^^h :(iY HD28
.M414
WORKING
PAPER
ALFRED
P.SLOAN
SCHOOL
OF
MANAGEMENT
CORPORATE
GOVERNANCE AND
STRATEGIC
RESOURCE
ALLOCATION:
THE CASE OF INFORMATION
TECHNOLOGY
INVESTMENTS
Lawrence
Loh
and
N. Venkatrarnan
Working
Paper No.3565-93BPS
April 1993MASSACHUSETTS
INSTITUTE
OF
TECHNOLOGY
50
MEMORIAL
DRIVE
CORPORATE
GOVERNANCE
AND
STRATEGIC
RESOURCE
ALLOCATION:
THE CASE OF INFORMATION
TECHNOLOGY
INVESTMENTS
Lawrence
Loh
and N. Venkatraman
Corporate
Governance
and
Strategic
Resource
Allocation:
The
Case
of
Information
Technology
Investments
Lawrence
Loh
Sloan School of
Management
Massachusetts Institute ofTechnology
50
Memorial
Drive E52-509Cambridge
MA
02139N.
Venkatraman
Sloan School of
Management
Massachusetts Institute of
Technology
50
Memorial
Drive E52-537Cambridge
MA
02139Corr>or.2te Governance and Strategic Resource Allocation: The Case of IT Investments
Corporate
Governance and
Strategic
Resource
Allocation:
The
Case
of
Information
Technology
Investments
Abstract
The
impact
of corporategovernance
on
strategic decisions isemerging
as akey
concern incontemporary
businesses. In particular,governance
mechanisms
such
as stockownership
structureand
takeover defenseshave
major
influenceson
strategic resource allocation in firms. In this paper,
we
empiricallyexamined
a set ofrelationships
between
corporategovernance
and
informationtechnology
(IT)investments.
Using
datafrom
asample
ofmajor
U.S. corporations,we
established anegative relationship
between
ITinvestments
and two
constructs of corporategovernance,
namely:
(1) stockownership
structure (that includes large or insider shareholders);and
(2) presence of takeover defenses.These
results respectivelyprovide support
for: (1) the 'monitoring hypothesis' of riskyinvestments
which
purports that stock
ownership
could align the interests ofmanagers
with
those ofshareholders,
and
(2) the 'managerialentrenchment
hypothesis' of riskyinvestments
which
posits that takeover defenses allowmanagers
topursue
suboptimal
decisions. In addition, consistentwith
existing empirical evidence,we
observed
a negative relationshipbetween
stockownership
structureand
takeoverdefense adoption.
Acknowledgements.
We
thank
Masako
Niwa,
an undergraduate
from
theMassachusetts
Institute ofTechnology,
forproviding
research assistance.Comments
on
a rrevious version of thispaper
from
the editorand two
reviewerswere
helpfulCorporate Governance and Strategic Resource Allocation: The Case ofIT Investments
3
INTRODUCTION
The
determination of the level of investn^ents in information technology(IT) is
becoming
a central issue in the formulationand
implementation
ofsuccessful IT strategies
amongst
firms (Banker,Kauffman,
and
Mahmood,
1993). Inparticular, these investments are
deemed
to be critical concerns of topmanagement
in corporate strategy decisions (Jarvenpaaand
Ives, 1990) that could potentially affectfirm value
(Dos
Santos, Peffers,and
Mauer,
1993).More
importantly, corporationsare recognizing that
having an
effective IT infrastructure is akey
means
to attain strategicadvantage
within the competitivemarketplace
(Porterand
Millar, 1985).While
the continuingemphasis
hasbeen
on
theimpact
of IT investmentswithin a generalized multi-industry context
(Mahmood
and
Soon, 1991) or a specificfirm-level context (Banker,
Kauffman,
and
Morey,
1990), there is a lack of systematic researchon
therange
ofdeterminants underlying such
capital investments. Since IThas
transcended
the traditional functionaldomain
tobecome
more
pervasive withinand
across corporations(Cash
and
Konsynski, 1985), there is aneed
to integrate both ITand
strategy research in order that a fullerunderstanding
of themotivation for IT investments can
be
attained.The
establishedview
is that strategic investments, in general, are risky,particularly in
domains
such
as researchand development
(Baysinger, Kosnik,and
Turk, 1991), diversification
(Amihud
and
Lev, 1981),and
acquisitionsand
divestitures
(Agrawal
and
Mandelker,
1987).Our
study extends this traditionby
arguing
that IT investments are also risky corporate decisions.Such
a risk-basedperspective has recently
been
surfacing within informationsystems
(IS) research(demons,
1991;demons
and
Weber,
1990).Along
such
a perspective,we
delineate a conceptual basis for IT investments usingarguments
from
the theories of corporateCorporate Governance and Strate'jic Resource Allocation: The Case ofIT Investments 4
This
paper
draws
from
both ISand
strategy researchby
constructingan
exploratory conceptual
model
of IT investments that isbased
on
a corporategovernance
perspective. It buildsupon
extant strategicmanagement
research that istraditionally
concerned with
the relationshipbetween
corporategovernance and
allocation of strategic resources (Hill
and
Snell, 1989).We
focuson
two
constructs—
stockownership
structureand
takeover defenseadoption
-
and
examine
theirspecific relationships
with
the level of ITinvestments
in firms.Given
alternativeand
unresolved
perspectives within the theories of corporategovernance,
we
develop
competing
hypotheses
to postulate these relationships within an exploratory conceptualmodel.
We
argue
that structure of stockownership
that includes large or insidershareholders
can
influence the level of ITinvestments
intwo
directions.One,
theownership
structurecan
align the interests of themanagers
with
those of theshareholders
when
the actionsand
choices of thesemanagers
arebeing
monitored,
thus increasing the level of IT
investments
(the monitoring hypothesis).Two,
conservatism
in IT investmentsmay
arisewhen
certain stockholders (e.g., largershareholders or inside shareholders),
who may
notbe
diversified in their portfolioholdings or
who may
prefer projectswith
short-term gains, exhibit risk aversiontoward
long-term
investments
{the conservatism hypothesis).Similarly, the
adoption
of takeover defensescan
affect the level of ITinvestments
intwo
ways.
One,
a takeover defense, as agovernance
mechanism,
protects the
management
from
the disciplinary effects of themarket
for corporate control; hence,managers
are in a position topursue
self-serving strategies,which
then implies a potentially negative
impact
on
the level of ITinvestments
(themanagerial entrenchment hypothesis).
Two,
theadoption
of takeover defensescan
enhance
the bargaining strength of the firm vis-a-vis potential acquirers, thusCorporate Governance and Strategic Resource Allocation: The Case ofFT Investments
on
the level of IT investments {the stockholder interests hypothesis). In line vv'ith theability of stockholders to influence takeover defense
adoption
and
existingevidence
on
the adverseconsequence
of takeover defenseson
shareholder wealth,we
alsohypothesize that there is a negative relationship
between
thetwo
constructs ofcorporate
governance.
Our
study
is potentiallyimportant
for IS research in severalways.
First, itcontributes a
new
basis for the determination of ITinvestment
levels incorporations. Hitherto, the
emphasis
in the field hasbeen
on
economics-based
analyses within the context of a competitiveenvironment
(Barua, Kriebel,and
Mukhopadhyay,
1991)and
risk- or options-based analyses within a capitalbudgeting
framework
(demons,
1991;Kambil,
Henderson,
and
Mohsenzadeh,
1993).Our
approach
departsfrom
thisnormative
traditionby
explicitly delineating amanagerial
control-oriented rationale that describes the relationshipsbetween
corporate
governance
and
IT investments.Second,
our
paper
differentiates itselffrom
existing empirical studies that dealwith
theconsequences
of ITinvestments
(see Brynjolfsson, 1992 for a review). Inparticular,
we
build a theory-basedmodel
of IT investmentsand
employ
a linear structural relations(LISREL)
methodology
toexamine
thegovernance determinants
of these investments. Since this is a first attempt to analyze IT investments
from
such
an
'antecedenf perspective, the results obtained could eru-ichmanagement
research, especially within the IS field.
Third,
and
perhaps
most
importantiy,our study
reiterates theparamoimt
importance
of recognizing the intricateand
inseparable interactions of informationsystems
and
technologieswith
theaccompanying
processes ofmanaging,
controlling,
and
organizing (Bolandand
O'Leary, 1991).We
propxjse that corporategovernance
mechanisms
~
stockownership
structureand
takeover defenseCorporate Governance and Strategic Resource Allocation: The Case ofFT Investments 6
t,^^^- '— I .1111 ^^^^^ ^M^^—^M
decisions to invest in IT
on
behalf of the shareholders.While
thesearguments
have
constituted
major
concerns of organization researchers,we
believe that the ISprofession can benefit
from
an
appropriate transfer ofknowledge
across disciplinaryboundaries.
THE RESEARCH
MODEL
A
Corporate
Governance
PerspectiveAs
amanagement
concern, corporategovernance
has increasinglybeen
receiving attention
amongst
firms(Venkatraman,
Loh,and
Koh,
1993),and
has
been
examined
within the researchframework
of organizationaleconomics
(Hesterly, Liebeskind,
and
Zenger, 1990).Within such
a tradition,agency
theory(Jensen
and
Meckling, 1976) hasbeen
advanced
as akey
theoreticalanchor
inorganizational
economics
(Barneyand
Ouchi, 1986). This isbased
on
the notion of arelationship defined
by
Jensenand
Meckling
(1976: 308) as "a contractunder which
one
ormore
persons
(the principal(s))engage
anotherperson
(the agent) to p)erformsome
serviceon
their behalf that involves delegatingsome
decisionmaking
authority to the agent."
The
prindpal-agentapproach
is applicable tomany
contextsof delegated decision-makings,
such
as insystems
development
(Banker
and
Kemerer,
1992).Within
the context ofour
study, this theory hasbeen
applied to theassignment
of authorityfrom
the shareholders (i.e., the principals) to the topmanagement
(i.e., the agents).The fundamental problem
ofan
agency
relationship is thenonalignment
ofgoals
between
thetwo
parties constituting the exchange.The
agent,having
the locusof control, tends to
make
decisionsmaximizing
his or herown
welfarewhich
may
not necessarily coincidewith an
increase in the principal's utility.To
ensure
goal congruence, the principal canengage
in costly, albeit imperfect,monitoring
Corporate Governance and Strategic Resource Allocation:The Case ofIT Investments 7
schemes
such
as voluntary disclosuresby
themanagers
to shareholders can alsoalleviate the
agency problem.
A
basicdilemma
in a principal-agent relationship is the difference in risk preferences of the contracting parties.The
adoption of risk is a crucial decisionundertaken
by
the topmanagement.
Under
goal incongruence,managers
may
be
excessively risk averse
and
may
underinvest in risky projects(Fama and
Jensen,1983). This is especially pertinent
when
such
managers
have
invested a largeproportion of their
(human)
capitalby
virtue of beingemployed
in the finn. It hasbeen
established thatsuch
employment
risk could be a criticaldeterminant
ofmanagerial investment
choices(Demsetz
and
Lehn, 1985). This absence of personalrisk diversification is, in fact, intensified
by
labormarket
imperfections (e.g.,immobility
of executivesand
lack of job information) thatinduce
managers
topursue
'safe' strategies.Information
Technology
Investments
We
consider IT investments as a discretionary strategic decision delegated tothe top
management
by
the shareholders.The
choice of the level of IT investments, like other capitalinvestments
of the firm, involves a strategic decisionunder
risk(demons,
1991).demons
and
Weber
(1990)provided
aframework
forconceptualizing the riskiness of IT investments,
and
proposed
two
broad
categories:downside
risks (including replicabilityand
competitor response, misapplication offinancial
models,
industry restructuringand
environment
hazard, long lead times,and
organizational barriers)and
upside
opportunities (including divisibilityand
expandability,
marketing
in-house systems, timing value,and
flexibilityand
optionvalue).
They
suggested
adecomposition
of risks into separatecomponents:
technical risk, project risk, functionality risk, internal political risk, external political risk,and
Corporate Governance and Strate'^ic Resource Allocation: The Case ofIT Investments 8
Within
this context,an agency
problem
ariseswhen
managers
underinvest in risky IT. Implicit within the conflict of interest in IT investments is a contentionthat
such
investments could be positively related to corporateperformance.
Although
the researchevidence
linking IT investmentsand
corporateperformance
is fraught with
problems
of theoryand
measurement
(Brynjolfsson, 1992), theevidence
of positive relationship hasbeen forthcoming
(see for instance, Banker,Kauffman,
and
Morey,
1990; Bender, 1986; Harrisand
Katz, 1991).More
fundamentally, this relationship is in line
with
theparadigm
of 'high risk-high returns' that is central to equilibriummodels
of investments,such
as the capital asset pricingmodel
(Sharpe, 1964).Stockholder
Ownership
Structureand
IT
Investments
The monitoring
hypothesis.The
conflict of interestspervading
ashareholder-manager
relationship canbe
affectedby
theownership
structure of thefirm. In particular, the
agency
problem
arisingfrom
the delegation of firm decisionsis mitigated
by
concentratedownership
(Demsetz
and
Lehn,
1985) as well as inside ormanagerial
stockownership
(Jensenand
Meckling, 1976).Large
shareholderswith
significant stakes in the firmhave
stronger incentives toensure
the decisionsmade
by
the topmanagement
are not self-serving actions thatmerely
appropriatewealth
from
the equity holders (Shleiferand
Vishny, 1986).Thus,
a concentratedownership
structure facilitates abehavior-based monitoring
from
the capitalmarket
(Eisenhardt, 1989). In another vein, equity
ownership
by
the topmanagement
ties the payoffs or welfare of themanagers
to theperformances
of the firm as reflectedby
the stock
market (Lambert
and
Laircker, 1985).Managers
wdth
incentivepayments
connected
directly to the value of the firm are subject toan
outcome-based
monitoring
of the capitalmarket
(Eisenhardt, 1989).Applying
themonitoring
roleCorporate Governance and Strategic Resource Allocation: The Case ofIT Investments 9
Hypothesis
1(a): Stockownership
structure that includes large shareholders or inside shareholders is positively related to IT investments.The conservatism
hypothesis. Stockholder conservatism in corporaterisk-taking
may
be
theoutcome
when
certain stockholders (e.g., large shareholders or inside shareholders) are not diversified in terms of their portfolio holdings(Fama
and
Jensen, 1983).Levy and
Samet
(1984) discovered thateven
investors ofmutual
funds (which
aresupposedly
diversified)were
averse to the variance of the returns.Similarly,
MacCrimmon
and
Wehrung
(1986: 122)observed
that "executives aremore
risk-aversewhen
theirown
money
was
at stake thanwhen
their firm's resourceswere
at stake." This implies thatmanagers
do
distinguish their businessand
personal roles in theadoption
of riskswhen
theyhave
direct interests (e.g.,stockholdings) in the uncertain
outcomes
of the firm.They
may
then be criticallyconcerned with
theexposure
when
their equity holdings constitute significantproportions of their personal wealth. Further, the capital
market
may
place ahigh
emphasis
on
firminvestments
that result inimmediate
returns,and
thismay
motivate
managers
toavoid
risky projects that canpay
off only in the long term.(Baysinger
and
Hoskisson, 1989). Therefore,we
hypothesize:Hypothesis
Kb):
Stockownership
structure that includes large shareholders or inside shareholders is negatively related to IT investments.Takeover Defense Adoption
and
IT Investments
The
market
for corporate control is akey mechiinism
that affects theshareholder-manager
relational exchange. It is,however,
not a perfectmarket
asfirms
do
implement schemes
to influence the likelihood of transfer of corporatecontrol
(Walsh
and
Seward,
1990). Inhne
with
Mahoney
and
Mahoney
(1993)and
Weston,
Chung, and
Hoag
(1990),we
highlighttwo
competing views
on
theconsequences
of takeover defenses in theshareholder-manager
relationship.The
managerial entrenchment
hypothesis.From
the perspective ofCorporate Governance and Strategic Resource Allocation: The Case ofIT Investments 10
critical institutions of capitalism to align the interests of the nnanagers
and
those ofshareholders (Williamson, 1985).
However,
takeover defensesmay
be
adopted
toshield the
incumbent
management
team from
the disciplinaryimpact
of themarketplace,
which
may
lead tomyopic
decisionsby managers
(Stein, 1988).By
imposing
ahigh
level of institutional difficultytoward
any
transfer of corporatecontrol,
such
governance
features secure the existingmanagers
to theemployment
and
authority positions within the firm(Walsh
and
Seward,
1990).When
the topmanagement
is able toavoid
themonitoring
role of themarket
for corporatecontrol, there is a
tendency
for themanagers
to avoid risks(Amihud
and
Lev, 1981;Meulbroek,
Mitchell,Mulberin,
Netter,and
Poulsen, 1990).The
managerial
entrenchment
hypothesis has received recent empiricalsupport
in studieson
the effects of theadoption
of antitakeoveramendments on
stockholderwealth
(Mahoney
and
Mahoney,
1993).We
thus hypothesize:Hypothesis
2(a):The
presence of takeover defenses is negatively related to ITinvestments.
The
stockholder interests hypothesis. This argues that theadoption
oftakeover defenses
enhances
stockholderwealth
(Berkovitchand Khanna,
1990).The
basic contention is that these defenses
provide
additional bargainingpower
toextract the gains
from
the acquiringcompany. Thus
the interests of existingshareholders are better served,
when
managers
are able to negotiate higher offersfrom
bidding companies.
This hypothesis is appropriatewhen
informationalasymmetry between
the shareholdersand managers
exists (Bradley, 1980).For
instance, a supermajority
amendment
increases theoptimal
bid of the acquiringfirm
when
compared
to the conventional case ofsimple
majority. In addition,when
private synergies exist in a potential acquisition (Bradley, Desai,
and Kim,
1983),takeover defenses (e.g., classified board)
put
the target firm'sboard
of directors in aCorporate Governance and Strate'^ic Resource Allocation: The Case ofIT Investments 11
inefficiency of dispersed shareholders in extracting gains
from
the acquirer, thus eliminating the often-cited 'free-rider problem' of takeovers(Grossman and
Hart,1980).
The
ability of takeover defenses in increasing the bid prices isanalogous
to the extraction of quasi-rentsfrom
potential acquirers (Klein,Crawford,
and
Alchian,1978).
The end
result of takeover defenseadoption
is thusan
increase in risky IT investments.We
hypothesize:Hypothesis
2(b):The
presence of takeover defenses is positively related to ITinvestments.
Stock
Ownership
Structureand Takeover Defense Adoption
The
markets
for equity capitaland
corporate control are alternativeinstitutions to attain the
coalignment
of interestsbetween managers and
shareholders
(Walsh
and
Seward,
1990; Williamson, 1985).The
need
formonitoring
from
themarket
for corporate control is mitigatedby
the extent towhich
existingshareholders are able to influence the corporate decisions of the
managers. Singh
and
Harianto
(1989)argued
that theadoption
of a specific takeovermechanism
—
golden parachute
~
isreduced
by
managerial stock as well as concentratedownership.
This is in line with theoften-mentioned
ability of equity-carryingmanagers and
large shareholders to influence the decisions of theboard
of directors(Kosnik, 1987). Similarly, it has
been
demonstrated
thatownership
structure isnegatively related to the
adoption
of poison pills (Malatestaand
Walkling, 1988)and
antitakeover charter
amendments
(Bhagatand
Jefferis, 1991).The
generalizability of a negative relationshipbetween
stockholderownership
and
takeover defenseadoption emerges from
extant evidence that theadoption
of these defenses adversely affects shareholder wealth.Turk
(1991)analyzed an
exhaustiverange
of takeovermechanisms and found
thatcompetition-reducing
mechanisms
indeed
resulted in negativeabnormal
gains. Similarly, usingCorporate Governance and Strategic Resource AUocation: The Case of IT Intyestments 12
negative effects
on
shareholderwealth
in finns thatadopted
these defenses (see alsoJarrell
and
Poulsen, 1987). Thus,we
contend
that theadoption
of takeover defenses,in
reducing
the competitiveness within themarket
for corporate control, aregenerally contrary to the interests of the shareholders.
When
shareholdershave
agreater
degree
of control ofgovernance
choices, theywould
usually not favor takeover defenses. Therefore,we
hypothesize:Hypothesis
3: Stockownership
structure that includes large shareholders orinside shareholders is negatively related to the presence of takeover
defenses.
Figure 1 is a
schematic
representation of the exploratory researchmodel.
METHODS
Data
Data
pertaining to themeasures
of thedependent
construct, IT investments,were
provided
by
a leading publisher,Computerworld
—
that maintains a databaseon
information
technology investments
ofmajor
U.S. corporationsthrough surveys
conducted
by
an
establishedmarket
research firm. Oxirsample
consists of leadingfirms that
were
willing tosupply
data pertaining to IT investments.Based
on
our
discussionwith
themanagers
of the database,we
ascertained that their datacollection instruments
were
adequate
forour
research purpose.Data
on
stockholderov^mership
were
extractedfrom
CD/Corporate, a LotusOne
SourceCD-ROM
database,and
dataon
takeover defenseadoption
were
compiled
from
Rosenbaum
(1989).We
used
a pooled, cross-sectionalsample
(n=150) acrosstwo
years-
1988
and
1989-
but
Corporate Governance and Strategic ResourceAllocation: The Case ofITInvestments 13 c _§ ga > c •a 11 o
ujS
w C «s E > oU
o In XW
e<
Corporate Governance and Strategic Resource Allocation:The Case of ITInvestments 14
Operalionalization
Stock
ownership
structure {%\). This construct is representedby two
measures.
The
first is thecumulative
stockownership
by
shareholders vvdth at least5%
of the total equity(OWNLAR).
Thismeasure
corresponds
to acommonly-used
alternative
method
to operationalizeownership
concentration (Baysinger et al.,1991),
and
captures the incentivesand
abilities of large shareholders in aligning theinterests of the
management
(Shleiferand
Vishny, 1986).The
second
measure
is thestock
ownership
by
inside shareholders(OWNINS)
that reflects the extent towhich
managerial
payoffs are tiedwith
corporateperformances
(Jensenand
Meckling,1976).
The
inside shareholders refer to the executive officerswho
have
equity holdings in the corporation.Both
measures
are proportions of the totalcommon
equity
and
are thuscensored
continuous
variables thatrange
from
to 1.Takeover
defenseadoption
(t\i).We
considered abroad
definition to include thosemechanisms
that directly affect the possibility of achange
in corporate control(e.g., supermajority provisions) as well as those that
simply
raise the costs ofacquisition (e.g.,
golden
parachutes)(Weston
et al., 1990).We
classifiedan
exhaustive hst of 25 available
mechanisms
intotwo
categories—
unilateral takeover defenses(UTODEF)
and
bilateral takeover defenses(BTODEF).'
The
first categoryrefers to instruments that
reduce
the likelihood that outsidebuyers can
assume
control over the firm.
Under
thepresence
of thesegovernance
mechanisms,
theincumbent managers
are protectedfrom
the 'watchdog' role of themarket
forcorporate control.
The
second
category refers to instruments that are unclear ex antein
terms
of the likelihood of the transfer of corporate control to externalmanagement
teams. Thisambiguity stems
from
the unique designand
motivation
underlying
thegovernance
mechanism.
For instance,such
amechanism
may
be
structured insome
instances todiminish
comp)€tition in themarket
for corporate control, while in others, itmay
be
initiated to facilitate transfer of control (seeCorporate Governance and Sfrafcgic Resource Allocation: The Case ofIT Investments 15
Rosenbaum,
1989 for acoverage
of the institutional details underlyingeach
takeover defense).^
We
used
thesetwo
measures
as ordinal variablesformed by
counting the
number
of the appropriatemechanisms
inadopted
in each category.IT
investments
(ri2).We
viev^ IT investmentsbroadly
to includehardware
and
software, datacommunications,
and
related personnel, consultingand
vendor-related service expenditures as
embodied
within the corporate ISbudget
(Harrisand
Katz, 1991; Weill, 1992).
The two
measures used
to operationalize IT investmentsare (1) the IS
budget
as a prop>ortion ofrevenue
(ISBUD),which
hasbeen
adopted
frequently in prior research (see Strassmann, 1990),
and
(2) the estimatedmarket
value of the
major
computer
systems
installed,normalized
by
revenue
(ISVAL).These
two measures
arecontinuous
variables.Analysis
Overview.
We
tested thehypotheses
within a structxiral equationmodel
(Joreskog
and Sorbom,
1989; Pedhajur, 1982) using themaximum
likelihoodmethod
asimplemented
inLISREL 7?
Thisapproach
reliedon
aparsimonious
specification of all the
parameters
forboth
measurement and
structuralrelationships (see
Mahmood
and
Medewitz,
1989and
Zaheer
and Venkatraman,
1992,
which
provide examples
of aLISREL
appHcation
in IS research). Beforeestimating the
model
(Figure 1),we
assessed the possibility ofconfounding
effects asdiscussed below.
Step 1.
We
ensured
that there areno
confounding
effectsdue
to factorssuch
as: size,
performance,
financial structure (liquidityand
leverage), level of thediversification,
and
indiastry sector. For this purpose,we
carried outtwo
separateregression analyses
with
each of thetwo
indicators of IT investments as thedependent
variableand
theabovementioned
control variables asindependent
variables (see
Appendix).
We
did not findany
significant effects.We
also ruled outCorporate Governance and Strategic Resource Allocation: The Case ofFT Investments 16
Step 2. Next,
we
tested the threehypotheses
representedby
the structuralcoefficients
-
Yn, Y21/and
P21-
linking the respective research constructs (Figure 1).We
evaluated the statistical significance of these individual coefficientswith
thet-test after
ensuring
acceptablemodel
fit using the absolute criterion,namely:
the x^statistic, the
goodness
of fit index (GFI)and
the adjustedgoodness
of fitindex
(AGFI). In addition,
we
used
a relative criterion ofmodel
fit,namely:
the differencein the x^ statistic
between
the theoreticalmodel and
an
alternativemodel
(Anderson
and
Gerbing, 1988).The need
for a relative criterion is necessary sincean
acceptable x^ statisticperse (i.e., absolute criterion)
does
not rule out a rival hypothesis that acompeting
model
may
fit the data equally well. For this purpose,we
specifiedan
alternative, constrainedmodel
inwhich
all the four indicators relating toboth
stockholderownership
and
takeover defenseadoption
representone
single construct ofcorporate
governance
that affects IT investments. Since thesetwo models
are nested,we
compared
the difference in x^ todetermine
the relative superiority of thespecifications.
The
testing ofan
alternatively sp)€cifiedmodel
isconducted
to establishour
conceptualization that corporategovernance
is notan
omnibus
construct that ismeasured by
all four indicators.Although
there are other possiblegovernance
constructs (e.g.,
board
of directors, reporting structurebetween
the chief informationofficer
and
topmanagement),
we
focuson two
key
constructs,namely:
stockowmership
structiireand
takeoverdefense
adoption.On
theoreticalgrounds,
thefirst construct deals
with
effects of the equity capital market,while
thesecond
construct considers influences
from
themarket
for corporate control.These
two
market
forces arefundamentally
different in terms of their originsand
purposes.**Step 3. Finally,
we
assessed the intertemporal stability of the results sinceour
data consisted of observations p>ooled acrosstwo
periods (1988and
1989). For thisCorporate Governance and Strategic ResourceAllocation: The Case ofIT Investments 17
purpose,
we
used
a twcy-group specification (Joreskogand
Sorbom,
1989) tocompare
amodel where
the structural coefficients (yn, Y21/and
P21) areallowed
tovary
across thetwo
f>eriodswith
a constrainedmodel where
these coefficients are constrained tobe
equal across thetwo
periods.An
insignificant difference in the x^statistics indicate intertemporal stability of results.RESULTS
Table 1
summarizes
themeans
and
standard deviations as well as the matrixof zero-order correlations,
while
Table 2 provides theparameter
estimates for thetheoretical
model.
As
Table
2 indicates, the absolute fit of the theoreticalmodel
isacceptable with x^ (df:9) = 6.43, p<.70, GFL=0.987,
and
AGn=0.969. The
p-values arehigher than the cut-off value of 0.05
and
the fit indices are better than the thresholdvalue of 0.95 (Bentler
and
Bonett, 1980).The
estimation of the alternativemodel
yielded the following statistics: x^ (df:10) = 22.18, p<.014, indicating
poor
fit to the data.More
importantly, the theoreticalmodel
is superior to the alternative since the difference in x^ (df;l)=
15.75, p<.01 indicating that the theoreticalmodel
is tobe
preferred usingboth
absoluteand
relative criteria.Table 2 indicates that the
path
coefficient linking stockownership
structurewith
IT investments, Y21, has a standardized value of-0.511with
a t-value of -3.38(p<.01). This supports the conservatism hypothesis (lb) that this coefficient is
negative. Further, the standardized value for the path coefficient linking takeover
defense
adoption
with
IT investments, P21/ is -0.443 with a t-value of-2.00 (p<.05).This
supports
themanagerial entrenchment
hypothesis (2a) that stipulates anegative
path
relationship here. Finally, the coefficient linking stockownership
structure
with
takeover defense adoption, yn, has a standardized value of -0.395vdth
a t-value of-3.13 (p<.01); this supp>orts hypothesis 3 that sp>ecifies a negativeCorporate Governance and Strategic Resource Allocation:The Case ofIT Investments 18 9J t
O
U
•ae
ra 1-" e<
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^ D
T3C
«
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Q
(/5&
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O
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O
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z
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o
<
Z
o
>o
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o
o
o
o
o
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o
o
o
o
-i9
o
o
o
o
* * CO CM in OS 1—1o
*o
OS giCorporate Governance and Strategic Resource Allocation: The Case ofTT Investments 19
TABLE
2Maximum
Likelihood
Estimatesfor the
Parameters
of the TheoreticalModel
Corporate Governance and Strategic Resource Allocation: The Case ofIT Investments 20
The two-group
unconstrained
model
(withparameters allowed
tovary
acrossthe
two
periods) has a x^ (df: 18) = 11.26, p<.88; while the constrainedmodel
(withparameters
constrained to be equal across thetwo
periods) has a x^ (df:21) = 11.78,p<.95.
The
difference in the x^ statisricwith
3 degrees offreedom
(corresponding tothe stability of the three,coefficients) is 0.52,
and
is not statistically significant.We
therefore accept the
model
that specifies the equality ofparameters
across thetwo
|:>eriods,
supporting
intertemporal stability ofour
results.DISCUSSION
Although
ITinvestments
have
increased significantly over the lastfew
years, there is a lack of systematic researchon
theirdeterminants
from
a corporategovernance
p>erspective. ITinvestments
have
been
conceptualizedbased
on
(a)Nolan's
(1973) stagemodel
ofcomputing
evolution,which
is intuitively appealing, but has notemerged
as critical discriminator of IT investments (Benbasat, Dexter, Drury,and
Goldstein, 1984); or (b) anecdotal studies that suggest that IT expendituresmay
be
affectedby
firm sizeand
industry (Weilland
Olson, 1989). In theorizing thedeterminants
of ITinvestments
from
a corporategovernance
viewpoint, this pajDerhas offered a
more
systematic set of results.Our
researchmodel
received strong empiricalsupport
given the overall fit aswell as the significance of the three structural relationships.
Two
major
issuesdeserve
discussior\s here.One,
despite the oft-dted role ofmonitoring
from
theequity capital
market
through
stockownership,
we
found
that conservativeinvestment behavior
may
result if the stakes in the corporation arehigh
(Hypothesis 1(b)).
Although
high
risksshould
givehigh expected
returns,stockholders that are adversely affected
by downside
risksmay
try toavoid
uncertainty.
Two,
our
results p)ertaining to IT investmentsadd
to thebody
ofCorporate Governance and Strate'^ic Resource Allocation: The Case of IT Investments 21
investments (Hypothesis 2(a)).
When
managers
are protectedfrom
the threat of corporate controlby competing
management
teams, theyhave
a higherdegree
ofdiscretionary
power.
This is vested in the mitigation ofemployment
risksthrough
areduction in risky investments.
The
tendency
to restrain the investments in IT is also consistent with thegrowing
empiricalevidence
that IT capital is negatively related to businessperformance
(Strassmann, 1990),underlying
what
hasbeen
labelled the'productivity paradox' (Brooke, 1991; Brynjolfsson, 1992).
Given
the uncertain effectsof IT investments
and
theaccompanying
possibility of negligible firm level impacts,managers
may
be
reluctant to allocate scarce corporate resources into the IT arena.Indeed
this relates to the notion of causalambiguity
(Lippman and
Rumelt, 1982),where
the uncertain transformationbetween
inputsand
outputsmay
induce
conservative
investment
behavior.More
generally,our
results are in linewith
an
establishedview
that individual decisionmakers
tend to be risk averse(Arrow,
1971),and
businessmanagers
areno
exception here (Cyertand
March,
1963).The
underinvestment
phenomenon
is also consistentwith
theargument
that risk propensities aredependent
on
contextual factors(March
and
Shapira, 1987).The
context inour
caseis a
combination
of the personal stake in the uncertainperformance
of the firm aswell as the institutional
immunity from
the threat of themarket
for corporatecontrol.
Such
aview
indeed
has its rootsfrom
many
seminal studies inpsychology
(e.g.,
Kogan
and
Wallach, 1967).CONCLUSION
AND
RECOMMENDATIONS
FOR FUTURE
RESEARCH
Our
study
has contributed to a betterunderstanding
of theunderlying
governance
context that affectsmanagers
inmaking
ITinvestment
decisions. In particular,we
received significant results within aparsimonious
model
that pointsCorporate Governance and Strate^^ic Resource Allocation: The Case ofFT Investments 22
to the fXDSsibility of stockholder
conservatism
and
managerial entrenchment.
While
these findings per se are
new
for IS research,we
offersome
avenues
forextending
our
line of inquiry.First, it
might
be useful to analyze amore
comprehensive
model
of ITinvestments
using abroader
range
of corporategovernance
mecharusms
thatcould
include top
management
compensation
design, institutional stockownership,
and
structure of
board
of directors. Further, itmight be
fruitful toexamine
the role ofbehavioral factors
such
as pxjwer, prestige, job flexibility,and
personality traits thatcould influence
managerial
choices in IT investments.Our
study
is limitedby
the lack of data pertaining to these constructs, butwe
enthusiastically call for future researchers topursue
such
extensions.Second,
itmight
be worthwhile
to consider the potential role of factorssuch
as firm strategies as well as
product-market
competition in explaining the level of ITinvestments. Since
our
specificmodel
dealsonly with
a corporate level of analysis,some
of these potential variables could notbe
introduced.However,
we
believe agood
starting pointmight
be
toemulate
the empiricalstudy
ofMahmood
and Soon
(1991) that
develops
acomprehensive
set ofmeasures, while
buildingan
emphasis
on
identifying thedeterminants
of IT investments. In addition, as researchersdevelop
more
focused
studies within specific industries(Markus
and
Soh, 1993; Weill, 1992), itmay
be
useful to interrelate corporategovernance
factorswith
thesemore
traditionaldeterminants
of strategicinvestments
in a particular industry. Third, itwould
be
useful todecompose
the IT investments into those that areiixfrastructure-specific
investments
(i.e., required formaintenance
ofongoing
activities
such
as payroll, accounting, operationsand
inventory)from
those that arestrategy-specific
investments
aimed
atdeveloping
capabilities for the firm tocompete
in themarketplace
(e.g., differentiatedcustomer
serviceand
electronicCorporate Governance and Strategic Resource Allocation: The Case ofFT Investments 23
IT investments into transactional, strategic,
and
informational. In extension ofour
study, it
may
wellbe
that the agent-theoreticarguments
would
bemuch
strongerwhen
thedependent
variable is closely related to competition-oriented investments(which
aremore
risky) than thoseaimed
atmaintenance
activities.Finally, it
might
be
instructive tomove
away
from
a traditionalmindset
thatthere is a unidirectional relationship
between
corporategovernance
and
ITinvestments.
Loh
and Venkatraman
(1993) presented conceptualarguments
and
some
preliminaryevidence
that the agent-theoreticproblem
insuch investments
exists interms
of a deviationfrom
some
referent levels. This isbecause
under-investments can
be
due
to the risk factor (as inour study
here)and
over-investments can resultfrom
thetendency
formanagers
toengage
inperk
consumption
(i.e., tohave
excessivecomputing
pjower that isbeyond what
isnecessary for current
and
future purposes). Furtherexpanding such
a persp>ective, itmight
alsobe
informative to test the relationshipbetween
IT investmentsand
riskbehavior
along the predictions of prospect theorywhere
risk aversionbecomes
riskCorporate Governance and Strategic Resource Allocation:The Case ofIT Investments 24
APPENDIX
Assessing
Potential Effects ofControl
Variableson
IT Investments
Before estimating the theoretical
model
ofdeterminants
of IT investments,we
examined
the effects of control variableson
bothmeasures
of IT investments. Specifically,we
used
the following asindependent
variables: size (total assets),performance
(earnings per share of the previous year), leverage (long-term debtdivided
by
shareholder equity), liquidity (cashand
short-termmarket
securities dividedby
current liabilities),and
level of diversification(number
of four-digitSIC
codes
inwhich
the firm has businesses in). 5 In addition,we
used an
interaction variable—
industry sector (service versus industry) with level of diversification~
asanother
independent
variable.^We
regressedeach
of thedependent
variables with all the control variablesand
a constant. Inboth
sets of results (Table A), themodel
is not significantand
theR2
is very low.More
importantly,none
of the coefficients pertaining to the control variables is statistically significant.These
findings suggest thatour
originalconceptual
model
of thedeterminants
of IT investments is notunduly confounded
by
the control variables.Thus
we
are confident thatour parsimoniously
specifiedmodel
isadequate
for inference purposes.We
examined
the possibility of multicolinearityamongst
theindependent
variables to rule
out
that the lack of statistical significance isan underlying
econometric
artifact of thesample
data. Accordingly,we
performed
several sp>€cific tests to assess the presence of multicolinearity, if any. First,we
conducted
theconditioning
index
test prof)osedby
Belsley,Kuh, and Welsch
(1980).Under
this test,we
formed
astandardized
matrix (X) of the data,and
computed
the eigenvalues ofthe matrix X'X.
The
conditioning index isgiven
by
thesquare
root of the ratio of themaximum
eigenvalue
and
theminimum
eigenvalue; inour
case, this isequal
to1.845,
which
is lessthan
thesuggested
problematic threshold value of 30.Second,
we
did the variance inflation factor test (seeKennedy,
1992). Here,we
formed
theinverse of the correlation matrix of the standardized data matrix (X).
The
diagonalelements
of this inverted matrix are called the variance inflation factors,which,
inour
caserange
from
1.033 to 1.292.These
values are less than a cutoff value of 10.Finally,
we
alsoexamined
the zero-order correlation matrix of the original data;none
of the correlations are in the problematicrange
ofabove
0.8 to 0.9 (Gujarati, 1978). Overall, these resultsconfirm
that multicolinearity is not aconfounding
problem
inour
regression analyses.Corporate Governance and Strategic ResourceAllocation: The Case ofITInvestments 25
TABLE
A
Corporate Governance and Strategic Resource Allocation: The Case of IT Investments 16
NOTES
^The following were classified as unilateral takeover defenses: antigreennxail provision, blank check preferred stock, classified board, compensation plan with change in control provision, consider
nonfinancial effects of merger, cumulative voting, cumulative voting if there is a substantial shareholder, director indemnification, director indemnification contract, dual class capitalization,
employment contracts, fair price requirement, golden parachute, limited action by special meeting,
limited director liability, pension parachute, poison pill, silver parachute, supermajonty to
approve merger, and unequal voting rights; while the following were classified as bilateral
takeover defenses: eliminate cumulative voting, limited abihty to
amend
charter, limited ability toamend
bylaws, Umited action by written consent, and secret ballot.A
complete description (including the underlying rationale and effects) ofeach takeover defense is found inRosenbaum
(1989).2 For each of the 25 mechanisms,
we
have carefully examined the institutional details and theintended effects.
We
have identified 4 specific cases where the mechanism can either inhibit orfacilitate a hostile takeover bid. For instance, in cumulative voting, shareholders can apportion
their total voting entitlement to one or more directors. The elimination of cumulative voting can deprive minority shareholders of assuring that their favored nominees are elected as directors. In
this case, an hostile bidder
who
do not yet attain a majority holding would find it difficult to increase control of the board.On
the other hand, eliminating cumulative voting can assist thehostile bidder: if such voting is allowed, a bidder
who
had51%
of the equity is still not assured of full conti-ol of the board.A
detailed examination of the other three bilateral mechanisms wouldreveal analogous two-way effects.
^Since the dataset comprised a mixtureofcensored, ordinal, and continuous variables,
we
appliedthe polychoric correlation nuitrix. This was obtained using
PREUS,
a preprocessor forUSREL
7,that provides an interface with SPSS (Rel. 4); our use of
ML
estimate is justified by our sample size of 150.*As a further verification for a conceptualdistinction between the two constructs,
we
performed aconfirmatory factor analysis.
Our
results using a model with two first-order factors showed that the indicators load onto the respective governance constructs significantly, while the correlation between between the constructs is insignificant. Specifically, the t-values for path linking the indicators toeach of the constructs are 3.767and 6.243 respectively (note thatone path ineach construct is
parameterized to one); further, the t-value for the correlation between the constructs is -1.925.
5 All financial data are obtained from
COMPUSTAT
filesand CD/Corporate. Diversification dataare compiled from Standard
&
Poor's Register ofCorporations, Directors, and Executives.^The firms in our sample are typically very diversified witha
mean number
of four-digit SIC codes equal to 7.37(standard deviation is 7.46). It is thus more meaningful to conti-ol for industry sectorbyCorporate Governance and Strate'^ic Resource Allocation: The Case ofIT Investments 27
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