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Abstract: The research results presented here refer to the issues linked to the role of information technologies in enterprise value building models that can be found in the current economic structure. The scope of this article is to present an analysis of the data collected in an annual research cycle and the resulting conclusions, describing management support IT projects in three groups of enterprises, representing three models of enterprise value analysis, i.e. the value chain, the value shop and the value network. The research was questionnaire-based and covered a total of 160 enterprises and 210 IT projects carried out in those enterprises. The presented comparative research results indicate a map of characteristics within the typology of IT projects carried out in Poland in three different groups of enterprises. The essence of the research is to present a distribution of management support IT systems, the size of the projects, chosen application implementation strategies and the method of IT project investment economic evaluation in specific enterprise groups. The research results may be interesting for researchers specialising in IT project realisation and for practitioners realising projects for companies belonging to these groups.
Keywords: models of enterprise value building, IT Project, effectiveness, IS investments
1. Introduction
Currently, the subject literature is dominated by three models of enterprise value analysis, i.e. the value chain (Porter, 1985), the value shop and the value network (Stabell, Fjeldstad, 1998). In enterprises functioning according to M.E. Porter's model, the end-product value is obtained through processing raw materials into final products. The enterprise value analysis by M.E. Porter (1985) is mostly used in manufacturing companies. C.B. Stabell and O.D. Fjeldstad (1998: 2) have proven that M.E. Porter's (1985) value analysis is not sufficient and it does not cover all types of enterprises that presently function within the structure of our economy.
In the value shop model, value is most often built through resolving individual customer tasks. According to C.B. Stabell and O.D. Fjeldstad (1998: 2), the difference between the value shop and the value chain lies in the fact that in the value chain, an enterprise conducts a fixed number of operations in order to deliver a standard product in big quantities, while in case of the shop the activities performed and the...