Impact of IT-enabled organizational change on firm performance : an event study
Name
50699808-MIT.pdf
Description
Full printable version
Size
4.08 MB
Format
Adobe PDF
Checksum (MD5)
950e79733791c91b7527d28d2ce01e14
Author(s)
Toh, Kim Sai, 1964-
Advisor(s)
Starling D. Hunter, III.
Alternative Title
Impact of information technology-enabled organizational change on firm performance : an event study
Date Issued
2002
Publisher
Massachusetts Institute of Technology
Abstract
Past event-studies on the impact of Information Technology (IT) on organizations have focused on the different types of IT initiatives from various perspectives, for e.g., an organizational perspective (joint venture, outsourcing, appointment of Chief Information Officer), type of business model (828, B2C), comparisons of returns between conventional and e-business firms and between initiatives involving digital and tangible goods. This thesis however, focuses on how industry structure can influence the firm's performance and the value created for shareholders via IT initiatives. It will study how organizational structure and management changes enabled by IT influence the performance of firms. Current literature suggests that the potential impact of such organizational structure and management changes on future firm performance has not been fully explored. The results of the study show that industry structure does affect the variance in firm performance and certain organizational structure changes resulting from the IT initiative such as management change and creation of a new IT group can generate higher reliability and value of the firm's future performance.
Description
Thesis (S.M.M.O.T.)--Massachusetts Institute of Technology, Sloan School of Management, Management of Technology Program, 2002.
Includes bibliographical references (leaves 45-47).
Subjects
Management of Technology Program.
MIT Department
Management of Technology Program.
Sloan School of Management
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