Top Management Supports and Informationization Performance: A Moderated Mediation Effect

Senior managers can influence the cognition and behavior of other members of the enterprise by formulating informatization strategies and initiating informatization reforms, thereby affecting the success or failure of enterprise informatization. This paper establishes a model of the influence mechanism of the level of executive support on the performance of enterprise informatization. Taking enterprises in Guangdong Province, China as the survey object, through a three-stage questionnaire survey, 419 valid questionnaires were obtained. This paper shows that: executive support has a positive impact on team entrepreneurial passion. Executive support is the antecedent variable of enterprise informatization reform, and informatization reform plays an intermediary role between the executive support variables and informatization performance variables. Organizational communication plays a moderating role between informatization reform and informatization performance. This will improve the guiding theories in the field of organizational behavior and provide new ideas for the construction of the mechanism model of informatization performance.


Introduction
Information technology has transformed from a technological means to improve corporate efficiency to a strategic resource to promote corporate growth. Theoretical research in related fields and the practical experience of enterprises have shown that the level of executive support determines the success or failure of enterprise informatization. With the continuous deepening of enterprise informatization, enterprises no longer regard information systems as pure technological changes. They expect to improve the management process of enterprises, increase the speed and quality of decision-making, and improve the production process through the introduction of informatization projects. Scholars' evaluation of the effects of informatization has gradually shifted from a technical perspective to the evaluation of operational management indicators. Based on trying to define the performance of informatization, scholars have designed an evaluation system to measure the effectiveness of enterprise informatization. The research methods of informatization performance have also shifted from pure result evaluation to time evaluation and process evaluation. entire enterprise but also determine the success or failure of the implementation of informatization projects.
Research on the relationship between executive support and the effects of informatization began in the 1960s (Garrity, 1963). Most relevant studies recognize that executive support is a key factor in determining the success or failure of informatization, but the connotation and structure of executive support have not yet been formed. In a unified way, scholars often give different ideas according to the purpose of the research. Jarvenpaa and Ives (1991) adopted an empirical method to study the impact of executive support on informatization earlier. They proposed that executive support includes executive participation (Executives. partition) and executive involvement (Executives.entivo). Among them, the involvement of senior management will significantly affect the participation of senior management, and the two work together to affect the corporate integrity of the company. This article uses 10 test questions to measure executive support. Because of its high reliability and validity, it has been widely used for reference by subsequent studies. Dong (2009) proposed that executive support includes three dimensions, namely: sharing the vision with corporate members, supporting management changes, and providing resource support for informationization project H. The first dimension belongs to emotional participation, and the latter two dimensions belong to Behavior participation.
Chinese scholar Lijun et al. (2010) summarized the constituent elements of -senior management support‖ in previous studies, and proposed that executive support includes two dimensions: -senior management's belief‖ and -senior management participation‖. affect each other. The belief of senior management refers to the subjective understanding of the value and meaning of informatization by senior management; the participation of senior management refers to the specific behavior of their participation in enterprise informatization. Haiqing et al. (2017) summarized previous studies on the concept of -executive support‖ and summarized four representative views: executive support includes two elements: behavioral participation and psychological input; executive support is based on the recognition of corporate executives on the improvement of corporate performance brought about by informatization; executive support can provide a good atmosphere and resource support for corporate informatization reforms. In the process of studying the impact of executive support on the effectiveness of information security management, Dekun et al. (2019) also divided the definition of executive support into four categories, and their concepts are similar to those of Bai et al.
To sum up, although scholars have different definitions of executive support, most of them agree that senior managers demonstrate their support for enterprise informatization through subjective cognition and specific behavior.

Informationization Performance
Informatization performance is mainly used to measure the business performance generated by the investment of enterprises in the totalization of information projects, which is the comprehensive value of informatization projects (Raghunathan, 2004). Informatization has become an important way for contemporary enterprises to gain a competitive advantage, and the evaluation of informatization performance has also been paid more and more attention. Informatization performance evaluation refers to the use of a scientific evaluation system to evaluate the effects of informatization (Raghunathan et al., 2004). Research on the performance evaluation of informatization mainly includes two perspectives: macroscopic and microscopic: evaluation from the macro perspective refers to the evaluation of the process and effects of informatization from the government level. The government formulates an overall plan and establishes informatization within the industry or region. Performance measurement methods and evaluation standards implement different standards for the informatization performance of different industries and regions, and can also be used as the basis for industry or regional informatization performance supervision and scientific decision-making. The evaluation from the micro perspective is to evaluate the effect of informatization application from the enterprise level, which mainly includes the evaluation of the informatization strategy, the management control in the project process, and the informatization result. Enterprise-level informatization performance evaluation has become an important way to assess the success or failure of informatization projects or the status of production and operation. Its main purpose is to supervise the informatization process by the requirements of the market economy and improve the efficiency of enterprise informatization investment. This research intends to take appropriate measures and criteria to evaluate the effectiveness and efficiency of enterprise informatization from a micro perspective. At present, most of the relevant research in China evaluates the implementation results of information projects from the IT perspective, such as software and hardware construction, database construction and use, system applicability, and system maintenance costs. However, the evaluation system based on the IT perspective puts too much emphasis on the evaluation of information technology itself, and cannot fully reflect the role of informatization in improving business performance. This paper intends to draw on relevant research on innovation performance evaluation, explain the performance of enterprise informatization from the perspective ijef.ccsenet.org International Journal of Economics and Finance Vol. 13, No.11;2021 of business management, and mainly measure the degree of improvement in management efficiency or operational performance brought by the adoption of information technology by enterprises, from decision efficiency, operational effects, and cost control Evaluate and measure it.

Information Change
This paper defines senior managers as playing a key role in the planning and implementation of enterprise informatization, responsible for the formulation and release of major informatization decisions, undertaking the formulation of development plans and management systems, and responsible for guiding employees, implementing, and organizing informatization The project implementation group, they can directly or indirectly have an impact on the performance of informatization. The direct impact is that as the main members of the company, their knowledge and behavior of the use of information systems will bring about changes in the information performance. the indirect impact is that the senior managers can trigger the company's information changes, including organizational changes and technological changes. To affect the perception and acceptance level of other members of the enterprise for informatization, and then affect the performance of enterprise informatization. Through previous research findings, most scholars believe that corporate executives mainly influence corporate informatization by triggering organizational changes, including informatization strategy, system, and policy changes (James et al., 1977;Vaidiyanathan, 2004;Xuhong, 2016;Qunhui et al., 2019). But some scholars have also proposed that senior managers can also have a direct impact on the technical factors in the process of informationization (King, 2008;Rachael, 2008;Xu Feng, 2018). Therefore, this paper proposes that the informatization reform initiated by senior managers includes three dimensions: the informatization strategy dimension, which mainly includes the strategic positioning of informatization, the formulation of long-term development goals, and the guiding process of achieving goals. The dimension of the informatization atmosphere mainly refers to the changes in informatization management systems and policies, including incentive systems, training systems, and resource support systems. The relevant research in the field of innovation atmosphere is borrowed here, and it is named Xinzhuang atmosphere. Technical matching dimension.
understanding and enthusiasm for informatization through information sharing, emotional expression, and joint participation. Therefore, a good organizational communication atmosphere is conducive to the promotion of information strategy and management systems in the enterprise, and it can also accelerate the popularization and application of information technology within the enterprise.

Top Management Supports Influence Informationization Performance
Scholars have increasingly studied the relationship between executive support and enterprise informatization construction. In the process of studying the main influencing factors of enterprise informatization, they found that executive support is a decisive factor in ensuring informatization construction (Doll, 2001;Bell, 2005;Ling et al., 2007;Xu et al., 2018;Haiqing et al., 2011). Executive support will effectively affect the effect of enterprise informatization, including the depth and breadth of informatization, the level of acceptance of information technology by employees, the success or failure of informatization projects, and the level of informatization performance (Raghunathhan et al., 2004;Chuck, 2007;Lijun, etc., 2010;Lin, 2010;Xiaochun, 2012). The executive support in this paper includes two dimensions: executive beliefs and executive participation. The senior management belief mainly refers to the knowledge and understanding of the senior management of the enterprise informatization, for example, how they judge the value of the enterprise informatization and the feasibility of the informatization. The stronger the belief of executives, the deeper their understanding of informatization, which has far-reaching significance for improving the informatization environment and promoting informatization performance. Senior management participation refers to the specific actions taken by senior managers to improve informatization strategy, create an informatization atmosphere and promote technology matching, and can be perceived by other members of the enterprise, such as establishing a reward and punishment system, participating in informatization construction meetings, etc. The participation of senior management will affect the enthusiasm of enterprise employees to participate in the construction of informatization and guide employees to accept informatization reforms quickly, thereby improving the performance of enterprise informatization. Therefore, this paper proposes the following hypotheses: H1: Top Management Supports is positively correlated with Informationization Performance.

Top Management Supports and Information change
In the process of studying the changes in the information system, it was found that the support of senior management is the basis for the formulation of informatization strategies and policies of enterprises. Informatization strategies and policies are the external manifestations of the informationization concepts and cognitions of senior managers (Hambrick et al., 1984;Lefebrve et al., 1997). Executive support has a positive impact on the scientific nature of the informatization strategy. Sharma (2003) verified the powerful role of executive support in creating a corporate system atmosphere, emphasizing that executive support can play a positive role in both institutional policies and innovative practices. Senior management support can influence the informatization atmosphere through incentive systems, training systems, and resource support, thereby affecting informatization changes. The higher the technology/task matching index, the greater the possibility of improving work efficiency, and corporate members are often more willing to use the technology (Ambertson, 2005). Senior managers need to strengthen the contact with the enterprise information project manager, enhance their knowledge and understanding of information technology, and improve the degree of matching between information systems and specific tasks. Senior management support helps ensure the consistency of information technology and business processes, and can promote information management changes. In summary, executive support has a positive impact on the three dimensions of information transformation. Therefore, the following hypothesis is proposed: H2: Top Management Supports is positively correlated with Information change.

The Mediating Role of Information Transformation
It can be seen from the acquisition process of informatization performance that informatization change variables play an intermediary role between executive support and informatization performance. The ideas and behaviors of senior managers firstly act on various organizational and technological changes in the process of informationization (James et al., 1977;Vaidiyanathai, 2004;Xuhong, 2006;Qunhui et al., 2013;King, 2008;. Rachael, 2008;Feng, 2012), which mainly includes three aspects: informatization strategy, technology four-matching and informatization atmosphere, which in turn affects the informatization performance of enterprises. Benzion et al. (1989) pointed out that higher-level managers can also directly influence lower-level employees. Therefore, the support of information technology by senior managers will also affect employees' ijef.ccsenet.org International Journal of Economics and Finance Vol. 13, No.11;2021 cognition and enthusiasm for use. Of course, the so-called -direct impact‖ here is not obtained through direct interaction between corporate members and senior managers, but corporate members judge the trend of information transformation through their cognition of corporate strategy, management system, and technical policies. And it is the process of deciding whether to produce active information technology use behavior (Chuck et al., 2007). The use behavior of enterprise members is one of the prerequisites for the generation of enterprise informatization performance. Therefore, no matter from the enterprise level or the individual level, the senior managers influence the informatization performance of the enterprise by influencing the informatization reform of the enterprise, so they put forward the hypothesis: H3: Top Management Supports improve Informationization Performance through Information change.

The Moderating Role of Organizational Communication
Enterprise informatization usually involves the creation of business processes and the redesign of organizational structure, both of which will be dominated by the original power structure of the enterprise (Karim et al., 2008), and a good communication and coordination mechanism is needed to help overcome employees' problems. Resistant emotions (Cohen et al., 1990). Enterprises can smoothly implement informatization strategies and management systems through good organizational communication, help employees exchange information technology experience, and solve problems arising during the use process (Feng, 2012). To promote the acceptance of information technology by various departments and enterprise members, enterprises need to make a lot of communication efforts during the entire informationization project development process (Li et al., 2012). In addition, in the process of informatization reform, whether it is the use of information technology commands to communicate, or the promotion of informatization policies, or the dissemination of related information in informal groups, it may change the understanding of information technology and their attitudes towards use by business members. (Breen, 2005), a good communication environment is conducive to the promotion of enterprise informatization reform, thereby affecting the level of enterprise informatization performance.

Data Collection
This paper takes enterprises in Guangdong Province of China as the research object. Collect data through the -Questionnaire star‖ of the Chinese professional questionnaire survey website. The questionnaires were distributed to mid-to-high-level business executives, members of the Guangdong CIO Alliance, and some information personnel. Before the official release, we conducted a pre-investigation to test the internal structure, reliability, and validity of each latent variable scale. There are 126 senior managers and ordinary employees from China Ping An Insurance and China Southern Power Grid in Guangdong Province were selected as the pre-survey objects, and the questionnaire items and structure were improved and adjusted based on the survey results and the feedback of the survey objects. The pre-survey samples were not effective in the formal survey Sample. On this basis, the team issued a total of 430 questionnaires in the formal survey. After removing 11 invalid questionnaires, this paper finally obtained 419 valid questionnaires as analysis samples, and the effective questionnaire recovery rate was 91.22%. The sample recovery data shows that the sex ratio of men and women is balanced, 52% of men and 18% of women.

Measurement Development
The research on the connotation of executive support by Jarvenppa et al. (1991) was widely used by later scholars. In the paper, they divided executive support into two dimensions: executive participation and executive involvement, and designed 6 items to measure the degree of executive participation, and 4 items to measure the degree of executive involvement. In the process of exploring the impact of executive support on IS strategy, Keams (2006)  Informatization reform includes three dimensions: informatization strategy, informatization atmosphere, and technology matching. There are relatively little researches on the measurement of enterprise informatization strategy, and the most influential one is the related research done by Keams (2006). This research also mainly refers to the related research of Kearns (2006) to measure the dimensions of informatization strategy. The measurement of the informatization atmosphere draws on the relevant research of the innovation atmosphere and finally measures it from the three aspects of the training system, incentive system, and resource support. The training system adopts the scale of Amoako et al. (2004), including items such as comprehensive training content for enterprise-centric technologies. The incentive system and resource support draw on the scale of Dong (2003) including -the better the use of information technology, the more likely to be rewarded or praised each month‖, -the enterprise is equipped with the software and hardware required for the application of information technology‖, and -the enterprise implements -Informatization has prepared enough funds‖ and other topics. The technology matching dimension draws on the scale measurement technology/task matching degree of Moore et al. (1991).
This paper refers to the related research of Ruppel et al. (2000) and Hefeng (2007) to measure organizational communication, including -leaders and subordinates can communicate more easily and freely.‖ -In an enterprise, mutual communication is Very frankly and openly‖ is the third item. Raghunathan et al. (2004) studied the relationship between executive support and informatization performance, using five items to characterize the performance of enterprise informatization, and these five evaluation indicators were widely used by later scholars. Therefore, this paper also adopted the scale of Raghunathan et al. (2004) to measure the performance of informatization.

Reliability and Validity Analysis
In this paper, SPSS25.0 and AMOS24.0 software were used to test the reliability and validity of the variables. Cronbach's α value was used to test the reliability of variables. Cronbach's α values were all greater than 0.7, indicating good reliability of the scale. In addition, confirmatory factor analysis (CFA) was used to verify the scale's structural validity and discriminative validity, and the results are shown in Table 1. As can be seen from  Table 2 shows the correlation analysis results of each variable. It can be seen from Table 2 that the mean and standard deviation of each variable are within a reasonable range, and the correlation coefficient results meet the requirements of further regression analysis. Top Management Supports and Informationization Performance (r=0.481, p<0.01), Information change (r= 0.825, p<0.01) a significant positive correlation. Information change and Informationization Performance (r=0.517, p<0.01) are also significantly positively correlated. The results of this correlation analysis provide preliminary evidence for subsequent hypotheses. Moreover, there is no significant correlation between Organizational Communication and Informationization Performance (r=0.059, p>0.05), which indicates that the effect of Organizational Communication on Informationization Performance is not significant, which is in line with the research logic of the regulation of Organizational Communication in this paper. Note. **. 0.01 level (two-tailed), the correlation is significant. M is the mean, SD is the standard deviation, TS is Top Management Supports, IC is Information change, OC is Organizational Communication, IP is Informationization Performance.

Main effects test
As shown in Table 3, Model 3 examines the relationship between control variables and informatization performance, and Model 4 confirms that there is a significant positive correlation between executive support and informatization performance (β=0.749, p<0.01), indicating Executive support can effectively improve informatization performance, hypothesis 1 is supported.

Mediation Effect Test
Based on Model 4, informatization reform was introduced as an intermediary variable, and Model 5 was constructed. It can be seen from Model 5 that after joining the informatization reform, the coefficient between executive support and informatization performance has changed from 0.749 to 0.217, and the informatization reform and informatization performance are significantly positively correlated (β=0.636, P<0.01). The results show that informatization reform plays a part of the intermediary role in the relationship between executive support and informatization performance, and Hypothesis 3 is supported.

Regulation Effect Test
Based on Model 5, the interaction items of organizational communication and information transformation and organizational communication are added, and Model 6 is constructed to verify the moderating effect of organizational communication. The results show that organizational communication has a positive moderating effect between informatization reform and informatization performance (β=0.672, p<0.05), and Hypothesis 4 is supported. In this paper, according to the recommendations of Aiken et al. (1991), a diagram of the effect of regulation was drawn (see Figure 2). It can be seen from Figure 2 that in the context of high-level organizational communication, informatization reform has a stronger positive impact on informatization performance.
Because of this, the above empirical results all support the research hypothesis. The empirical results also prove ijef.ccsenet.org International Journal of Economics and Finance Vol. 13, No.11;2021 that top managers are leading the company's information transformation. Informatization reform plays a key role in the organization and communication atmosphere in the promotion process of an enterprise. Good organizational communication can help enterprise members understand the strategies and management systems related to informatization, reduce barriers to management change, and help sub-enterprise members to find and solve the use Problems in information technology provide the possibility for them to use information systems or information technology more effectively. The smooth development of information technology reform will be very helpful to improve the information technology performance of enterprises.

Major Findings
This paper draws on relevant research in the fields of executive support, informatization performance, organizational communication, innovation theory, etc., and proposes a model of the influence mechanism of executive support on the informatization performance of enterprises. Taking enterprises in Guangdong Province as the research object, collecting data through questionnaire surveys, using SPSS25 for statistical analysis, empirically verifying all the hypotheses, and explaining the mechanism and process of senior management's support to affect the performance of enterprise informatization. The main conclusions are as follows: Top Management Supports is positively correlated with Informationization Performance; Top Management Supports is positively correlated with Information change; The level of support and the performance of informatization play an intermediary role. From an organizational perspective, the ideas and behaviors of senior managers first affect the informatization change in the enterprise, which mainly includes three aspects: informatization strategy, technology matching, and informatization atmosphere, which in turn affects informatization performance. From an individual perspective, executive support will affect employees' cognition and enthusiasm for use. Of course, this impact is not produced through direct interaction between corporate members and senior managers, but corporate members through the strategy and management system of corporate informatization. To determine the ijef.ccsenet.org International Journal of Economics and Finance Vol. 13, No.11;2021 trend of informatization change based on the cognition of technology and policy, and based on this, decide whether to actively use information technology, and this use behavior of enterprise members is one of the prerequisites for achieving informatization performance. Therefore, no matter from the organizational level or the individual level, the senior management influences the informatization performance of the enterprise by influencing the informatization reform of the enterprise. Organizational communication has a positive regulatory effect on the indirect effects of informatization reform and informatization performance. Organizational communication plays an important role in the promotion of informatization reform. On the one hand, enterprises can promote the understanding of informatization strategy by their members by creating good organizational communication, to enable them to have a more thorough understanding of informatization management systems and policies. Organizational changes made by executives are easier to promote and carry out. On the other hand, a good organizational communication atmosphere is also conducive to the popularization of enterprise information technology. Enterprise members can learn more about informatization-related knowledge through formal and informal channels, and master information technology faster and use it proficiently.

Contribution
The results of this paper have important implications for management practices: senior managers must have information awareness and support the informationization decision-making of the enterprise, which will help improve the performance of the enterprise. Enterprises should adjust informatization strategies and management systems to meet the needs of informatization.
1) Propose clear and feasible informatization strategies and development goals. Develop a clear informatization strategy and decompose the strategic goals into several phase goals to guide the managers and employees of the information department.
2) Strengthen the construction of supporting systems for informatization. First, establish a feasible training reward and punishment system to improve the self-learning effect of employees. Due to the limitation of training resources and the pressure of work tasks, it is difficult for most companies to train all employees in information technology during working hours. Therefore, improving the effectiveness of employees' self-learning becomes the primary task. Companies must not only provide material, time, materials, and other support but also improve the training and assessment system and rewards and punishments to stimulate the enthusiasm of employees for self-learning. Second, build a scientific and effective incentive system. Incentives in the process of informatization mainly focus on the following three aspects: constructing a reasonable salary system to make up for the changes made by employees for informatization construction; providing employees with fair promotion opportunities so that they can see the career benefits brought by informatization Development opportunities; scientific division of labor and cooperation by standardized and logical requirements. Finally, provide adequate resource protection. Enterprises need to accurately predict the possible impact of informatization, as well as the difficulties that may be encountered in the implementation of informatization, and correctly estimate the required resources, including funds, time, data, and other resources, to provide adequate resource protection.
3) Adjust the organizational structure to better adapt to information changes. On the one hand, enhance the adaptability of the organizational structure and the information system. Information technology can effectively improve the work efficiency of managers, thereby increasing the scope of management, and promoting the flat development of the organizational structure. Encourage companies to pay attention to adjusting the psychological state of the retrenched managers so that they can adapt to new jobs. On the other hand, improve the compatibility of information systems and organizational processes. Compatibility between business processes and information systems is a necessary prerequisite for choosing an information system, but it is sufficient that senior managers look at the enterprise's informatization projects more from a strategic perspective, and pay less attention to the details of the information system; and developers often seize any opportunity Reduce development costs, which leads to the superficial compatibility of information systems and organizational processes. To solve this problem, there are two possible ways: One is the long-term and continuous cooperation between the enterprise and the software developer so that the developer fully understands the operation process of the enterprise, but this requires the enterprise to pay a higher cost. The second is to supervise the software purchase process by personnel who understand both management and technology and require suppliers to adjust the modules and interfaces of the system according to the specific needs of the enterprise. 4) Improve the matching of tasks and technology. Compared with system/organization compatibility, technology/task compatibility belongs to the enterprise technical operation level rather than the management level, and the details are more obvious. It mainly emphasizes the compatibility and interaction between specific