Information Technology and organizational innovation: Harmonious information technology affordance and couragebased actualization Abstract   Researchers and practitioners have long believed that information technology (IT) is a key tool for fostering innovation. However, there is a certain inconsistency in the literature, which makes it challenging for researchers to figure out exactly how and why IT plays such a pivotal, strategic organizational role. The motivation for this research is the multiple contradictory results reported by studies investigating the influence of information technology (IT) on organizational innovation. This study utilizes a fitbased perspective in an attempt to disentangle these contradictions. Using Venkatramanxe2x80x99s (1989) seminal paper on fit, we conceive of two critical fitbased concepts: harmonious IT affordance in an organization (HITA) and a subsequent fit between HITA and organizational courage. HITA reflects a covariance fit (coalignment) between the three major IT affordances in an organizationxe2x80x94collaborative affordance, organizational memory affordance, and process management affordance. Organizational courage reflects the boldness (risktaking ability) of the organization. Finally, HITA and organizational courage represent a matching fit (reflected as actualized HITA) that influences two kinds of innovation: exploratory and exploitative. Two studies, conducted in the US and Chinese contexts, provide support for this theory. The main contribution of the paper is in showing that IT can lead to innovation if (a) organizational IT affordances harmoniously coalign (as HITA); (b) and, organizational courage acts as a powerful contingency that actualizes HITA, and this actualized HITA influences innovation.

On Agile Metrics for Operations Management: Measuring and Aligning Agility with Operational Excellence Highquality performance in Operations Management has been measured through different Excellence frameworks, with special emphasis on Operational Excellence models. By allowing to track performance indicators, identify improvement opportunities, and tackle operational limitations, such frameworks have proven their validity throughout the years. However, and despite their history of success, these frameworks remain based on almost the same principles and criteria that were defined when they were first being established, more than three decades ago. As change becomes central to the life of organizations, the ability to reconfigure operations becomes vital for success. However, the current takes on Operational Excellence do not consider the ability to change in their assessments. In a marketplace in transformation, this is perceived as a limitation and draws criticism to Excellence frameworks. In the face of this gap, we develop, deploy and analyze the results obtained by an Organizational Agility assessment framework that is aligned with Excellence in Operations Management. This paper presents this process and highlights the main results of bringing Organizational Agility together with Operational Excellence in the measurement and pursuit of superior operational performance.