Toni M. Somers

Purpose: – The purpose of this paper is to test the relationship between organizational antecedents, pricing capabilities, and firm performance.Design/methodology/approach: – Quantitative survey of 748 managers from mostly large companies globally.Findings: – It was found that the following five key organizational resources (the 5 Cs) – center-led price management, organizational confidence, championing behaviors, organizational change capacity, and pricing capabilities – positively influence firm performance. Furthermore, it was found that center-led price management, organizational change capacity, and championing behaviors act as important antecedents to pricing capabilities and, except for the former, to organizational confidence. The authors also examine interaction and mediation effects.Originality/value: – The results thus suggest that generic organizational factors – namely center-led price management – as well as highly idiosyncratic firm, specific capabilities – namely organizational confidence, championing behaviors by top management, organizational change capacity, and pricing capabilities – are key requirements to increase firm performance via pricing.

Compared to the general employee population - only half of which is engaged at work [1] - IT employees fare worse. Just 26% report full engagement and 22% outright disengagement [2] with their jobs. Surprisingly, however, IT employee engagement has been largely ignored as a focus of scholarly research. To address this gap in the literature, we examined the relationship between IT workers' engagement and their work environment. Specifically, we sought to explain how organizational environment is affected by the behavioral competencies of IT professionals and their capacity for role breadth. Survey data from 795 IT managers and individual contributors in the United States and Canada revealed two competencies - Achievement Orientation and Influencing Others - powerfully impact environment and that three key features of the environment - vision, compassion and overall positive mood - influence IT professionals' engagement with work.

Following a review of the literature on e-dating, this chapter introduces the e-dating development model and discusses a number of hypotheses that can be derived from it. Also presented in the chapter are some findings from a preliminary empirical research that explored the hypotheses. The findings supported all the hypotheses, indicating that: (1) male and female e-daters follow different stages in their e-dating evolvement; (2) the behaviors that males and females exhibit as e-daters are different; and (3) the feedback that male and female e-daters receive from the environment is different too. The chapter is concluded with a discussion of the implications from this research to e-dating theory development and empirical research.

Many firms are transforming themselves from vertically integrated organizations into digitally enabled organizations. As firms become more innovative in their technical infrastructures and more competitive in their respective industries/verticals, their extended enterprise models include using their previous enterprise resource planning (ERP) investments as foundations for prioritizing additions and for longer-term strategies. The key issue for many firms is how to leverage their ERP implementation to become better partners and collaborators by enabling digital options to exploit business opportunities. This paper ascertains the contextual conditions under which ERP system implementations have the greatest impact on intention to adopt digital options. Using empirical data, it finds that the impact of ERP implementation on digital-options adoption intention is moderated by a firm's digital-resource readiness. For information systems (IS) practice, the study suggests that firms should view ERP divisibility ...

Following a review of the literature on e-dating, this chapter introduces the e-dating development model and discusses a number of hypotheses that can be

Many enterprise resource planning (ERP) implementation projects fail despite huge investments. To explain such failures, we draw on the resource-based view (RBV) of the firm to define various dimensions of information systems (IS) resources. Using resource-picking and capability-building arguments, we examine the relationships between IS resources and ERP capabilities to find out whether they have complementary effects on outcomes. Empirical results from a survey of manufacturing firms that recently implemented ERP systems support the hypothesized model. For IS research, this study further develops the complementary and capability-building roles of IS resources, integrates RBV into our current knowledge of ERP implementation, and provides theoretical explanations for when or under what conditions building ERP capabilities has the highest impact on business process outcomes. For IS practice, it emphasizes the importance of IS resources in building ERP capabilities, provides preliminary measures for IS reso...

Failures in large-scale information technology implementation are abundantly documented in the practitioner literature. In this study, we examine why some firms benefit more from enterprise resourc...