Table 1 Contingency factors Factors...

Table 1

Contingency factors

Factors	Definition
Management information system	It is part of the overall management system in an organization and form parts of company technology such as enterprise resource planning. It supports almost all management activities providing the identification of key performance indicators (Sørensen et al., 2010). The adoption of technology often leads organizations to focus their attention on technical aspects rather than on human aspects (Garengo and Biazzo, 2013), Mithas et al. (2011), Sardi et al. (2018). Although scholars outline the importance of analysing human behaviours concerning the information system, they do not enough investigate their impact on information systems Garengo and Bititci (2007)
Organizational culture and management style	Organizational culture is a set of values, beliefs and way of working for individuals in an organization Schein (1996). Change culture is a challenging process. So, it is considered a shared and stable factors by members of an organization for a long time Jardioui et al. (2019). Management style is a practice adopted by leaders in people engagement, information management and decision-making process Schein (1996). It is recognized as a key factor influencing organizational culture due to its impact on work sharing, decision-making time and activities control (Garengo and Bititci, 2007).

Factors	Definition
Management information system	It is part of the overall management system in an organization and form parts of company technology such as enterprise resource planning. It supports almost all management activities providing the identification of key performance indicators (Sørensen et al., 2010). The adoption of technology often leads organizations to focus their attention on technical aspects rather than on human aspects (Garengo and Biazzo, 2013), Mithas et al. (2011), Sardi et al. (2018). Although scholars outline the importance of analysing human behaviours concerning the information system, they do not enough investigate their impact on information systems Garengo and Bititci (2007)
Organizational culture and management style	Organizational culture is a set of values, beliefs and way of working for individuals in an organization Schein (1996). Change culture is a challenging process. So, it is considered a shared and stable factors by members of an organization for a long time Jardioui et al. (2019).Management style is a practice adopted by leaders in people engagement, information management and decision-making process Schein (1996). It is recognized as a key factor influencing organizational culture due to its impact on work sharing, decision-making time and activities control (Garengo and Bititci, 2007).

Factors

Definition

Management information system

It is part of the overall management system in an organization and form parts of company technology such as enterprise resource planning. It supports almost all management activities providing the identification of key performance indicators (Sørensen et al., 2010). The adoption of technology often leads organizations to focus their attention on technical aspects rather than on human aspects (Garengo and Biazzo, 2013), Mithas et al. (2011), Sardi et al. (2018). Although scholars outline the importance of analysing human behaviours concerning the information system, they do not enough investigate their impact on information systems Garengo and Bititci (2007)

Organizational culture and management style

Organizational culture is a set of values, beliefs and way of working for individuals in an organization Schein (1996). Change culture is a challenging process. So, it is considered a shared and stable factors by members of an organization for a long time Jardioui et al. (2019).Management style is a practice adopted by leaders in people engagement, information management and decision-making process Schein (1996). It is recognized as a key factor influencing organizational culture due to its impact on work sharing, decision-making time and activities control (Garengo and Bititci, 2007).

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