 (Capital & debt management)o5120 (Purchasing)4.5200 (Communications & information management)$!5220 (Data processing management),(5220 (Information technology management)5230 (Hardware)on5240 (Software & systems)@;5250 (Telecommunications systems & Internet communications)($5310 (Production planning & control)a$8210 (Life & health insurance)ess 8320 (Health care industry)y <88600 (Manufacturing industries not elsewhere classified)n,)9130 (Experimental/theoretical treatment)$9130 (Experimental/theoretical)s 9140 (Statistical data)Y9178 (Middle East)/th9180 (International)n9190 (United States)h 9190 (us)$Business process reengineeringessBusiness valuationCapital expendituresCapital investmentssg ChangesanComparative analysisgComparative studiesog CompetitionCompetitive advantage Computers ConsumptiondeCorporate planningCorporate profitsCorporate purchasingCost allocationEconomic growthucEconomic modelshnEconomic theoryhn Economics Effectsti EfficiencytytElectronic commerce ExecutivesrocFinancial performanceImpact analysishnIndustrial productionIndustrialized nationsnYInformation disseminationInformation systemssInformation technologyiesInput output analysis Labor costscoLife insurance companiessManagement scienceManagerial skills Manufacturing ManycountriesMathematical modelsso Measurementco ModelstivOperations researchsoOrganizational behavior OrganizationsPerformance evaluationProduct qualitylaProduction costsnProduction functionsgProduction increasesn ProductivityyProductivity measurement ProfitabilityRates of returnimRegression analysisseReturn on investmentnStatistical analysisnStatistical dataStrategic planninglog StudiestuTechnological planningies Theorysen Validitye      z Fb\Analyzing cost-effectiveness of organizations: The impact of information technology spending,&Mitra, Sabyasachi Chaya, Antoine Karim0)Journal of Management Information Systems1Word count: 10190 Fall 199629-57 29 pages. 132evpThe performance impacts of information technology investments in organizations have received considerable attention in recent years. Research investigates the cost factors that are affected by such investments. A data set containing the information technology budgets of over 400 large and medium-sized US corporations is analyzed. It is found that higher IT investments are associated with lower costs. It is also found that larger companies spend more on information technology as a percentage of their revenues than smaller companies. No evidence is found that information technology reduces labor costs in organizations.Studies Statistical analysis Information technology Effects Production costs Labor costs 5200 (Communications & information management); 9130 (Experimental/theoretical treatment); 9190 (us);tnInformation technology and the nature of managerial work: From the productivity paradox to the Icarus paradox?(!Alain Pinsonneault Suzanne Rivard MIS QuarterlyiWord count: 9137 Sep 1998287-311 25 pages.u223n{Modern organizations are investing heavily in information technology (IT) with the objective of increasing overall profitability and the productivity of their knowledge workers. Yet, it is often claimed that the actual benefits of IT are disappointing at best, and that IT spending has failed to yield significant productivity gains - hence the productivity paradox. Evidence is fragmented and somewhat mitigated. It is argued that the current state of empirical research results from a failure to understand the interplay between IT and managerial work. This issue is addressed by analyzing patterns of association between IT usage and the nature of managerial work in different organizational contexts. Fifty-nine semi-structured interviews were conducted with middle line managers in three large companies: a bank, a telecommunications company, and a utility. In addition, daily activities and IT usage were logged. The data indicate that the relationship between the level of IT usage and the nature of managerial work was stronger in the two organizations that were reorienting their strategies than in the one pursuing its existing strategy.Studies Managerial skills Information technology Technological planning Productivity Corporate profits Organizational behavior 9130 (Experimental/theoretical treatment); 2200 (Managerial skills); 2310 (Planning); 2500 (Organizational behavior);~wRelating benefits from using IS to an organization's operating characteristics: Interpreting results from two countrieso.(Arik Ragowsky Myles Stern Dennis A Adams0)Journal of Management Information SystemslWord count: 7179 Springs 2000175-194h164sTo obtain the greatest benefit from its information system, an organization must determine which applications will provide the most benefit to organizational performance. This study reviews data collected from 310 manufacturing firms in Israel and 197 such firms in the US. For each firm, data were obtained about the benefits derived from using information systems, as perceived by a senior manager, and the organization's operating characteristics. Data were pooled across both countries. No meaningful relationship was found between the benefit a firm derives from its overall information systems application portfolio and its organizational operating characteristics. However, for two individual applications, the benefit derived is linked significantly to the organization's operating characteristics. Thus the model relating benefits from information systems to the organization's operating environment, first demonstrated by data collected in Israel, is confirmed by the data collected in the US. The model applies across both countries, even though there may be differences between the two countries, for example, in culture, size of businesses, and relationship with customers and suppliers.Information technology Economic theory Information systems Manufacturing Models Comparative analysis Studies 1130 (Economic theory); 5220 (Information technology management); 9130 (Experimental/theoretical); 9178 (Middle East); 9190 (United States);sj@  JDEconomic growth in the New Economy: Evidence from advanced economies Jukka Jalava Matti Pohjola& Information Economics and Policy Junu 2002189-210a142mFirstly, by surveying recent research, this paper confirms that both the production and use of ICT have been the factors behind the improved economic performance of the United States in the 1990s. However, the evidence for the New Economy is much weaker outside the United States. Secondly, the paper applies growth accounting to estimate the impacts in Finland. It is shown that the contribution to output growth from ICT use has increased from 0.3 percentage points in the early 1990s to 0.7 points in the late 1990s. In addition, the fast growth of multi-factor productivity in the ICT-producing industries has had an even larger impact. But, unlike in the US, there has been no acceleration in the trend rate of labour productivity.Studies Economic growth Economic models Productivity Information technology Statistical analysis Manycountries 9130 (Experimental/theoretical); 9190 (United States); 1130 (Economic theory); 5220 (Information technology management); 9180 (International);(!Information Systems and economics0Robert KauffmaneD>Association for Computing Machinery. Communications of the ACM Aug 1998D=Research report: Increasing returns to information technology."Stephan Kudyba Romesh Diwan"Information Systems ResearchWord count: 2464 Mar 2002104-111e131This work analyzes firm-level investment in information technology and corresponding productivity through the use of a production function over the period from 1995-1997. The results are then compared to previous studies that utilized similar data and methodologies to compare productivity estimates over time. The analysis indicates that investment in IT enhances productivity over the period in question and has illustrated increasing returns over time. These findings are supported by the corresponding empirical analysis which yielded IT capital coefficients in a production function of (0.12, 0.16, 0.18) and IT flow coefficients in a similar function of (0.17, 0.24, 0.22) for the years 1995, 1996, and 1997, respectively. These results reflect the change in firm output given a one-percent change in the natural lag of dollars invested in IT capital and flow, and are statistically significant.Studies Rates of return Information technology Productivity 9130 (Experimental/theoretical); 5220 (Information technology management);F?Information technology value through different normative lensesn Byungtae Lee Nirup M Menon0)Journal of Management Information SystemsoWord count: 5550 Springi 2000 99-119164dThe influence of IT investments on organizational performance is revisited. Bounded rationality, organizational controls, and political forces may constrain optimal selection of inputs and appropriate substitution between inputs. For example, firms may not be able to attain an optimal level of IT by substituting IT for labor (for reasons such as pressure from the labor union). Besides estimating a link between IT investments and firm output, this paper presents a study of the link between IT investment levels and the efficiency of processes. Nonparametric and parametric techniques were applied to financial data on hospitals collected over a period of eighteen years. A group of hospitals exhibiting high technical efficiency also exhibited low allocative efficiency, indicating that, while processes may have been efficient, resource allocation and budgeting between various categories of capital and labor have not been efficient. Results also differ from previously published results because it is found that IT labor had a negative contribution to productivity and that non-IT capital had a greater contribution to productivity than IT capital.Cost allocation Information technology Performance evaluation Efficiency Effects Studies Capital investments 5220 (Information technology management); 8320 (Health care industry); 9130 (Experimental/theoretical);The productivity paradoxJenny C McCuneManagement Review Word count: 1810 Mar 1998 38-40f873dngBusinesses spend in excess of $2 billion a year on computers, software, and other types of office automation. However, the question can be asked whether all this technology pays off in the form of increased productivity. Experts offer different answers to the same question. A number of themes emerge when both researchers and average business folks discuss computers and productivity, including: 1. True productivity increases have come only when companies reinvent how they work. 2. Companies that view technology as a never-ending process fare better than those that automate only once. 3. Computer extroverts do best. 4. Automation has raised the performance bar. 5. Technology overload may minimize effectiveness. When all is said and done, technology has increased companies' efficiency and productivity. But, like many other things in life, it is a mixed blessing.piInformation technology Productivity Efficiency 9190 (us); 5200 (Communications & information management); @@     <y and pricing decisions but do increase profits and improve productivity.Studies Capital investments Technological planning Effects Productivity Efficiency Product quality 9130 (Experimental/theoretical); 9190 (United States); 3100 (Capital & debt management); 5310 (Production planning & control);h@*4.Technology investment and business performance4-Arun Rai Ravi Patnayakuni Nainika PatnayakuniD>Association for Computing Machinery. Communications of the ACMWord count: 3376 Jul 1997 89-97407NThe relationships between measures of information technology (IT) investment and facets of corporate business performance are examined. The results suggest that IT investments have begun to show results in proving they can make a positive contribution to firm output and labor productivity. However, various measures of IT investment do not appear to have a positive relationship with administrative productivity, showing inconsistent results in terms of business performance. The analysis suggests that while IT is likely to improve organizational efficiency, its effect on administrative productivity and business performance might depend on such other factors as the quality of a firm's management processes and IT-strategy links, which can vary significantly across organizations.& Studies Information technology Corporate purchasing Return on investment Corporate planning Productivity measurement Statistical analysis Financial performance Competition 9130 (Experimental/theoretical treatment); 5240 (Software & systems); 5120 (Purchasing); 2310 (Planning); 9190 (us);jdExecutives' perceptions of the business value of information technology: A process-oriented approach6/Paul P Tallon Kenneth L Kraemer Vijay Gurbaxanii0)Journal of Management Information SystemsWord count: 10723 Spring 2000145-173 29 pages.n164czsDespite significant progress in evaluating the productivity payoffs from information technology (IT), the inability of traditional firm-level economic analysis to account fully for the intangible impacts of IT has led to calls for a more inclusive and comprehensive approach to measuring IT business value. In response to this call, this paper develops a process-oriented model to assess the impacts of IT on critical business activities within the value chain. The model incorporates corporate goals for IT and management practices as key determinants of realized IT payoffs. Using survey data from 304 business executives worldwide, it is found that corporate goals for IT can be classified into one of four types: unfocused, operations focus, market focus, and dual focus. The analysis confirms that these goals are useful indicators of payoffs from IT in that executives in firms with more focused goals for IT perceive greater payoffs from IT across the value chain. In addition, it is found that management practices such as strategic alignment and IT investment evaluation contribute to higher perceived levels of IT business value.Business valuation Information technology Effects Strategic planning Models Studies 5220 (Information technology management); 9130 (Experimental/theoretical);piThe impact of technology investments on a firm's production efficiency, product quality, and productivityD"Matt E Thatcher Jim R Oliver0)Journal of Management Information Systems;Word count: 1834 Fall 200117-45 26 pages..182epiFor over a decade, empirical studies in the information technology value literature have examined the impact of technology investments on various measures of performance. However, the results of these studies, especially those examining the contribution of IT to productivity, have been mixed. It is commonly assumed that technology investments should lead to gains in both profits and productivity. However, using a closed-form analytical model, this underlying assumption is challenged and it is demonstrated that investments in certain efficiency-enhancing technologies may be expected to decrease the productivity of profit-maximizing firms. More specifically, it is demonstrated that investments in technologies that reduce the firm's fixed overhead costs do not affect the firm's product quality and pricing decisions but do increase profits and improve productivity.Studies Capital investments Technological planning Effects Productivity Efficiency Product quality 9130 (Experimental/theoretical); 9190 (United States); 3100 (Capital & debt management); 5310 (Production planning & control); (>\TMWhere's the productivity growth (from the information technology revolution)?uDonald S Allen0*Review - Federal Reserve Bank of St. LouisWord count: 5521 Mar/Apr 1997 15-25r792dThe notion of increased productivity from the information technology explosion is beginning to lose credibility. Despite the proliferation of computers and other information technology hardware, there are reasons to believe that the capabilities are being underutilized. As the labor market increases human capital, greater capacity utilization should occur. This process should, over time, boost productivity growth. Three things give cause for optimism: studies that have identified productivity gains at the firm level; industries like the electric utility industry that demonstrate measurable increases in productivity; and observable but hard-to-measure increases in the quality of services. Sectoral increases in productivity may not translate into aggregate productivity gains if the displaced labor is not re-employed in an enterprise that is equally productive. Accurately measuring this phenomenon is difficult at best, but continuing efforts to improve statistical data will help. Although anecdotal evidence is not sufficient to prove any conjecture, as the number of anecdotes gets large, confirmation of the effect of IT on productivity should be seen in the aggregate data.Information technology Productivity measurement Industrial production Computers Productivity Economic growth 9190 (us); 5200 (Communications & information management); 5310 (Production planning & control);RKInformation technology effects on firm performance as measured by Tobin's qy>7Anandhi S Bharadwaj Sundar G Bharadwaj Benn R KonsynskiJManagement ScienceWord count: 9690 Jul 1999 1008-1024 457 Despite increasing anecdotal evidence that information technology (IT) assets contribute to firm performance and future growth potential of firms, the empirical results relating IT investments to firm performance measures have been equivocal. However, the bulk of the studies have relied exclusively on accounting-based measures of firm performance, which largely tend to ignore IT's contribution to performance dimensions such as strategic flexibility and intangible value. Tobin's q, a financial market-based measure of firm performance, is used, and the association between IT investments and firm q values are examined after controlling for a variety of industry factors and firm-specific variables. The results based on data from 1988-1993 indicate that, in all of the five years, the inclusion of the IT expenditure variable in the model increased the variance explained in q significantly. The results also showed that, for all five years, IT investments had a significantly positive association with Tobin's q value. The results are consistent with the notion that IT contributes to a firm's future performance potential, which a forward-looking measure such as the q is better able to capture.Studies Information technology Performance evaluation Statistical analysis Mathematical models Operations research 9130 (Experimental/theoretical treatment); 2600 (Management science/operations research); 5220 (Data processing management); 9190 (us);xrA resource-based perspective on information technology capability and firm performance: An empirical investigationAnandhi S Bharadwajn MIS QuarterlyeWord count: 12925 Mart 2000169-196 28 pages.0241The resource-based view of the firm attributes superior financial performance to organizational resources and capabilities. This paper develops the concept of IT as an organizational capability and empirically examines the association between IT capability and firm performance. Firm specific IT resources are classified as IT infrastructure, human IT resources, and IT-enabled intangibles. A matched-sample comparison group methodology and publicly available ratings are used to assess IT capability and firm performance. Results indicate that firms with high IT capability tend to outperform a control sample of firms on a variety of profit and cost-based performance measures.Studies Statistical analysis Financial performance Information technology 9130 (Experimental/theoretical); 5220 (Information technology management);VPParadox lost? Firm-level evidence on the returns to information systems spending$Brynjolfsson, Erik Hitt, LorinManagement ScienceWord count: 0004521 Apr  1996 541 424n4.The productivity paradox of information systems (IS) is that, despite enormous improvements in the underlying technology, the benefits of IS spending have not been found in aggregate output statistics. New firm-level data are used on several components of IS spending for 1987-1991. The dataset includes 367 large firms that generated approximately 1.8 trillion dollars in output in 1991. The IS data are supplemented with data on other inputs, output, and price deflators from other sources. The results indicate that IS spending has made a substantial and statistically significant contribution to firm output. It is found that the gross marginal product (MP) for computer capital averaged 81% for the firms in the sample. It is also found that the MP for computer capital is at least as large as the MP of other types of capital investment and that, dollar for dollar, IS labor spending generates at least as much output as spending on non-IS labor and expenses. It is concluded that the productivity paradox disappeared by 1991, at least in the sample of firms used.Studies Return on investment Productivity Production functions Management science Information systems Economic models Capital expenditures 9130 (Experimental/theoretical treatment); 5240 (Software & systems); 2600 (Management science/operations research); 1130 (Economic theory);I6 ^&Beyond the productivity paradoxi$Erik Brynjolfsson Lorin M HittD>Association for Computing Machinery. Communications of the ACMWord count: 4131 Aug 1998 49-55418t.(An important question that has been debated for almost a decade is whether computers contribute to productivity growth. The greatest benefits of computers appear to be realized when computer investment is coupled with other complementary investments; new strategies, new business processes and new organizations all appear to be important in realizing the maximum benefit of IT. This change is rarely easy since many organizations will require a painful and time consuming period of reenginering, restructuring and organizational redesign in order to best utilize their IT investments. However, once these investments in change are made, these companies will be positioned to reap the benefits of continued technological progress in the computer industry, while others may be left further and further behind.Productivity Computers Impact analysis Changes Technological planning Information technology Economics 5240 (Software & systems);haThe substitution of information technology for other factors of production: A firm level analysisO Sanjeev Dewan Chung-ki MinManagement ScienceWord count: 8181 Dec 1997 1660-1675 4312@9Fueled by its constant technological and price improvements, information technology is displacing other inputs in the production of goods and services. The ability to take advantage of improvements in IT is determined in part by the substitutability of IT for other factors of production. This paper jointly estimates output and substitution elasticities using the CES-translog production function. A key result is that IT capital is a net substitute for both ordinary capital and labor, suggesting that the factor share of IT in production will grow to more significant levels over time. Earlier findings of positive returns to IT investment for this data set are confirmed. Further, excess returns on IT investment are found relative to labor input and some evidence is found of excess returns relative to ordinary capital.81Management science Studies Theory Information technology Production functions Capital investments Input output analysis 9130 (Experimental/theoretical treatment); 2600 (Management science/operations research); 3100 (Capital & debt management); 1130 (Economic theory); 5240 (Software & systems); 9190 (us);:4International dimensions of the productivity paradox& Sanjeev Dewan Kennneth L KraemerD>Association for Computing Machinery. Communications of the ACMWord count: 3727 Aug 1998 56-62n418 {The productivity paradox of information technology questions the contributions of IT to economic output and productivity, based on the fact that there has been a marked slowdown in productivity growth despite massive and growing investments in IT. The experience of other developed countries is examined with respect to returns on IT investments. While the slowdown is potentially explained by several different factors, the results clearly indicate that IT is not to be blamed for the slowdown. On the contrary, IT investments are contributing to output and productivity at a rate disproportionate to their factor share in production.Productivity Computers Manycountries Impact analysis Statistical data Information technology Industrialized nations Return on investment 9180 (International); 5230 (Hardware); 9140 (Statistical data);pjInformation technology and worker composition: Determinants of productivity in the life insurance industry&Chiara Francalanci Hossam Galal MIS QuarterlyiWord count: 6967 Jun 1998227-241d222$LEThis study investigates the impact of information technology investments and worker composition on the productivity of life insurance companies. The majority of previous IT productivity studies follow a technological imperative, hypothesizing a direct relationship between higher IT investments and increased productivity. This study shifts the focus toward the organizational imperative, which views returns on IT investments as a result of the alignment between technology and other critical management choices. Specifically, the study focuses on the alignment between IT investments and worker compensation, measured in terms of relative numbers of clerical, managerial, and professional positions to the total number of employees. Hypotheses are tested using a data set compiled over a 10-year period for 52 life insurance companies.Information technology Productivity Models Life insurance companies Statistical analysis Studies 9190 (us); 5240 (Software & systems); 8210 (Life & health insurance); 9130 (Experimental/theoretical treatment);b,The influence of information technology diffusion and business process change on perceived productivity: The IS executive's perspectives>8Grover, Varun Teng, James Segars, Albert H Fiedler, KirkInformation & Management Octg 1998141-159P343 |A hallmark of the emerging information age is the dramatic rise in expenditures by modern business enterprises on information technologies. On account of these investments, senior managers anticipate gains in productivity, which are commensurate with the cost of modern IT and information systems. While the evolving capabilities of emerging IT are evident, the association between technological diffusion and increased productivity has not been readily demonstrated in terms of corporate repositioning or scholarly research findings. One possible source of this paradox is the absence or presence of business process redesign in positioning the organization to assimilate and leverage technological innovation. A study empirically examines the nature and magnitude of relationships between IT diffusion, perceived productivity improvement, and process redesign. The findings suggest that process redesign and IT have a complex relationship with productivity, and that these can be represented by a mediating or moderating model for different technologies. The data, while exploratory, do suggest alternate ways to examine the productivity paradox. Studies Regression analysis Information technology Information dissemination Business process reengineering Executives Production increases 9130 (Experimental/theoretical treatment); 5200 (Communications & information management); 2310 (Planning); 2130 (Executives);<6IS investment priorities in contemporary organizations0*Varun Grover James T C Teng Kirk D FiedlerD>Association for Computing Machinery. Communications of the ACMWord count: 4767 Feb 1998 40-48s412MAn empirical study of IS investments is presented, including a snapshot of the investment priorities of 313 contemporary US organizations. The objective of the study is simple - to observe how IT investments are being prioritized and to examine factors that might affect the prioritization. Doing so facilitates evaluation of the deployment of critical information resources. One theme that emerges from this study is that environments where IS is relegated to a support role and where there is little involvement of the larger organization in IS investments tend to nurture traditional transaction processing and information reporting systems. Corporations elevating the status of IS and integrating the IS function into the larger organizational superset through formal mechanisms tend to rate traditional investments lower. Further, an IS planning culture at the top of the organization seems to facilitate recognition of the importance of strategic system investments. Technological planning Studies Organizational behavior Information technology Information systems Capital expenditures Organizations 9190 (us); 5240 (Software & systems); 2310 (Planning); 2500 (Organizational behavior); 9130 (Experimental/theoretical treatment);ztProductivity, business profitability, and consumer surplus: Three different measures of information technology value& Hitt, Lorin M Brynjolfsson, Erik MIS QuarterlycWord count: 10836 Junt 1996 121p202fF?The business value of information technology (IT) has been debated for a number of years. While some authors attributed large productivity improvements and substantial consumer benefits to IT, others report that IT has not had any bottom-line impact on business profitability. The focus is on the fact that, while productivity, consumer value, and business profitability are related, they are ultimately separate questions. Applying methods based on economic theory, the relevant hypotheses for each of these 3 questions are defined and examined, using recent firm-level data on IT spending by 370 large firms. The findings indicate that IT has increased productivity and created substantial value for consumers. However, evidence is not found that these benefits have resulted in supranormal business profitability. It is concluded that, while modelling techniques need to be improved, these results are collectively consistent with economic theory. Thus, there is no inherent contradiction between increased productivity, increased consumer value, and unchanged business profitability.Profitability Productivity Information technology Impact analysis Economic theory Economic models Consumption Comparative studies 9190 (us); 9130 (Experimental/theoretical treatment); 5240 (Software & systems); 1130 (Economic theory);^XAn empirical study of the casual relationship between IT investment and firm performanceQing Hu Robert Plant.(Information Resources Management JournalWord count: 6314 Jul-Sep 2001 15-26143The promise of increased competitive advantage has been the driving force behind the large-scale investment in information technology (IT) over the last three decades. There is a continuing debate among executives and academics as to the measurable benefits of this investment. The return on investment (ROI) and other performance measures reported in the academic literature indicate conflicting empirical findings. Many previous studies have based their conclusions on the statistical correlation between IT capital investment and firm performance data of the same time period. This study argues that the causal relationship between IT investment and firm performance could not be reliably established through concurrent IT and performance data. It further submits that it would be more convincing to infer causality if the IT investments in the preceding years are significantly correlated with the performance of a firm in the subsequent year.Information technology Return on investment Competitive advantage Studies 3100 (Capital & debt management); 5220 (Information technology management); 9130 (Experimental/theoretical);