This dissertation consists of three related studies examining the diffusion of digital dashboard technology throughout today’s organizations. Dashboards, once reserved for the executive level, are now available to managers at the lower levels of the organization. For these managers, dashboards have become an integral part of their work life to support their decision environment, to provide consistency in measures, to monitor performance, and to communicate information throughout the organization. Prior research in the practice literature has shown that dashboards improve managerial performance and organizational performance as well as communicate organizational goals and objectives; however, empirical research has not been conducted in this area to confirm this anecdotal evidence. Using three theories, the phenomenon surrounding the diffusion of dashboards to the lower levels of the organization are examined based on 1) dashboards as a source of interactive management control and strategy alignment, 2) the impact of dashboard quality on strategy alignment, decision environment, and performance, and 3) the impacts on dashboard utilization from the antecedents of information content and task uncertainty and the consequences of user satisfaction and managerial performance. The first study investigates why dashboards have been diffused to the lowers levels of today’s organizations. The primary focus of this study is to develop an understanding about the extent of dashboard utilization by decision-makers and the antecedents and consequences of utilization that is responsible for the widespread acceptance of this technology. The data for this study is collected and analyzed through an explanatory cross-sectional field study utilizing a semi-structured questionnaire. Using data from interviews with 27 managers, a framework is developed that indicates strategy alignment and dashboards associated with interactive iv management control are the primary antecedents that drive dashboard diffusion. The dimensions of dashboard system quality and dashboard information quality mediate the relationship between an interactive dashboard and the extent of dashboard utilization, which leads to higher levels of managerial performance and organizational performance. This study contributes to the dashboard, strategy, and MCS literature by revealing that dashboards are not isolated technologies, rather they play an important role in the execution of strategy at the operational levels of an organization. In addition, dashboards can also function as an interactive management control, which leads to high levels of diffusion of dashboards throughout organizations. Prior strategy literature has examined strategy alignment at the higher levels and this study extends this research stream by investigating strategy alignment at the lower operational levels of the organization. The second study utilizes the IS Success Model to explore the impacts of the antecedents of dashboard system quality and dashboard information quality on the managerial decision environment in addition to the resulting consequences or ‘net benefit’ of managerial performance and organizational performance. A field survey is used to collect data from 391 dashboard using managers to enable the analysis of the relationships predicted in the theoretical model. The theoretical model is analyzed utilizing PLS. The results show that two dimensions of dashboard quality, system flexibility and information currency, have a positive effect the managerial decision environment. The model indicates support for the consequences of managerial performance and organizational performance resulting from higher levels of decision quality in the managerial decision environment. The model also reveals that when the dashboard measures are strategy aligned, lower levels of dashboard system flexibility are associated with improved v managerial decision environment. Therefore, when organizations design their dashboard systems to support strategy alignment, managers should not be afforded high levels of system flexibility to maintain their attention on the key performance indicators selected to align with strategy. This result is a primary contribution to the strategy literature that reveals that strategy aligned dashboards are more effective in environments where the dashboard flexibility is lower. Additionally, study two also extends the strategy literature by examining strategy alignment at the lower levels of the organization, since prior research has concentrated on the higher level strategic outcomes. As dashboards become highly diffused and more managers utilize the technology, the likelihood that dashboard designers cannot provide dashboard content that fits the tasks performed by managers is higher. The third study investigates this fit between dashboard information content and task uncertainty to understand if the fit between the technology and task impacts the extent of dashboard utilization by managers based on the theory of task-technology fit (TTF). TTF predicts higher levels of utilization will increase user satisfaction and managerial performance. Data is collected from 391 managers that utilize dashboards in their weekly work life to analyze the relationships predicted in the theoretical model. PLS is utilized to analyze the theoretical model and indicates weak support of TTF impacting the extent of dashboard utilization. The model supports the hypotheses for the links between the extent of dashboard utilization and user satisfaction and managerial performance. Based on the weak findings from this theoretical model, a second model is developed and analyzed. The second model measures TTF through the mediation of task uncertainty between dashboard information content and the extent of dashboard utilization, while the first model measured TTF through interacting task vi uncertainty and dashboard information content. The results of the second model show strong support that TTF, as measured through mediation, increases the extent of dashboard utilization. This study contributes to the literature by empirically showing that more extensive levels of dashboard utilization are achieved through the antecedent of TTF, resulting in increased managerial satisfaction and managerial performance.

Profit, ergonomics, safety, employee morale, quality, efficiency, and productivity are critical components that greatly impact company success within manufacturing organizations. Therefore, it is essential that a valid and reliable systematic approach that encompasses all of these factors be developed for use by top management in today's rapidly changing manufacturing environment. Organizational-level decisions made based upon a single goal or narrow perspective that only considers one of the aforementioned components, such as profit, while ignoring others, such as employee morale, have proven harmful to the long term viability and success of manufacturing companies. Often organizational leaders are not adequately equipped to consider multiple factors that are pertinent to company success due to the complexity associated with considering a large number of organizational variables and the lack of quantitative tools and techniques to assist in this process. Thus, valid, reliable and readily available tools, methods, and techniques for integrating into decision making multiple components of profit, ergonomics, safety, employee morale, quality, efficiency, and productivity are highly needed in today's complex manufacturing business environment. This research responds to the need to develop quantitative models by creating a company success index. This index was developed using an approach to analyze and evaluate multiple factors at the strategic, tactical, and operational levels of an organization that are essential to achieve company success in manufacturing enterprises. The resulting company success index model was validated using information on market share (Specificity = 0%, Sensitivity & Accuracy = 87.5%). Future research related to this topic area should include additional studies to expand upon model validation and verification techniques.

Road authorities around the world have been innovating and finding ways to cope with the high cost of road network maintenance, the growing demands of road users and the changing traffic type and volume. A well-maintained road is needed to make the network sustainable for future generations. Improving road maintenance management in the Philippines, based on New Zealand experience, is the goal of this research with the theme of managing the change from method-based specifications to the adoption of performance-based specifications for unsealed low-volume roads. The New Zealand Local Government Act 2002 prescribes the requirements for the provision, operation, and management of the local road network, consistent with the Land Transport Management Act 2002 and the New Zealand Land Transport Strategy. The maintenance management system used by New Zealand road controlling authorities (RCAs) was determined by survey and a profile of RCAs that have adopted performance-based specifications was established. RCAs that adopted performance-based specifications had employed asset managers, used the Road Asset Maintenance Management (RAMM) system as an asset management tool, engaged consultants for specialised skills, employed more engineers, had highly developed performance specifications, conducted customer surveys, and had more resources in terms of rates and revenues than RCAs that had not adopted performance-based specifications. The proposed performance-based specifications for sealed and unsealed roads were also presented in this thesis. The Department of Public Works and Highways of the Philippines has implemented three long-term performance-based maintenance pilot projects, all completed by 2005. The lessons learned from the pilot projects, together with the New Zealand survey results will guide road authorities in the Philippines to improve the implementation of future long-term performance-based maintenance contracts (LTPBMC) on national roads, and possibly apply the same to low-volume roads.