پیش نیازهای نوآوری در فعالیت: نقش سیستم های اطلاعاتی مدیریت

In the current economic crisis, organizations’ information processing capabilities are challenged by additional and diverse demands. In this context, banks attempt to develop and apply more sophisticated and comprehensive Management Information Systems (MISs), in order to exploit their innovation competences and build a sustainable competitive advantage. This paper explores the antecedents of task innovation, reflected on (MIS) effectiveness, which was operationalised by the Competing Value Model (CVM). CVM synthesizes four different schools of management in order to measure IS effectiveness: open system (OS), human relations (HR), internal process (IP) and rational model (RM). Drawing from a sample of 186 bank employees in Greece, a structural model has been built and estimated using Partial Least Squares. Findings reveal that the HR component characterized by interpersonal communication, group decision making, team collaboration and personalization is the most important predictor of task innovation (TI). The RM dimension of MIS effectiveness based on optimizing, goal setting and forecasting has an indirect effect on HR via the OS and IP elements. The rest MIS effectiveness components (OS, IP) are indirectly associated with task innovation, through HR dimension.

Productivity, innovation, quality and flexibility of services improvement at the individual and organizational levels have emerged as key advantages for organizations to survive and excel in this global financial crisis [1,2] and have been extensively researched in numerous studies with the aid of computational methods [3 – 17]. Underthe pressure of cost reductions, firms’ information processing capabilities are challenged by additional and diverse demands, in an attempt to develop and apply more effective MISs [18, 19]. Even though the impact of MIS on performance is widely acknowledged, previous researchers exploring their direct and indirect association concluded to rather mixed and confusing results [20, 21]. Among the various benefits of MIS is their capability to provide a broad range of information about multiple dimensions of the firm’s operations [3,5], thus supporting decision-making and performance achievement [1, 22, 23] and facilitating the work of end users. Focusing on the banking sector, organizations suffer from achieving different levels of MIS effectiveness, leading to different levels of work outcomes, such as task innovation. This paper aims to investigate the impact of different MIS effectiveness dimensions on task innovation by utilizing the Competing Value Model (CVM). After this introductory section MIS effectiveness built on the CVM is being reviewed. This is followed by a presentation of the research methodology, including the questionnaire design and sampling. Statistical analyses and results are following and at the end, conclusions and managerial implications are discussed.

The aim of the present study was to examine the perceived impact of four MIS effectiveness archetypes (open system, human relations, internal process and rational) on task innovation, by providing empirical evidence from banks in Greece. Results provide empirical support for the hypothesis that MIS effectiveness exerts a significant impact on task innovation. Among the four components of MIS effectiveness, human relations (HR) emerged as the most important predictor of task innovation (TI), while the rest MIS effectiveness components (OS, IP, RM) are indirectly associated with task innovation. Moreover, the study applied the partial least squares path modelling method which has significant advantages in terms of dealing with complex models and studies with many variables. This research demonstrated that the method works well in a field study and in exploratory research. Given that PLS works with a complex model, small sample sizes and violations of the normal distribution assumption it could be a powerful tool for MIS researchers who deal with complex path models, particularly in studying socio-technical aspects of IT.