Strategic Information Systems Enabling Strategy-as-Practice and Corporate Performance: Empirical Evidence from PLS-PM, FIMIX-PLS and fsQCA

  •  Adilson Carlos Yoshikuni    
  •  Edimilson Costa Lucas    
  •  Alberto Luiz Albertin    


Many studies have been investigating how IS (information systems) can help build a corporate performance, but there are less research investigating how IS contributing to performance by mediating business strategy in uncertain environments. To address this question, the present study seeks to empirically explore the relationship between strategic information systems and corporate performance by mediating business strategy. Partial Least Squares-Path Modeling (PLS-PM) confirmed SIS's strong influence on strategy, and full strategy mediation on the relationship between SIS and performance. SIS showed greater performance contribution in high heterogeneity environments than in lower ones, and small and medium-sized firms have 50% more contribution of the effects of strategy on performance than large firms. The post-hoc-analysis study did not identify the presence of heterogeneity segmentation not observed by Finite Mixture (FIMIX-PLS). Through fuzzy set qualitative comparative analysis (fsQCA), non-linear causality was verified in the strategy in certain solutions by the variables of large firms, with intensive use of SIS and high environmental heterogeneity. Moreover, the study demonstrated that SIS’s strategic alignment has strong effects and explanation power on performance and may suggest that it is an indissociable resource for the strategy-as-practice effectiveness. Hence, the study contributed to understanding how SIS create value to strategy-as-practice approach under environmental turbulence to impact corporate performance.

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