DG - Teses de Doutoramento / Ph.D. Thesis
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Browsing DG - Teses de Doutoramento / Ph.D. Thesis by advisor "Bélanger, France"
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- An Organizational Perspective of Mobile Business Value : The Effects of Technological, Organizational and Environmental FactorsPublication . Ng Picoto, Winnie; Reis, António Palma dos; Bélanger, FranceMobile business is expected to create a large spectrum of business opportunities. Although much research has been developed in this field, most of the existing m-business literature focuses on the customer’s adoption factors rather than assessing the value or the impact of m-business to firms. The present study fills this gap in the literature through the analysis of the value m-business can provide to the firms, as well as the impact of m-business on the firm’s performance. The Technology-Organization-Environment (TOE) framework, the Diffusion of Innovation (DOI) theory and the Resource-Base View (RBV) theory ground this research’s conceptual model for assessing the value of mobile business on an organizational context. According to the conceptual model proposed, there are several factors that may affect m-business use and value: relative advantage, compatibility, complexity, technology competence; technology integration, firm size, financial resources, competition intensity, partner pressure and mobile environment. The value of m-business is proposed to be a second order formative construct comprising the impact on marketing and sales dimensions, the impact on internal operations dimensions, and the impact on procurement dimensions. This study develops and validates an instrument to assess m-business usage and value based on data of 111 marketing and information systems professionals. The measurement and structural models are than tested using structural equation modeling as implemented in Smart PLS with data collected via a questionnaire administered to the 400 largest Portuguese organizations. Results show that firm size, financial resources and complexity, are not among the factors that are antecedents of m-business usage. Additionally, going towards our results from the interviews, the impact on procurement dimension is less significant than the impact on the marketing and sales and internal operations dimensions.
- IS continuance behaviors and team ambidexterity impacts on team performance : a multilevel approachPublication . Martins, Patrícia Alexandra Lagarto; Picoto, Winnie Ng; Bélanger, FranceInformation systems (IS) usage has been a topic of research for several years. After deciding to adopt an IS, organizations must ensure that the system is being correctly used in order to achieve the expected benefits from it. Different usage behaviors may arise as a result of continued IS usage. Routine use refers to usage behavior characterized by adopting standardized ways of IS usage to support work tasks. In innovative usage, users find new ways to use the IS to perform their work tasks. Most research is focused on the individual usage of systems but in organizations, system usage has a multilevel nature. The nature of IS use evolves from individual to collective level usage. These divergent usage behaviors are not currently well understood in the existent literature, especially as multilevel constructs. Each IS usage behavior at the individual level produce different outcomes in the collective level usage. However, the impacts of those behaviors are not explored in IS research. How teams behave when using the IS may allow them to become more ambidextrous and therefore, achieve better performance. To fulfill the existing gaps, based on IS continuance models, prior guidelines for studying system usage as a multilevel construct, and the extant literature, this study develops a comprehensive multilevel research model, for IS usage behaviors as multilevel constructs, team ambidexterity, and team performance. The proposed research model was empirically tested based on data of 109 individuals in 34 teams. The measurement and structural models were then assessed using structural equation modeling as implemented in Smart PLS 3.0 with data collected with a survey in a given organization. The results showed different findings for routine and innovative usage behaviors, at the individual and team levels. Routine usage is strongly related to habit in usage practices, while innovative usage with user satisfaction. Data also supported the direct relationship between individual and team level usage behaviors. Moreover, team routine usage behavior has a positive and significant impact on team performance mediated by team ambidexterity. In contrast, team innovative usage behavior is not related to team ambidexterity or performance. Additionally, team innovative usage negatively affects the team’ adaptability capacity.