Browsing by Author "Cragg, P"

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    The Influence of IT Management Sophistication and IT Support on IT Success in Small and Medium-Sized Enterprises
    (Taylor & Francis Group, 2013) Cragg, P; Mills, A. A; Suraweera, T
    This study examined three factors that influence information technology (IT) success in small and medium-sized enterprises (SMEs): internal IT support, external IT support, and IT management. Using survey data gathered from 289 small and medium-sized Chartered Accounting firms in New Zealand, the results suggest that IT management in SMEs is best understood as a multidimensional concept consisting of practices related to: IT planning, IT organizing, IT controlling, and IT leading. This view clarifies and improves our understanding of the nature and character of IT management in SMEs. The results show that some SMEs are significantly more sophisticated than others in terms of their IT management practices. Both IT planning and IT leading were found to influence IT success.
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    IT Management Practices in Small Firms
    (IGI Global, 2005) Cragg, P; Suraweera, T
    Computer based information systems have grown in importance to small firms and are now being used increasingly to help them compete. For example, many small firms have turned to the World Wide Web to support their endeavours. Although the technology that is being used is relatively well understood, its effective management is not so well understood. A good understanding is important as the management of IT is an attribute that has the potential to deliver a sustainable competitive advantage to a firm (Mata, Fuerst, & Barney, 1995). This chapter shows that there is no one accepted view of the term “IT management” for either large or small firms. However, the term “management” is often considered to include the four functions of planning, organising, leading, and controlling. This framework can be applied to small firms and specifically to their IT management practices.
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    Understanding IT management in SMEs
    (Academic Press, 2010-01-01) Cragg, P; Mills, A; Suraweera, T
    There is evidence in the ITliterature indicatingthat IT management is one factor that influences IT success. In addition, there is much literature indicatingthat IT management is important in the SME context. However, much of this literature has focused on the important role of the owner and/or other senior managers. For example, Thong et al (1996) focused on top management support and its influence on IT success. This paper argues that top management support is only one aspect of IT management and other aspects of IT management havereceived little attention in studies of SMEs. The study commenced with a review of the literature which identified many different definitions of IT management. However, the broader management literature indicated that the classical functions of planning,organising, controlling and leading provide an excellent way of conceptualising the many activitiesinvolved in managing (Carroll andGillen, 1987). The management literature also provided working definitions for the four management functions. A multiple-case study approach was then used to collect evidence from four SMEs (with between fourand 50 employees). The data identified IT management practices associated with each of the four IT functions, ie, IT planning, IT organising, IT controlling and IT leading. For example, one firm had an IT committee made up of staff from different levels of the firm. Some on the committee would be assigned specific IT responsibilities, eg, training of other staff. This practice provided an example of IT organising, ie, of defining tasks and assigning personnel. Similarly, many other IT management practices were both identified and classified. The results provide a significant foundation for researchers of IT management in SMEs. For example, the conceptualisation indicatesfourIT management functions. Also, the definitions clarify important aspects of IT management. The study also indicated that some aspects of IT management have received little attention in prior studies. For example, while IT planning has received considerable attention, IT leading in SMEs has only been examined in the narrowercontext of top management support. Furthermore, few studies have examined the role and importance of IT organising and IT controlling in the SME context. Thus the study also indicates directions for future research, including the identification of IT management best practices