信息技术对汽车生产行业有价值吗——来自伊朗汽车行业的经验启示

IF 0.5 Q4 MANAGEMENT

International Journal of Value Chain Management Pub Date : 2019-03-22 DOI:10.1504/IJVCM.2019.099098

Mahdi Mahmoudsalehi, K. Feizi, Mohammad Taghi Taqhavi-Fard, I. R. Vanani

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引用次数: 3

摘要

本研究旨在开发一个衡量汽车生产中信息技术商业价值的模型，以澄清先前在这方面的研究结果。研究样本包括一家伊朗汽车生产公司，该公司的供应、物流和生产流程被选为研究案例。鉴于研究的探索性和描述性，选择了顺序定性混合方法。基于研究结果，汽车生产中信息技术业务价值的衡量模型包括业务价值、战略视角、业务能力、业务流程、信息技术资源和信息技术影响六大类。根据研究命题，建立了不同类别之间的关系和研究的概念模型。本文综合了以往的研究成果，在IT业务价值观的基础上，提供了新的实证见解，并提出了IT业务价值的创新构建。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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Is information technology valuable for automotive production industries An empirical insight from Iranian automotive industries

This research aim to develop a model for measuring information technology business value in automobile production to clarify the findings of previous research in this regard. The research sample included an Iranian automobile producing company, which the process of supply, logistics, and production were selected as case of study. Given the research exploratory and descriptive nature of research, sequential qualitative mixed method was selected. Based on the research findings, the measurement model of information technology business value in automobile production included six categories of business value, strategic perspective, business capabilities, business process, information technology resources, and information technology impacts. Given the research propositions, relationships between different categories and the conceptual model of the research were developed. This article synthesises the prior research, provides new empirical insights that gathered on the basis of IT business value concept, and proposes an innovative construct for IT business value.

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来源期刊

International Journal of Value Chain Management MANAGEMENT-

CiteScore

1.20

自引率

12.50%

发文量

期刊介绍： Today"s businesses have become extremely complex. The interplay of the three Cs, viz. consumers, competition and convergence, has thrown up new challenges for organisations all over the world. Sensitivity of economies to the external environment coupled with the turbulent process of globalisation has added the highest degree of uncertainty and unpredictability to business processes. To top it all, the effect of globalisation has shifted the balance of power in favour of the customer, though it may have opened a plethora of opportunities for all, in the form of variety and choice. For a variety of reasons, the pressures of competitive forces have enhanced product changes, supercharged by shortening product and technology development lifecycles.