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Abstract
Top management support has been identified as one of the most important factors in the success of enterprise systems (ES). However, few studies have addressed the issue of what type of leadership is most effective in which phase of the ES life-cycle. Given the different challenges to leadership in the different phases of an ES, a ‘one-style-fits-all’ approach is clearly inadequate. In this study, we analyze the contingent fit between the recognized leadership styles and the phases in the ES life-cycle. The evidence from a multi-case study provides support for our contingency propositions that transformational leadership fits best with the adoption phase, transactional leadership fits best with the implementation phase, and two variations of combined transformational and transactional leadership styles are most effective in the assimilation and extension phases. This study breaks new theoretical ground in information systems literature by highlighting the contingencies of leadership effectiveness in the success of ES at different phases. It also provides prescriptive insights for top executives in terms of who to put in charge and what type of leadership style to look for when considering adopting and implementing new ES, assimilating the implemented systems, or contemplating integrations with business partners.
Acknowledgements
This research was partially funded by grants from the National Natural Science Foundation of China (Grant No. 71429001, 71301035). The authors would like to express their gratitude to the editors, associate editor, and the anonymous review team for their constructive and insightful comments and suggestions that helped improve the quality of the study and the manuscript. The authors also want to express their gratitude to the executives, managers, and users in the case companies for their time and contribution to this study.
Additional information
Notes on contributors
Zhen Shao
Zhen Shao is an Assistant Professor in Management Science and Engineering in the School of Management at Harbin Institute of Technology of China. Her research primarily focuses on enterprise information systems assimilation, and the impact of IT strategy and leadership on organizational performance. Her work has been published in academic journals including Computers in Human Behavior, Journal of Management Sciences in China, and presented at conferences including the Hawaii International Conference on System Sciences, and the Pacific Asia Conference on Information Systems.
Yuqiang Feng
Yuqiang Feng is a Professor in Management Science and Engineering in the School of Management at Harbin Institute of Technology of China. She teaches IT and organizational change, and management information systems at graduate and undergraduate levels. Her research primarily focuses on the impact of IT on organizational strategy, culture and performance, and e-commerce. Her work has been published in academic journals including European Journal of Information Systems, Scientometrics, Computer & Education, Journal of Management Sciences in China, System Engineering Theory and Practice in China.
Qing Hu
Qing Hu is the Union Pacific Professor in Information Systems and Associate Dean for Graduate Programs and Research in the College of Business at Iowa State University. His research primarily focuses on the impact of IT on organizational strategy, culture, security, and performance. His work has been published in leading academic journals including MIS Quarterly, Information Systems Research, Journal of Management Information Systems, Journal of the AIS, California Management Review, Decision Sciences, European Journal of Information Systems, and Information Systems Journal.