Enterprise software sourcing performance: the impact logic of on-demand, on-premises, and in-house s

Nöhren (Auth.)

Visit to download the full and correct content document: https://textbookfull.com/product/enterprise-software-sourcing-performance-the-impact -logic-of-on-demand-on-premises-and-in-house-software-on-dynamic-fit-and-processlevel-performance-outcomes-in-client-organizations-1st-edition-ma/

More products digital (pdf, epub, mobi) instant download maybe you interests ...

Biota Grow 2C gather 2C cook Loucas

https://textbookfull.com/product/biota-grow-2c-gather-2c-cookloucas/

Trends and Applications in Software Engineering: Proceedings of the 7th International Conference on Software Process Improvement (CIMPS 2018) Jezreel Mejia

https://textbookfull.com/product/trends-and-applications-insoftware-engineering-proceedings-of-the-7th-internationalconference-on-software-process-improvement-cimps-2018-jezreelmejia/

Trends and Applications in Software Engineering: Proceedings of the 8th International Conference on Software Process Improvement (CIMPS 2019) Jezreel Mejia

https://textbookfull.com/product/trends-and-applications-insoftware-engineering-proceedings-of-the-8th-internationalconference-on-software-process-improvement-cimps-2019-jezreelmejia/

New Perspectives in Software Engineering: Proceedings of the 9th International Conference on Software Process Improvement (CIMPS 2020) Jezreel Mejia

https://textbookfull.com/product/new-perspectives-in-softwareengineering-proceedings-of-the-9th-international-conference-onsoftware-process-improvement-cimps-2020-jezreel-mejia/

Corporate Governance and Diversity in Boardrooms: Empirical Insights into the Impact on Firm Performance

Barbara Sveva Magnanelli

https://textbookfull.com/product/corporate-governance-anddiversity-in-boardrooms-empirical-insights-into-the-impact-onfirm-performance-barbara-sveva-magnanelli/

The Impact of Service Oriented Architecture Adoption on Organizations Naghmeh Niknejad

https://textbookfull.com/product/the-impact-of-service-orientedarchitecture-adoption-on-organizations-naghmeh-niknejad/

Job Demands in a Changing World of Work Impact on Workers Health and Performance and Implications for Research and Practice 1st Edition Christian Korunka

https://textbookfull.com/product/job-demands-in-a-changing-worldof-work-impact-on-workers-health-and-performance-andimplications-for-research-and-practice-1st-edition-christiankorunka/

Reliable Software Technologies Ada Europe 2016 21st Ada Europe International Conference on Reliable Software Technologies Pisa Italy June 13 17 2016 Proceedings 1st Edition Marko Bertogna

https://textbookfull.com/product/reliable-software-technologiesada-europe-2016-21st-ada-europe-international-conference-onreliable-software-technologies-pisa-italyjune-13-17-2016-proceedings-1st-edition-marko-bertogna/

Advances in High Performance Computing: Results of the International Conference on “High Performance Computing” Borovets, Bulgaria, 2019 Ivan Dimov

https://textbookfull.com/product/advances-in-high-performancecomputing-results-of-the-international-conference-on-highperformance-computing-borovets-bulgaria-2019-ivan-dimov/

Marko Nöhren

Enterprise Software Sourcing Performance

The Impact Logic of On-Demand, On-Premises, and In-House Software on Dynamic Fit and Process-Level Performance Outcomes in Client Organizations

ProgressinIS

Moreinformationaboutthisseriesathttp://www.springer.com/series/10440

EnterpriseSoftware SourcingPerformance

TheImpactLogicofOn-Demand, On-Premises,andIn-HouseSoftware onDynamicFitandProcess-Level PerformanceOutcomesinClient Organizations

MarkoN€ ohren

UniversityofMannheim Mannheim,Germany

ThisbookisbasedonadoctoralthesissuccessfullydefendedattheBusinessSchoolofthe UniversityofMannheim

ISSN2196-8705ISSN2196-8713(electronic) ProgressinIS

ISBN978-3-319-23924-8ISBN978-3-319-23926-2(eBook) DOI10.1007/978-3-319-23926-2

LibraryofCongressControlNumber:2015955262

SpringerChamHeidelbergNewYorkDordrechtLondon © SpringerInternationalPublishingSwitzerland2016

Thisworkissubjecttocopyright.AllrightsarereservedbythePublisher,whetherthewholeorpartof thematerialisconcerned,specificallytherightsoftranslation,reprinting,reuseofillustrations, recitation,broadcasting,reproductiononmicrofilmsorinanyotherphysicalway,andtransmission orinformationstorageandretrieval,electronicadaptation,computersoftware,orbysimilaror dissimilarmethodologynowknownorhereafterdeveloped.

Theuseofgeneraldescriptivenames,registerednames,trademarks,servicemarks,etc.inthis publicationdoesnotimply,evenintheabsenceofaspecificstatement,thatsuchnamesareexempt fromtherelevantprotectivelawsandregulationsandthereforefreeforgeneraluse.

Thepublisher,theauthorsandtheeditorsaresafetoassumethattheadviceandinformationinthis bookarebelievedtobetrueandaccurateatthedateofpublication.Neitherthepublishernorthe authorsortheeditorsgiveawarranty,expressorimplied,withrespecttothematerialcontained hereinorforanyerrorsoromissionsthatmayhavebeenmade.

Printedonacid-freepaper

SpringerInternationalPublishingAGSwitzerlandispartofSpringerScience+BusinessMedia (www.springer.com)

Tomyfamily

Acknowledgments

Theprocessofdevelopingandwritingthisbookhasbeenanenrichingexperience.I wouldliketothankallthosepeoplewhohavesupportedmyworkandpersonally accompaniedmeduringmytimeasaresearchassistantattheUniversityof Mannheim.

Firstandforemost,IwouldliketothankmyacademicadvisorProf.Dr.Armin Heinzl.Iverymuchappreciatethefreedomofresearchhegaveme.Healways encouragedmetodevelopmyownideas,whileatthesametimeofferinginsightful commentsandpragmaticadvice.

IwouldliketoexpressveryspecialthankstoProf.Dr.MichaelRosemann,who invitedmetoaresearchstayatQueenslandUniversityofTechnologyinBrisbane, Australia.Hetaughtmehowtothink“outofthebox”andtopursueinnovative ideasinacademicresearch.ItwasagreatpleasuretoworkwithMichaelandIam gratefulthatwekeptintoucheversince.

Asapartofmyempiricalstudy,Ihadtheopportunitytoconductinterviewswith CIOs,CEOs,andITmanagersinmultiplecompanies.Iverymuchappreciatethe insightfulconversations.Iamverythankfulforthetimeandeffortthattheparticipantsinvestedtosupportmyresearchandme.

Thisstudywaspartiallysupportedbytheresearchproject“ProdIT—ProductivityofIT-basedServices”aspartofthe“StrategicPartnership—Productivityof Services,”ledbytheFraunhoferIAO.IthankallprojectmembersfromtheCenter forEuropeanEconomicResearchandPierreAudoinConsultantsforvaluable discussions.

Ihadthepleasuretospend3yearsasaresearchassistantattheDepartmentof GeneralManagementandInformationSystemsattheUniversityofMannheim, BusinessSchool.IwouldliketothanktheteamandespeciallymyformercolleaguesTommiKramer,KaiSpohrer,AlexanderScheerer,SaskiaBick,Christoph Schmidt,ErikHemmer,SebastianStuckenberg,ThomasKude,JensF€ orderer,Lars Klimpke,MiroslawLazic,SvenScheibmayr,AlionavonderTrenck,andTillmann Nebenforagreatandunforgettableexperience.AspecialthankgoestoNiklas Schwarzer,whosupportedmeasaworkingstudent.Ialsothankallthestudents, whosupportedtheProdITproject. vii

Furthermore,IwouldliketothankProfessorDr.IreneBertschekandProf. Dr.ChristianBeckerforservingasmembersofmydissertationcommittee.The GermanFederalMinistryofEducationandResearch(BMBF)andtheGerman AcademicExchangeService(DAAD)supportedthisresearch.

Mannheim,July2015MarkoN€ ohren

ListofAbbreviations

AMCISAmericasConferenceonInformationSystems

BEABescheinigungenelektronischannehmen

BWWBungeWandWeber

CEOChiefexecutiveofficer

CIOChiefinformationofficer

CMSCampusmanagementsystem

COOChiefoperationsofficer

CRMCustomerrelationshipmanagement

ECISEuropeanConferenceonInformationSystems

ELENAElektronischesEntgeldnachweis-Verfahren

EMEAEurope,theMiddleEastandAfrica

ERPEnterpriseresourceplanning

HTMLHypertextmarkuplanguage

ICISInternationalConferenceonInformationSystems

IHIn-house

ITInformationtechnology

KBVKnowledge-basedviewofthefirm

MIDSManagementinformationanddecisionsupport

N.A.Notapplicable

ODOn-demand

OPOn-premises

PACISPacificAsiaConferenceonInformationSystems

PCSProcurementsystem

POSPoint-of-sale

RBVResource-basedviewofthefirm

RDTResource-dependencetheory

RITRepresentationalviewoninformationtechnology

RQResearchquestion

SCMSupplychainmanagement

xListofAbbreviations

SEPASingleEuroPaymentsArea

SETStrategic-economical-technological

TCETransactioncosteconomics

WHSWarehousingsystem

2.1DefinitionofCoreConcepts

2.1.1RepresentationalViewofInformationTechnology....12

2.1.2SoftwareSourcingModes......................13

2.1.3InformationTechnologyAlignment...

2.2LiteratureReview...

2.2.1TheoreticalLensesinSoftwareandSourcing

2.2.2TheValueofInformationTechnology.............24

2.2.3PreviousContributiononSoftwareandSourcing Performance................................33

2.2.4PreviousContributiononSoftwareAlignment.......42

2.2.5TheDynamicAlignmentProcess.................48

3.1LogicalStructuresofResearchModels..................

3.2.1SpecificationofConceptsRelatedtotheDynamic

3.2.2DefinitionofAlignmentClustersandGestalts

3.3DevelopmentofaPreliminaryResearchModel

3.3.1TheRelationshipBetweenAlignmentGestalts andDynamicFit.............................70

3.3.2TheImpactofDynamicFit.

3.3.3TheImpactofSoftwareSourcing.................72

3.3.4Summary

4ResearchDesign

4.1PhilosophicalStanceofStudy

4.3DataCollectionandDataAnalysis............

4.3.1SamplingProcedure...

4.3.2CollectionandInterpretationofQualitativeData

4.3.3IntroductiontoTestStatisticsofCategoricalData.....89

5.1FieldStudyCompaniesandEmpiricalProfiles.............97

5.2DescriptiveAnalysisofConstructs.....................100

6Single-CaseAnalysis

6.1TechnologicalPushInnovation...............

6.1.1PioneerInnovatorGestalt

6.1.2TechnologyPushNon-gestalt....................110

6.1.3Summary

6.2Push-PullInnovation...............................113

6.2.1AmbidextrousInnovatorGestalt

6.2.2Push-PullNon-gestalt.

6.3BusinessPullInnovation .............................121

6.3.1CautiousInnovatorGestalt......................121

6.3.2BusinessPullNon-gestalt.

6.3.3Summary

6.4NoInnovation...

6.4.1ConservativeGestalt

6.4.2NoInnovationNon-gestalt

6.4.3Summary

7Cross-CaseSynthesis ..................................137

7.1InvestigationandValidationofInitialPropositions..

7.1.1RelationshipBetweenAlignmentGestalts andDynamicFit.............................138

7.1.2TheImpactofDynamicFitonBusinessProcess

7.1.3ImpactofDynamicFitonSourcingPerformance.....142 7.1.4Summary

7.2ExtensionandRefinementofResearchModel

7.2.1EmergingRelationshipBetweenSourcingandBusiness ProcessPerformance.

7.2.2TheRoleofSoftwareSourcingModes.............155

7.2.3ModeratingEffectsofControlonSoftwareStructure

7.2.4Summary

AppendixB:ExemplifiedItemsRelatedtotheDependent Constructs

AppendixC:PropertiesofQualitativeStudyBasedonDube ´ andPare ´ (2003) ..........................................195

AppendixD:High-LevelInterviewGuideline

AppendixE:ListofExemplifiedEvidenceBasedonDibbern etal.(2008) .............................................199

AppendixF:Chi-SquareDistributionTable

AppendixG:2 3 2Three-WayContingencyTablesfor Propositions6aand6b .....................................209

ListofFigures

Fig.1.1Researchframework...................................................5

Fig.1.2Researchdesign........................................................7

Fig.1.3Studyorganization.....................................................9

Fig.2.1Chapterdesign... .......................................................12

Fig.2.2RepresentationalviewonITartefacts ................................13

Fig.2.3Representationalviewonsoftwareartefacts.........................14

Fig.2.4Representationalviewonsoftwaresourcingmodes... .............16

Fig.2.5ThreedimensionsofITvalueresearch..............................26

Fig.2.6TheSoh-Markus-ModelonITinvestmentsbased onSohandMarkus(1995)............................................27

Fig.2.7TheDehning-Richardson-ModelbasedonDehning andRichardson(2002) .................................................28

Fig.2.8TheDeLone-McLean-ModelbasedonDeLone andMcLean(1992)............... .....................................29

Fig.2.9TheMelville-Kraemer-Gurbaxani-ModelbasedonMelville etal.(2004) .............................................................30

Fig.2.10AgenericmodelonITvaluegenerationprocess ...................33

Fig.2.11Software-organization-misfittypologyby SiaandSoh(2007) .....................................................44

Fig.2.12Software-organization-fittypologybyStrong andVolkoff(2010).... .................................................45

Fig.2.13Nohren-Heinzl-Kudenotionofdynamicsoftware-processfit.....46

Fig.2.14Summaryofthischapter...............................................55

Fig.3.1Environmentalchangematrix .........................................61

Fig.3.2Softwarestructurechangematrix .....................................62

Fig.3.3Specificationsofconceptsrelatedtothedynamicalignment process..................................................................63

Fig.3.4Gestalt1:pioneerinnovator.. .........................................64

Fig.3.5Gestalt2:cautiousinnovator ........................................65

Fig.3.6Gestalt3:ambidextrousinnovator ..................................66

Fig.3.7Gestalt4:conservative...............................................67

Fig.3.8Relationshipbetweendynamicalignmentprocess andalignmentgestalts ................................................69

Fig.3.9Preliminaryresearchmodel

Fig.4.1Philosophicalstances...

Fig.4.2Appliedtestsofindependence

Fig.5.1Fieldstudycompanies..

Fig.5.2Companysizeandrolesoftheinterviewees

Fig.5.3Empiricalprofiles .....................................................100

Fig.5.4Distributionofperformanceoutcomeconstructs

Fig.5.5Distributionofenvironmentalchange

Fig.5.6Distributionofstructuralchangeconstructs

Fig.5.7Distributionofcontextualfactors ...................................103

Fig.5.8Distributionofdynamicfit

Fig.6.1DynamicalignmentprocessatALPHA-FINANCE...............112

Fig.6.2DynamicalignmentprocessatETA-SERVICE...................113

Fig.6.3DynamicalignmentprocessatBETA-MANUFACTURING....120

Fig.6.4DynamicalignmentprocessatZETA-MANUFACTURING ....121

Fig.6.5DynamicalignmentprocessatBETA-FINANCE.................126

Fig.6.6DynamicalignmentprocessatDELTA-MANUFACTURING....127

Fig.6.7DynamicalignmentprocessatALPHA-ASSOCIATION........131

Fig.6.8DynamicalignmentprocessatBETA-ASSOCIATION ..........132

Fig.7.1Relationshipbetweenalignmentgestaltsanddynamicfit ........139

Fig.7.2Impactofdynamicfitonbusinessprocessperformance..........141

Fig.7.3Impactofdynamicfitonstrategicsourcingperformance ........143

Fig.7.4Impactofdynamicfitoneconomicsourcingperformance.......145

Fig.7.5Impactofdynamicfitontechnologicalsourcingperformance...146

Fig.7.6Impactofstrategicsourcingperformanceonbusinessprocess performance. ..........................................................149

Fig.7.7Impactofeconomicsourcingperformanceonbusiness processperformance.. ................................................152

Fig.7.8Impactoftechnologicalsourcingperformanceonbusiness processperformance.. ................................................153

Fig.7.9Impactofsoftwaresourcingmodesondynamicfit... ............156

Fig.7.10Relationshipbetweensoftwaresourcingmodesandcontrol ofsoftwarestructurechange .........................................159

Fig.7.11Moderatingeffectofexternalcontrolonsoftwarestructure change.................................................................164

Fig.7.12Moderatingeffectofhybridgovernanceofsoftwarestructure change.................................................................166

Fig.8.1Finalexplanatoryresearchmodel...................................175

Fig.8.2Managerialimplicationsforsourcingandmanagingprocess enterprisesoftware ....................................................181

Fig.8.3Multilevelresearchagendaforfutureresearch... .................184

Fig.8.4CasestudyfocusinqualitativeresearchbasedonYin(2009)...186

ListofTables

Table2.1Theoreticallensesonsoftwaresourcing .........................21

Table2.2Previouscontributiononsoftwareandsourcing performance .........................................................34

Table2.3Definitionofbusinessprocessperformance.....................42

Table2.4Definitionofsourcingperformance..

Table2.5Definitionofdynamicfit ...........................................48

Table2.6Definitionofsoftwarestructurechange

Table2.7Definitionofbusinessprocesschange

Table2.8Definitionofenvironmentalchange ..............................51

Table2.9Definitionofsoftwarecustomizability.....

Table2.10Definitionofbusinessprocessadaptability...

Table3.1LogicalstructuresbasedonMarkusandRobey(1988).........58

Table4.1Codingofsoftwaresourcing ......................................87

Table4.2Codingofenvironmentalchange.................................88

Table4.3Codingofbusinessprocessstructurechange....................88

Table4.4Codingofsoftwarestructurechange.............................88

Table4.5Codingofsoftwarecustomizability.

Table4.6Codingofbusinessprocessadaptability..........................89

Table4.7Codingofbusinessprocessperformance .........................89

Table4.8Codingofsourcingperformance—strategicbenefits.. .........90

Table4.9Codingofsourcingperformance—economicbenefits..........90

Table4.10Codingofsourcingperformance—technologicalbenefits......90

Table4.11Codingofdynamicfit ..............................................90

Table4.12Contingencytableonobservedabsolutefrequencies...........92

Table4.13Interpretationofsignificance......................................93

Table5.1Finaldatasetoffieldstudy ........................................104

Table6.1Overviewonsingle-caseanalysis. ................................133

Table7.12 2contingencytableonproposition1 ........................140

Table7.2Teststatisticsproposition1for2 2contingencytable. ......140

Table7.33 2contingencytableonproposition2 ........................141

Table7.4Teststatisticsproposition2for3 2contingencytable. ......142

Table7.52 2contingencytableonproposition2 ........................142

Table7.6Teststatisticsproposition2for2 2contingencytable. ......142

Table7.73 2contingencytableonproposition3a.... ...................143

Table7.8Teststatisticsproposition3afor3 2contingencytable......144

Table7.92 2contingencytableonproposition3a.... ...................144

Table7.10Teststatisticsproposition3afor2 2contingencytable......144

Table7.113 2contingencytableonproposition3b .......................145

Table7.12Teststatisticsproposition3bfor3 2contingencytable......145

Table7.132 2contingencytableonproposition3b .......................146

Table7.14Teststatisticsproposition3bfor2 2contingencytable......146

Table7.153 2contingencytableonproposition3c.... ...................147

Table7.16Teststatisticsproposition3cfor3 2contingencytable......147

Table7.172 2contingencytableonproposition3c.... ...................147

Table7.18Teststatisticsproposition3cfor2 2contingencytable......147

Table7.193 3contingencytableonproposition4a.... ...................151

Table7.20Teststatisticsproposition4afor3 3contingencytable......151

Table7.212 2contingencytableonproposition4a.... ...................151

Table7.22Teststatisticsproposition4afor2 2contingencytable......151

Table7.233 3contingencytableonproposition4b .......................152

Table7.24Teststatisticsproposition4bfor3 3contingencytable......152

Table7.252 2contingencytableonproposition4b .......................153

Table7.26Teststatisticsproposition4bfor2 2contingencytable......153

Table7.273 3contingencytableonproposition4c.... ...................154

Table7.28Teststatisticsproposition4cfor3 3contingencytable......154

Table7.292 2contingencytableonproposition4c.... ...................155

Table7.30Teststatisticsproposition4cfor2 2contingencytable......155

Table7.312 3contingencytableonproposition5 ........................157

Table7.32Teststatisticsproposition5for2 3contingencytable. ......157

Table7.332 2contingencytableonproposition5 ........................157

Table7.34Teststatisticsproposition5for2 2contingencytable. ......157

Table7.353 3contingencytableonsoftwaresourcingmodes andcontrolofsoftwarestructurechange .........................159

Table7.36Teststatisticssoftwaresourcingmodesandcontrolof softwarestructurechangefor3 3contingencytable. .........159

Table7.372 2contingencytableonproposition5a.... ...................160

Table7.38Teststatisticsproposition5afor2 2contingencytable......160

Table7.392 2contingencytableonproposition5c.... ...................161

Table7.40Teststatisticsproposition5cfor2 2contingencytable......161

Table7.412 2contingencytableonproposition5b .......................162

Table7.42Teststatisticsproposition5bfor2 2contingencytable......162

Table7.43Three-waycontingencytableonproposition6a.................165

Table7.44Teststatisticsproposition6a ......................................165

Table7.45Three-waycontingencytableonproposition6b... ..............167

Table7.46Teststatisticsproposition6b ......................................167

Table7.47Overviewonteststatistics.... .....................................168

TableA.1Keywordsonsoftwaresourcingoutcomes.......................191

TableA.2ListoftopISjournalsandconferences... .......................192

TableB.1Exemplifieditemsrelatedtosourcing performance .........................................................193

TableB.2Exemplifieditemsrelatedtobusinessprocess performance .........................................................194

TableC.1Propertiesofresearchdesign...... ................................195

TableC.2Propertiesofresearchcontext.....................................195

TableC.3Propertiesofdatacollectionprocess..... ........................196

TableC.4Propertiesofdatacollectionmethods............................196

TableC.5Propertiesofdataanalysisprocess..... ...........................196

TableE.1Exemplifiedevidenceonbusinessprocess performance .........................................................199

TableE.2Exemplifiedevidenceonstrategicsourcing performance .........................................................200

TableE.3Exemplifiedevidenceoneconomicsourcing performance .........................................................200

TableE.4Exemplifiedevidenceontechnologicalsourcing performance .........................................................201

TableE.5Exemplifiedevidenceondynamicfit. ............................202

TableE.6Exemplifiedevidenceonbusinessprocessstructure change......... ......................................................202

TableE.7Exemplifiedevidenceonsoftwarestructurechangeby technologypush......... ...........................................203

TableE.8Exemplifiedevidenceonsoftwarestructurechangeby businesspull........................................................203

TableE.9Exemplifiedevidenceonenvironmentalchange ................203

TableE.10Exemplifiedevidenceonsoftwarecustomizability........ .....204

TableE.11Exemplifiedevidenceonbusinessprocess adaptability ..........................................................205

TableF.1Chi-squaredistribution .............................................207

TableG.12 3 2contingencytableonproposition6a.... ...............209

TableG.2Teststatisticsforpartialtablesofproposition6a...............209

TableG.32 3 2contingencytableonproposition6b.. ................210

TableG.4Teststatisticsforpartialtablesofproposition6b ...............210

Chapter1 Introduction

1.1ProblemStatement

Today,organizationalbusinessprocessesdependmorethaneveroninformation technology(IT)andaresignificantlyinfluencedbytheirefficiency,theireffectiveness,andtheirreliability(Bertscheketal.2014).Asaconsequence,theglobalIT marketisgrowingbymorethan8%annually(Bartelsetal.2010).Onthismarket, thecorporatesoftwaresectorisoneofthefastestgrowingsegments(Bartels etal.2010;Loetal.2009).WithanoverallturnoverofapproximatelyUS$400 billion,thecorporatesoftwaremarketholdsashareofmorethan16%oftheglobal ITpurchases(Bartelsetal.2010).Inthismarketsegment,process-centricenterprisesoftware—suchasenterpriseresourceplanning(ERP)systemsandindividual componentsforcustomerrelationship(CRM)orsupplychainmanagement (SCM)—constitutesoneofthelargestandmostsevereITinvestments(Agarwal andSambamurthy2002;LuoandStrong2004;ShangandSeddon2002;Siaand Soh2007;StrongandVolkoff2010).Followingthelatestmarketdata,theglobal ERPmarketshowsanannualgrowthof2.2%andreachedin2012anoverall turnoverofUS$25.8billionwithSAP(25%),Oracle(13%),Sage(6%),Infor (6%),andMicrosoft(5%)asbiggestplayers(Forbes2013).

Process-centricenterprisesoftwarehasshiftedfromasubstantialoperationaltoa strategicsuccessfactorforcompanies(Chenetal.2010;Wangetal.2008a). Sophisticatedenterprisesystemscontributetogeneratingsuperiorbusinessprocesses,tomaximizeanorganization’sperformance,toincreaseusersatisfaction, andtosupportthecompany’sgrowth.However,despiteagrowingmarketandan increasingstrategicvalueofsuchsystems,largeandsmallorganizationsaroundthe globefacethesamefundamentaldilemmas:scarcefinancialresources(e.g.Bartels etal.2010;Be ´ lissentetal.2010),alignmentandperformanceissuesinenterprise software’spost-implementationphase(e.g.Maureretal.2012;SiaandSoh2007; StrongandVolkoff2010;SwansonandRamiller2004)aswellasanincreasing complexityofsoftwaresourcing(e.g.N€ ohrenetal.2014;Schwarzetal.2009).

© SpringerInternationalPublishingSwitzerland2016

M.Nohren, EnterpriseSoftwareSourcingPerformance,ProgressinIS, DOI10.1007/978-3-319-23926-2_1

Scarcefinancialresources Sincethetimeofeconomicdownturnin2009anda veryslowrecoveryfromthisfinancialcrisis,ITdecisionmakershavebeenmore andmoreconfrontedwithcostpressuresandlowermonetaryresources(Be ´ lissent etal.2010;Luftmanetal.2013;Matzkeetal.2009).BusinessvalueofITis tremendouslyimportantbutahighlycontroversialsubjectforresearchersand practitioners(e.g.Be ´ lissentetal.2010;DehningandRichardson2002;Melville etal.2004).Inthelightofincreasingfinancialpressures,thequestionraised:Is IT—andespeciallylarge-scaleenterprisesystems—boonorbane?Consequently, boostingITproductivityisthenameofthegameandisincreasinglyunderstoodas oneessenceofacompany’scompetitivenessandprofitability(Be ´ lissent etal.2010).

Alignmentandperformanceissuesinpost-implementationphase Alongwith investingmoreandmoremoneyinenterprisesoftware(Bartelsetal.2010),growingfinancialpressuresintheaftermathoftheeconomicdownturndeterminedan increasingfocusonIT’sefficiencyandeffectivenessaswellasonjustifyingIT’s impactonbusinessperformance(Be ´ lissentetal.2010;Loetal.2009;Luftmanand Ben-Zvi2010).ItisnotsurprisingthatITmanagersareconfrontedwiththe challengeofenhancingIT’scontributiontobusinessproductivitybyimproving alignmentbetweenITandbusiness(LuftmanandBen-Zvi2010;Luftman etal.2013;Tallon2007).IncreasingthefitofITwithbusinessprocesseshas beenamongthehighestmanagementprioritiesformorethan20yearsnow(Chan andReich2007;Luftmanetal.2013).Despitetheoreticalandpracticalnecessityto understandthephenomenonofalignmentbetweenanorganizationanditsprocesscentricenterprisesoftware,ithasrarelybeenstudiedandlittleisknownaboutits impactonbusinessperformance(SiaandSoh2007;StrongandVolkoff2010).

Increasingcomplexityofsoftwaresourcing Acrosstheyears,theglobalenterprisesoftwaremarkethasbeensubjecttoseveraltremendouschanges.First, companiesareincreasinglyshiftingfromin-housesoftware—developedbyacorporate’sITdepartmentorbyasubcontractedsoftwarehouse—topackagedapplications(Sawyer2000).Packagedapplicationsarestandardizedsoftwareartefacts developedbyspecialisedcompaniesbasedonindustrybest-practicesandsoldvia marketmechanismstoalargeconsumerbase(Nohrenetal.2014;Sawyer2000;Sia andSoh2007).Theinherentstandardizationofsuchsystemsputspressuresonits alignmentwithbusinessprocessesandimpactsperformanceoforganizationalunits (Grant2003;ShangandSeddon2002;SiaandSoh2007;StrongandVolkoff2010). Second,theappearanceofon-demandsoftware(“software-as-a-service”)changed thepackagedenterprisesystem’slandscape(Be ´ lissentetal.2010;Merzetal.2011; Winkleretal.2011).The“as-a-service”-modeldiffersfromtraditionalon-premises deliveryinwhichsoftwareisoperatedanddeployedoncompany’sowncomputing infrastructures(Winkleretal.2011).Inanon-demandsetting,ITresourcesare transformedintoacontinuouslyprovidedservice—likebankingortelecommunications—deliveredtoclientorganizationsviatheInternet(Bolton1998;Susarla etal.2010;YangandTate2012).Thisleadstofundamentaldifferencesinsoftware management,softwareoperation,andcontroloverfuturedevelopments

1.2ResearchObjectives3

(e.g.Choudhary2007a;Currieetal.2004;Koehleretal.2010;Lehmannand Buxmann2009;Stuckenbergetal.2011;XinandLevina2008;YangandTate 2012).

Insummary,enterprisesystemsarecrucialforcompanies’ dailyoperationsand emergedtokeystrategicsuccessfactorsforcorporate’sbusinessprocesses (CotteleerandBendoly2006).Today,companiescanchooseamongthreetypes ofsoftwaresourcing.Whereaspackagedapplications(on-premisesand on-demand)areontheriseandresponsibleforapproximately45%ofglobal softwarepurchases,custom-builtapplicationsstillaccountforaround20%ofthe market(Bartelsetal.2010).AstheInternetbecomesubiquitous,faster,and increasinglyaccessible,applicationsintheclouddiffuseontheglobalsoftware market(HsiehandHuang2012;Niemann2013).Whileprocess-centricenterprise systemsweretraditionallysourcedinanon-premisesoranin-housesetting, ERP-as-a-serviceisontherise(KoslowskiandStruker2011;Niemann2013).It hasemergedtoafundamentalopportunityforsmallandmedium-sizedcompanies toaccessleadingprocess-centricsoftwaresystemswhileavoidinghighITinfrastructurecosts,supportcosts,orlargesoftwarelicensefees(Lacityetal.2009, 2013).However,itisexpectedthatdespitethefactthaton-demandservicescut clients’ costsandspeeduptheiraccesstoupgrades,suchsystemsarelesscustomizable,whichinfluencesintegrabilityandperformance(LacityandWillcocks2013; Niemann2013;N€ ohrenetal.2014).Asaconsequence,enterprisesystemsfrequentlyfailtodelivertheexpectedvalueduringpost-implementationphase(Grant 2003;ShangandSeddon2002;SiaandSoh2007;StrongandVolkoff2010; SwansonandRamiller2004).

1.2ResearchObjectives

DespiteanincreasingimportanceandalongtraditionofITvalueresearch (e.g.Baruaetal.1995;Brynjolfsson1993;DehningandRichardson2002;DeLone andMcLean1992,2003;Melvilleetal.2004;SohandMarkus1995),thereisstill uncertaintyinviewoftheoutcomesofITingeneralaswellasenterprisesystem’s contributiontoperformanceofbusinessprocessesandorganizations.Previous researchinthefieldofprocess-centricenterprisesoftwareoutcomesfrequently investigatedperformanceofspecifictypesofsoftwareartefactssuchasERP systems(e.g.CotteleerandBendoly2006;Grant2003;HoudeshelandWatson 1987;RanganathanandBrown2006;ShangandSeddon2002).Thesestudies providedefinitionsoftheinherentcharacteristicsofthesoftwareartefactcontributingtovalueandhowthisvaluecanbemeasured.Forinstance,inanearlystudy onsoftwareperformancebyHoudeshelandWatson(1987),asinglecasestudyto assesssuccessofaninternallydevelopedITsystemwasconducted.Intheirstudy, in-housesourcingledtomultiplebenefitssuchasanimprovedcommunication amonginternalandexternalstakeholdersandimprovedinformationquality.

Drawinguponareviewofvendor-reportedsuccessstoriescombinedwithIT managerinterviews,ShangandSeddon(2002)developedalistof21indicators toassessperformanceofpackagedERPsystems.Theseindicatorsweregrouped intooperational,managerial,strategic,ITinfrastructure,andorganizationalbenefits.RanganathanandBrown(2006)analysedtheimpactofERPimplementationon abnormalreturns.Inparticulartheeffectsofapplication ’sfunctionalandphysical scopeaswellasvendorsreputationhasbeeninvestigated.Therearethreekey shortcomingsofstudiesrelatedtothisarea.First,theunderlyingsoftwaresourcing modewasnotexplicitlytakenintoaccount.Itisnotdifferentiatedbetween in-house,on-premises,andon-demandapplications.Second,moststudiesinvestigatedimpactsonanorganizationallevel.Limitedresearchisdoneonabusiness processlevel.Third,adirectlinkbetweenenterprisesoftwareandperformanceis attributed.Themediatingroleofsoftwarealignmentisunderinvestigated.

Duetosignificantdifferencesbetweenin-house,on-premises,andon-demand enterprisesystemswithrespecttodeploymentandcontrolonfuturedevelopments (e.g.Choudhary2007a;Currieetal.2004;Koehleretal.2010;Lehmannand Buxmann2009;Stuckenbergetal.2011;XinandLevina2008;YangandTate 2012)animpactofsourcingmodesonalignmentandperformancecanbeattributed andwillfurtherbeelaboratedinthisstudy.Researchonsoftwaresourcingemphasizestheroleofparticularsourcingarrangements(e.g.Abokhodairetal.2012; BankerandKemerer1992;Hahnetal.2013;KeilandTiwana2006;Malladiand Krishnan2012a,b;Nidumolu1995;Schwarzetal.2009;ZhangandSeidmann 2010).Studiesinthisareaanalyseswhataretheinfluencesonthedecisionfora specificsoftwaresourcingmodeandwhataretheimpactsontheoutcomesofthis decision.Forinstance,Schwarzetal.(2009)conductedaconjointanalysisaiming atunderstandingfactorsinfluencingITmanager’sdecisiontosourcesoftware eitherinanapplicationserviceprovisioningmodeortodevelopcustomized systemsinadomesticoranoffshoreoutsourcingsetting.Drawinguponspecific characteristicsoftheon-demandandtheon-premiseslicencingmodel,Zhangand Seidmann(2010)discussedtheoptimalsoftwaredeliverymodefromamonopolisticvendor’sperspective.Intheirtwo-periodconceptualmodelthekeyimpact factorsarequalityuncertaintyandnetworkeffects.Inaddition,Choudhary (2007a)developedaconceptualmathematicalmodeltocomparesoftwarequality in“as-a-service”-settingswiththoseinon-premisesmodes.Takingavendor’s perspective,theauthorcomparedintentionstoinvestinproductquality.Thekey shortcomingoffindingsinthisareaisthatstudiesareeitherconceptualinnatureor focusonnotmorethanoneortwotypesofsourcingarrangements.Nostudyhas beenfoundaboutthedirectlyincorporatedin-house,on-premises,andon-demand sourcingsimultaneously.Consequently,thecomplexityofsoftwaresourcingwas nottreatedinpreviousresearch.

InlightofanincreasingimportanceofmanagingITandbusinessalignment (Luftmanetal.2013)astrongbodyofresearchemphasizestheroleofsoftware alignmentandfitascentralmediatorbetweenenterprisesoftwareimplemented withinanorganizationanditsbusinessprocessperformanceoutcomes(e.g.Cao 2010;Maureretal.2012;SiaandSoh2007;SohandSia2004;StrongandVolkoff

2010).Thesestudiesfocusesonwhatconstitutesfitandalignmentofapplications, howitisachievedandhowfitsandmisfitsemergeacrossorganizationalsubunits. However,threekeyshortcomingsofscholarsrelatedtothisareaofresearchcanbe identified.First,mostofthesestudiesareconceptualinnature.Second,theirmain focusisonpackagedapplicationsingeneral.Nodistinctionbetweenon-demand andon-premisessourcingismade.Inaddition,thealignmentofin-houseapplicationsisnotdiscussedsofar.Third,studiesinthisareadonotexplicitlydiscussthe needforsoftwareandorganizationstocoevolveovertime.Theimportantroleof thisdynamicbehaviourofsoftwareandbusinessprocessesisdiscussedinthe presentedstudy.

Thisworkaimsatclosingtheresearchgapsidentifiedabovebystudyingthe relationshipbetweensoftwaresourcingmodesandsoftwaresourcingvalue(see Fig. 1.1).Itcontributestoliteratureintwoways.First,theimpactofin-house, on-premises,andon-demandsoftwareonsoftwaresourcingvalueisinvestigatedby posingthefollowingtworesearchquestions:

Researchquestion1Howdosoftwaresourcingmodesimpactsoftwarealignment? Researchquestion2Howdosoftwaresourcingmodesimpactperformanceoutcomes?

Second,thisstudy’sintentionistocontributetothediscussionofhowsoftware alignmentimpactsbusinessprocessperformanceandwhetherfitsormisfits betweenorganizationsandenterprisesystemsareharmfulorbeneficialforcompanies(ChanandReich2007;Maureretal.2012).Thereby,itaddstoconflicting researchontheeffectsofsoftwarealignment(ChanandReich2007;Maurer etal.2012;SiaandSoh2007;StrongandVolkoff2010)byposingathirdresearch question:

Researchquestion3Howissoftwarealignmentrelatedtoperformanceoutcomes?

1.3ResearchDesign

Theselectionofanappropriateresearchdesignisafundamentalstepineach researchendeavour(Heinrichetal.2011).Inansweringtheresearchquestions outlinedabove,anexploratoryqualitativefieldstudywasconducted(Guillemette andPare ´ 2012).Theexploratorynatureofthisresearchmethodwasparticularly valuablefortworeasons:First,asoutlinedabove,researchonsoftwaresourcing modesandsoftwaresourcingvalueintermsofalignmentandperformanceisinan earlystage.Asaconsequence,thefieldeitherlacksstrongconceptualizationsof relatedconstructsordoesnotprovidequantitativemeasurementmodelsforstructuralequitationmodelling.Second,bycombiningvariousstreamsofresearchthat existedhighlyindependentfromeachother(seeChap. 2),thisstudytapsintoa novelareaofinvestigation.Conductinganexploratoryqualitativefieldstudy allowsfornotmerelytestingproposedrelationshipsbasedonreferencetheories (Yin2009)butalsotoincludeemergentfindingsfromdatainterpretationintheory building(Eisenhardt1989;Ravishankaretal.2011).

Atheoryisasystemoflawlikestatementsontherelationshipbetweenconstructs foracertainexcerptofreality(Bacharach1989;Heinrichetal.2011).Itcaneither bederivedfromanexistingbodyofresearch(deductive)orisdevelopedfromdata (inductive)(Gregor2006;Heinrichetal.2011).Theinductiveapproachstartswith atheorist’sgeneralwonderment(ShepherdandSutcliffe2011).Thereby,no a priori selectedreferencetheorylimitstheinterpretationofrawdata(Ventersand Whitley2012).Thefirststepoftheorybuildinginthisstudyisaninductiveanalysis ofrawdataintermsofpreviousliterature(Winkler2009)inordertodefine softwaresourcingmodesandtoderiveagenericmodelofhowsoftwarecontributes toperformance.Inadeductiveapproach,a“theoristdiscoversaprobleminthe literature(...)andthensetsouttocreateasolutiontothatproblem”(Shepherdand Sutcliffe2011:361).Guidedbytheinductiveliteratureapproach,referencetheories areidentifiedbasedonasystematicliteraturereview(WebsterandWatson2002). Thesetheoriesareparticularlyusefulindefiningrelationshipsamongrelated concepts.Acombinationofinductiveanddeductiveliteratureanalysisleadstoa formulationofapreliminaryresearchmodel.Thismodelguidesthesampling procedureaswellasthedatacollectionprocess.Dataanalysisprocessstartswith adeductivetop-downinterpretationofthepreliminaryresearchmodel.Thereby, thepropositionsoftheinitialresearchmodel“helpstofocusattentiononcertain dataandtoignoreotherdata”(Yin2009:130).Followingadeductivetestofthe preliminaryresearchmodel,aninductivebottom-updatainterpretationis conducted.Newtheoreticalfindingsthatemergedfromthefieldstudydata (ShepherdandSutcliffe2011)resultinanextensionandrefinementofthemodel.

Figure 1.2 illustratesthecombinationofdeductiveandinductivetheorizinginthis study.

Eachscientificworkneedstooutlineitsphilosophicalstanceintermsofits inherentontologicalandepistemologicalviewpoints(Chalmers1999;Creswell 2009).Theaimofthisstudyistoopenthe“blackbox”betweensoftwaresourcing modesanditsoutcomes.Indoingso,thestudyathandbridgesbetweenrealismand constructivism(GubaandLincoln1994;Kirsch2004;Madilletal.2000).Adeeper discussiononthephilosophicalstanceisprovidedinChap. 4.

Inansweringtheresearchquestionsintroducedaboveandevaluatingthepreliminaryresearchmodel,anexploratoryqualitativefieldstudy(Guillemetteand Pare ´ 2012)isconducted.Thismethodologyiscloselylinkedtotraditionalcase studyresearch(EisenhardtandGraebner2007;e.g.Eisenhardt1989;Yin2009). However,whereastraditionalcasestudyresearchfrequentlyfocusoninvestigating thedeeperstructureofaphenomenonbyanalysingasmallnumberofcases in-depth(Yin2009),theexploratoryfieldstudydesignbridgesbetweenqualitative andquantitativeresearchbyincludingalargernumberofsuchempiricalprofiles acrossmultiplesituations(GuillemetteandPare ´ 2012).Thekeyadvantageofthis

Fig.1.2 Researchdesign

Another random document with no related content on Scribd:

Forward Damask, 447

Fotheringay (syn. of Fotheringham), 212

Fotheringham, 212

Fourth of July (syn. of Lovett), 486

Fourth of July (syn. of Marble), 490

Francfort Peach; Frankfurter Pfirschen Zwetsche (syns. of Frankfort Peach), 447

Frankfort Peach, 447

Frankfurter Pflaume (syn. of Rudolph), 536

Frankland, Thomas, var. orig. by, 396

Franklin, 447

Franklin (syn. of Washington), 368

Fraser, 447

Fraser, John, var. orig. by, 447

Fraser’s Early Yellow (syn. of Fraser), 447

Frauendorfer Frühe Zwetsche (syn. of Quetsche Précoce De Frauendorf), 524

Freeman, 212, 447

Freeman, var. orig. by, 212

Freeman’s Favorite (syn. of Freeman), 447

Free Silver (syn. of Terry), 552

Freestone, 213, 447, 448.

Freestone Damson (syn. of Freestone), 213

Freestone Goose, 448

Freestone Quetsche, 448

French, 214

French (syn. of Agen), 138

French Apricot (syn. of Apricot), 148

French Copper (syn. of Copper), 183

French Damson (syn. of French), 214

French Orleans (syn. of Orleans), 302

French Prune (syn. of Agen), 138

French Royal (syn. of Royal), 534

French St. Julien (syn. of Saint Julien), 335

Freudenberger Früh Pflaume (syn. of Précoce de Freudenberg), 517

Friars (syn. of Violet Diaper), 365

Friar’s Plum (syn. of Violet Diaper), 365

Friedheim Damascene, 448

Friedheim’s Rote Früh Damascene (syn. of Friedheim Damascene), 448

Fritze Herrnpflaume, 448

Frogmore, 215

Frogmore Damson; Frogmore Prolific Damson (syns. of Frogmore), 215

Froment American (syn. of American Wheat), 395

Frost Gage, 216

Frost Plum (syn. of Frost Gage, 216; of White Damson, 374)

Frostproof, 448

Frühe Aprikosenpflaume (syn. of Early Apricot), 437

Frühe Dattelzwetsche (syn. of Hungarian), 246

Frühe Englische Zwetsche, 448

Frühe Fruchtbare (syn. of Early Rivers), 200

Frühe Gelbe Kaiser Pflaume (syn. of Apricot), 148

Frühe Gelbe Kaiser Pflaume (syn. of Frühe Gelbe Reine Claude), 448

Frühe Gelbe Reine Claude, 448

Frühe Gelbe Reine Claude (syn. of Transparente), 555

Frühe Gemeine Zwetsche (syn. of Wahre Frühzwetsche), 560

Frühe Grosse Schwarze Pflaume (syn. of Noire de Montreuil), 504

Frühe Grüne Zwetsche, 448

Frühe Haus Zwetsche (syn. of Wahre Frühzwetsche), 560

Frühe Herrnpflaume (syn. of Early Orleans), 198

Frühe Herrn Pflaume (syn. of Royal Tours), 332

Frühe Herrnpflaume (syn. of Early Orleans), 198

Frühe Herrnpflaume (syn. of Early Orleans), 198

Frühe Herzogspflaume (syn. of Early Orleans), 198

Frühe Königspflaume (syn. of Royale Hâtive de Liegel), 535

Frühe Königspflaume von Nikita (syn. of Early Royal of Nikita), 440

Frühe Leipziger Damascene, 448

Frühe Nikitaer Königspflaume (syn. of Early Royal of Nikita), 440

Frühe Platte Damascene (syn. of Morocco), 288

Frühe Reine-Claude (syn. of July Green Gage), 474

Früher Perdrigon; Früher Violetter Perdrigon (syns. of Early Perdrigon), 439

Frühe Schwarze Pflaume (syn. of Noire de Montreuil), 504

Frühe Schwarze Pflaume (syn. of Morocco), 288

Frühe Treibzwetsche; Frühe Treib Zwetsche (syns. of Red Magnum Bonum), 325

Frühe von Bergthold (syn. of Early Mirabelle), 439

Frühe Weisse Aprikosenpflaume (syn. of Diel Grosse Weisse Damascene), 432

Frühe Zwetsche (syn. of Wahre Frühzwetsche), 560

Früh Zwetsche (syn. of Red Date), 322

Frühzwetsche mit Silberblatt (syn. of Quetsche à feuille argentée), 523

Frühzwetsche von Buhlerthal (syn. of Quetsche Précoce de Buhlerthal), 524

Fuller, 448

Fuller’s Egg (syn. of Fuller), 448

Fulton, 448

Funk, 448

Funk, J. M., var. orig. by, 448

Funk’s Early (syn. of Funk), 448

Furst, 217

Fürst Damson, 448

Fürstenzeller Pflaume; Fürstenzeller Reine-Claude (syns. of Red Apricot), 321

Fürsten Zwetsche; Fürstenzwetsche (syns. of Imperatrice), 249

Fürst’s Damson (syn. of Fürst Damson), 448

Fürst’s Frühzwetsche (syn. of Furst), 217

Furugiya (syn. of Chabot), 172

Gabriel Combes, 449

Gage Verte (syn. of Reine Claude), 327

Galbraith, 449

Galbraith, var. orig. by, 449

Gale, 449

Galena, 449

Gale Seedling (syn. of Gale), 449

Gale’s No. 3 (syn. of Gale), 449

Gallesio, quoted, 28

Galopin, 449

Galopin, M., var. orig. by, 564

Garden King, 449

Garfield, 449

Garlick, 450

Garlick’s Early (syn. of Garlick), 450

Garnet (syn. of Occident), 295

Garnet, 450

Garriel, var. orig. by, 351

Garten Pflaume or Zwetsche (syns. of Quetsche Maraichère), 524

Gates, 450

Gaunt, 450

Gaviota, 450

Gaylord, 450

Gaylord, Edson, var. orig. by, 395, 453

Gaylord Gold, 450

Gelbe Apricosenartige Pflaume; Gelbe Aprikosenpflaume; Gelbe Dauphins (syns. of Apricot), 148

Gelbe Catharinenpflaume (syn. of Saint Catherine), 334

Gelbe Damascener Pflaume, 450

Gelbe Eger Pflaume; Gelbe Egg; Gelbe Eierpflaume (syns. of Yellow Egg), 386

Gelbe frühe Pflaume; Gelbe Frühzeitige (syns. of Early Yellow), 203

Gelbe Frühzwetsche (syn. of Quetsche Jaune Précoce), 524

Gelbe Herrn Pflaume (syn. of Yellow Impératrice), 569

Gelbe Jerusalempflaume, 450

Gelbe Katharinenpflaume (syn. of Saint Catherine), 334

Gelbe Kirschpflaume, 450

Gelbe Malonke (syn. of Yellow Egg), 386

Gelbe Marunke (syn. of Weisse Kaiserin, 563; of Yellow Egg, 386)

Gelbe Mirabelle (syn. of Mirabelle), 284

Gelber Bidling (syn. of Gemeiner Gelbe Spilling), 451

Gelbe Reine-Claude (syn. of Apricot), 148

Gelbe Reneclode Mit Gefullter Bluthe (syn. of Double Flowering Gage), 192

Gelbe Spatzwetsche, 451

Gelbe Ungarische Eier Pflaume; Gelbe Ungarische Eyerpflaume (syns. of Yellow Egg), 386

Gem, 451

Gemeine Hauszwetsche (syn. of German Prune), 219

Gemeiner Gelbe Spilling, 451

Gemeine Zwetsche (syn. of German Prune), 219

General Brock (syn. of Brock), 410

Gen. Hand; General Hand; Genl. Hand (syns. of Hand), 239

General Jackson (syn. of Miner), 281

Gentleman, 451

Georgeson, 217

Georgeson, C. C., quoted, 55

Georg IV (syn. of Rigny), 532

Georgia, 451

Geperlte Mirabelle (syn. of Mirabelle), 284

Gerard, quoted, 162

Gerishes Seedling, 451

German Gage (syn. of Bleeker), 163

German Plum (syn. of German Prune), 219

German Prune, 219

German Prune (syn. of Domine Dull, 433; of German Prune, 219; of Italian Prune, 253)

German Prune Seedling (syn. of Mankato), 489

German Quetsche (syn. of German Prune), 219

Gersepflaume, 451

Geuii (syn. of Gueii), 234

Ghiston, 451

Ghiston’s Early (syn. of Ghiston), 451

Giant, 222

Giant Prune (syn. of Giant), 222

Gibb, Charles, var. orig. by, 395, 483

Gibson, 451

Gibson, W. L., var. orig. by, 451

Gideon, Peter M., var. orig. by, 470

Gifford, var. introduced by, 261

Gifford’s Lafayette (syn. of Lafayette), 261

Gill, 451

Gillett (syn. of Miner), 281

Gisborne, 451

Gisborne’s; Gisborne’s Early; Gisborne’s Zwetsche (syns. of Gisborne), 451

Glaister, 452

Glanzende Gelbe Mirabelle (syn. of Drap d’Or), 194

Glass, 223

Glass, Alexander, var. orig. by, 224

Glass Seedling (syn. of Glass), 223

Gloire de Louveciennes, 452

Gloire de New York (syn. of Hulings), 245

Gloire de Schöneberg (syn. of Belle de Schöneberg), 401

Gloire d’Epinay, 452

Gloria, 452

Gloucestershire Violet, 452

Glow, 452

Gluhende Kohle (syn. of Red Diaper), 323

G. No. 4, 452

G. No. 44 Jones (unpublished) (syn. of G. No. 4), 452

Goff, 452

Goff, Emmett Stull, life of, 355-356

Gold, 452

Gold (syn. of Golden), 224

Gold Coin, 453

Gold Colored, 453

Golden, 224

Golden (syn. of Golden Prune), 453

Golden (syn. of Gold), 452

Golden Beauty, 226

Golden Cherry, 228

Golden Cherry Plum (syn. of Golden Cherry), 228

Golden Cluster, 453

Golden Drop, 228

Golden Drop; Golden Drop Plum; Golden Gage (syns. of Golden Drop), 228

Golden Esperen (syn. of Esperen), 206

Golden Esperen Plum (syn. of Esperen), 206

Golden Gage, 453

Golden Gage Lawson (syn. of Lawson), 482

Golden Gem, 453

Golden Prolific, 453

Golden Prune, 453

Golden Queen, 453

Golden Transparent, 453

Gold Pflaume; Goldfarbige Pflaume (syns. of Drap d’Or), 194

Goldsmith, 454

Goldsmith’s Vienna (syn. of Goldsmith), 454

Goldstoff (syn. of Drap d’Or), 194

Goldzeng (syn. of Drap d’Or), 194

Goliath (syn. of Goliath, 231; of Nectarine, 291)

Goliath, 231

Gondin, 454

Gonne, 454

Gonne, Dr., var. orig. by, 454

Gonne’s Green Gage (syn. of Small Reine Claude), 347

Gonne’s Rothe Pflaume (syn. of Gonne), 454

Gonzales (syn. of Gonzales), 232

Gonzales, 232

Goose-Dye, 454

Goose-O, 454

Goose Plum, 59

Gordon, 454

Gordon, J. K., var. orig. by, 410, 564

Gordon Castle, 454

Gordon No. 3 (syn. of Gordon), 454

Goring’s Golden Gage (syn. of Reine Claude), 327

Gorman, 454

Gorrie, Archibald, var. orig. by, 482

Gough, quoted, 164

Goutte d’Or, 228; Goutte d’Or de Coe, 229 (syns. of Golden Drop)

Goutte d’Or Violette (syn. of Coe Violet), 420

Goutte Emeraude (syn. of Emerald Drop), 443

Govalle, 454

Grace, 454

Grace, W. R., var. orig. by, 454

Graf Althann’s Reine-Claude; Graf Althan’s Reine-Claude (syns. of Altham), 141

Graf Gustav von Egger (syn. of Comte Gustave d’Egger), 422

Grand-Duc (syn. of Grand Duke), 233

Grand Duke, 233

Grand Précoce, 454

Graugrüne Frühpflaume, 455

Gray, quoted, 99

Gray Damask, 455

Grayson, 455

Great Bearer, 455

Great Damask Violet of Tours (syn. of Gros Damas de Tours), 456

Great Date (syn. of Date), 428

Great Green Damask; Great Green Damaski (syns. of Reine Claude), 327

Great Imperial Plum (syn. of Red Magnum Bonum), 325

Great Mogul (syn. of Yellow Egg), 386

Great Plum of Tours; Great Violet Damask de Tours; Great Violet Tours Damask (syns. of Gros Damas de Tours), 456

Great Queen Claudia (syn. of Reine Claude), 327

Great Whitton (syn. of Wheat), 563

Greeley (syn. of Greely), 455

Greely, 455

Greely, Captain Eliphalet, var. orig. by, 455

Green Damask (syn. of Mirabelle), 284

Greene, quoted, 77

Greenfield, 455

Greenfield, var. orig. by, 455

Green Gage (syn. of Reine Claude), 327

Green Gage (syn. of Reine Claude Group), 27

Green Indian, 455

Green Italian, 455

Green Oysterly, 455

Green Perdrigon, 455

Green Pescod, 455

Green Spanish (syn. of Reine Claude), 327

Gregoire, M., var. orig. by, 412

Grelck, John, var. orig. by, 455

Grelck, 455

Gridley, var. orig. by, 553

Griesa, A. H., var. orig. by, 512

Grimwood Early Orleans; Grimwood’s Early Orleans (syns. of Early Orleans), 198

Groot, S. C., var. introduced by, 320

Gros Damas; Gros Damas de Tours; Gros Damas Violet de Tours (syns. of Gros Damas de Tours), 456

Gros Damas Blanc (syn. of Large White Damson), 480

Gros Damas de Tours (syn. of Early Tours), 202

Gros Damas de Tours, 456

Gros Damas Noir, 456

Gros Damas rouge tardif (syn. of Late Red Damask), 481

Gros Damas Vert (syn. of Reine Claude), 327

Gros Luisante (syn. of Yellow Egg), 386

Gros Prune (syn. of Pond), 314

Gros Reine-Claude (syn. of Reine Claude), 327

Gros Rouge de Septembre (syn. of Belle), 158

Gros Saint-Julien (syn. of Saint Julien), 335

Gros-Damas Blanc (syn. of Diel Grosse Weisse Damascene), 432

Grosse à sécher de Knight (syn. of Large Green Drying), 479

Grosse Blaue Eier Pflaume (syn. of Blue Egg), 405

Grosse Blaue Zwetsche Von der Worms (syn. of Zwetsche Von der Worms), 572

Grosse Damascene von Tours (syn. of Gros Damas de Tours), 456

Grosse Datte (syn. of Yellow Egg), 386

Grosse De Cooper (syn. of Cooper), 423

Grosse Englische Pflaumen Zwetsche; Grosse Englische Zwetsche (syns. of Large English), 262

Grosse Früh Pflaume (syn. of Noire de Montreuil), 504

Grosse Früh Zwetsche (syn. of Hungarian, 246; of Italian Prune, 253; of Red Magnum Bonum, 325)

Grosse Gelbe Dattel Pflaume; Grosse Gelbe Dattel Zwetsche (syns. of Weisse Kaiserin), 563

Grosse Gelbe Eier Pflaume (syn. of Yellow Egg), 386

Grosse German Prune (syn. of German Prune), 219

Grosse Glanzende; Grosse Glanzende Alberts Pflaume; Grosse Glanzende Pflaume (syns. of Yellow Egg), 386

Grosse Grüne Pflaume (syn. of Isle-Verte), 470

Grosse Grüne Reine-Claude (syn. of Reine Claude), 327

Grosse Hâtive de Rodt, 456

Grosse Hâtive de Rodt (syn. of Rodt Frühe Grosse Pflaumenzwetsche), 533

Grosse Hauspflaume (syn. of German Prune), 219

Grosse Königin Claudiapflaume (syn. of Reine Claude), 327

Grosse-Luisante (syn. of Yellow Egg), 386

Grosse Marange, 456

Grosse Maronke; Grosse Marouk; Grosse Marunke (syns. of Yellow Egg), 386

Grosse Mirabelle (syn. of Drap d’Or), 194

Grosse Mirabelle Drap d’Or (syn. of Drap d’Or), 194

Grosse noir de Montreuil; Grosse Noire hâtive (syns. of Noire de Montreuil), 504

Grosse Prune Blanche (syn. of Yellow Egg), 386

Grosse Prune d’Agen (syn. of Pond), 314

Grosse prune d’Inde rouge (syn. of Indian), 468

Grosse Prunelle Nouvelle (syn. of New Large Bullace), 503

Grosse Quetsche De Dorell; Grosse Quetsche Nouvelle (syns. of Dorell), 434

Grosse Reine; Grosse Reine-Claude (syns. of Reine Claude), 327

Grosse Reine-Claude Verte De Berlepsch (syn. of Berlepsch), 402

Grosse Rosspauke, 456

Grosse Rote Feigen Pflaume (syn. of Red Date), 322

Grosse rouge de Cooper (syn. of Cooper), 423

Grosse Schwarze Kaiser Pflaume (syn. of Bradshaw), 166

Grosse Surpasse, 456

Grosse u. Lange Früh Zwetsche (syn. of Hungarian), 246

Grosse Ungarische Zwetsche (syn. of Red Magnum Bonum), 325

Grosse Violette de Grugliasco, 456

Grosse Weisse Glanzende (syn. of Yellow Egg), 386

Grosse Zuckerzwetsche (syn. of Large Sugar Prune), 480

Grosse Zwetsche (syn. of Large English), 262

Grossherzog’s Pflaume (syn. of Grand Duke), 233

Groundacre (syn. of Gundaker Prune), 457

Grove House Purple (syn. of Fotheringham), 212

Grüne Abrikose or Aprikose (syn. of Reine Claude), 327

Grüne Dattelzwetsche (syn. of Grüne Dattel Zwetsche), 456

Grüne Dattel Zwetsche, 456

Grüne Eierpflaume (syn. of Quetsche Verte D’Italie), 525

Grüne Herzformige, 456

Grüne Inselpflaume (syn. of Isle-Verte), 470

Grüne Insel Pflaume (syn. of Grüne Dattel Zwetsche), 456

Grüne Mirabelle (syn. of Mirabelle Verte), 497

Grüne Reineclaude (syn. of Reine Claude), 327

Grüne Zwetsche (syn. of Quetsche Verte D’Italie), 525

Grüne Zwetsche Von Monrepos, 456

Grünliche Dattel Pflaume von Besançon (syn. of Yellow Egg), 386

Gueii, 234

Gueii; Guii (syns. of Gueii), 234

Guilford No. 2, 456

Guimaraen, 457

Guinea Egg, 457

Gundaker, 457

Gundaker, Samuel E., var. orig. by, 457

Gundaker Prune, 457

Gus Erik (syn. of Nikitaer Blaue Frühzwetsche), 504

Gute Grüne (syn. of Reine Claude), 327

Gute Kathe (syn. of Saint Catherine), 334

Guthries Taybank (syn. of Taybank), 551

Guthrie, Charles, var. orig. by, 236, 397, 457, 551

Guthrie Apricot, 457

Guthrie Green (syn. of Guthrie Late), 236

Guthrie Late, 236

Guthrie Russet, 457

Guthrie Topaz, 457

Guthrie’s Apricot; Guthrie’s Apricot Plum; Guthrie’s Golden; Guthrie’s New Apricot (syns. of Guthrie Apricot), 457

Guthrie’s Aunt Ann (syn. of Aunt Ann), 397

Guthrie’s Late Green; Guthrie’s Minette (syns. of Guthrie Late), 236

Guthrie’s Russet (syn. of Guthrie Russet), 457

Guthrie’s Topaz (syn. of Guthrie Topaz), 457

Gwalsh, 457

Gweii (syn. of Gueii), 234

Haag, 458

Haber Pflaume (syn. of Damson), 186

Hackl, Prof. Pater, var. orig. by, 217

Hackl Grosse Zwetsche, 458

Haferpflaume, 458

Hafer Schlehe (syn. of Damson), 186

Haferkrieche (syn. of Damas Rouge Hâtif), 427

Haffner Herbstpflaume, 458

Haffner Königspflaume, 458

Hagaman, var, orig. by, 235

Hahnenhode (syn. of Nikitaer Hahnenpflaume), 504

Hakluyt, quoted, 164

Haku Botan, 458

Hale, 236

Hale (syn. of Late Blood), 480

Hallenbeck, 458

Hallenbeck, Henry, var. orig. by, 458

Halcyon, 458

Hammer, 238

Hammond, quoted, 75

Hampton Court (syn. of Early Orleans), 198

Hancock, Thomas, var. orig. by, 457

Hand, 239

Hand, General, var. orig. by, 240

Hanford, 458

Hanford’s Orleans (syn. of Hanford), 458

Hanska, 458

Hanson, 458

Hanson, N. E., quoted, 116, 117; var. orig. by, 417, 419, 444, 458, 468, 474, 489, 509, 539, 544, 561, 567, 571

Happiness, 458

Hardow, P. L., var. orig. by, 296

Hare, Thomas, var. orig. by, 209

Harlow, 458

Harlow, S. C., var. orig. by, 458

Harney, 459

Harper, 459

Harper (syn. of Imperial Gage), 251

Harper’s (syn. of Harper), 459

Harriet, 241, 459

Harris, 459

Harrison, 459

Harrison’s Peach (syn. of Harrison), 459

Hart, 459

Hart, H., var. orig. by, 459

Hart Prune (syn. of Bradshaw), 166

Hart’s De Soto (syn. of Hart), 459

Hartwick, 459

Hartwiss, 459

Hartwiss Gelbe Zwetsche; Hartwiss Yellow Prune (syns. of Hartwiss), 459

Harvest, 460

Harvest Gage (syn. of Yellow Gage), 388

Hathen’s Red Gage (syn. of Altham), 141

Hâtive d’Augny (syn. of Grosse Marange), 456

Hâtive de Tours (syn. of Early Tours), 202

Hattan; Hattankin No. 2; Hattonkin; Hattonkin No. 2; Hattankio; Hattankio No. 2; Hattankio Oblong; Hytan-Kayo; Hytankio

(syns. of Kerr), 259

Hattankin No. 1 (syn. of Georgeson), 218

Hattonkin (syn. of Georgeson), 218

Hattankio (syn. of Abundance), 136

Hattonkin No. 1 (syn. of Georgeson), 218

Hattankio (syn. of Georgeson), 218

Hattankio (syn. of Abundance), 136

Hattankio (syn. of Kelsey), 258

Hattankio No. 1 (syn. of Georgeson), 218

Hattie, 460

Hauptmann Kirchhof’s Pflaume (syn. of Capitaine Kirchhof), 414

Hauspflaume; Hauszwetsche (syns. of German Prune), 219

Hawkeye, 242

Hayden, E. L., var. orig. by, 441

Hayo-Simoni, 460

Hazard, 460

Hazelton, D. C., var. orig. by, 140

Heaton, 460

Hector, 460

Heep, 460

Heideman, C. W. H., var. orig. by, 294, 415

Heideman Sand Cherry (syn. of Compass), 182

Heikes, 460

Heine Superbe, 460

Helen, 460

Helen’s Seedling (syn. of Helen), 460

Hendrick, 460

Hendrick’s (syn. of Hendrick), 460

Henrietta Gage (syn. of Henrietta Gage), 461

Henrietta Gage, 461

Henry Clay, 461

Herbst Kriecke, 461

Herbstpflaume, 461

Herbstpflaume (syn. of Prune d’Automne), 520

Herbst Reine Claude (syn. of Autumn Gage), 398

Hereford Damson, 461

Herefordshire Prune, 461

Heron, 461

Heroy, 461

Herren, 461

Herrnpflaume (syn. of Orleans), 302

Herrenhäuser Blaue Eier Pflaume (syn. of Large Sugar Prune), 480

Herrnhauser Doppelte Mirabelle (syn. of Mirabelle Double de Herrenhausen), 497

Herzformige Pflaume, 461

Herzog von Orleans (syn. of Orleans), 302

Heupflaume, 461

Herr Pflaume (syn. of Frühe Grüne Zwetsche), 448

Hiawatha, 461

Hick’s large Egg? (syn. of Yellow Egg), 386

Higginson, Francis, quoted, 20, 93

Highland, 461