The role of GPS-enabled information in transforming operational decision making: an exploratory study

Although the impact of ICT‐enabled information on firm performance has been well documented in the business value of IT literature, our understanding of how Global Positioning System (GPS) adoption can transform operational decision making and foster differential firm performance is limited. In response, we conduct an exploratory comparative case study of three transport firms that have implemented the same GPS during the same year in their operations. Our results highlight that increased use of GPS‐enabled information can enhance information quality and make operational decision making more fact‐based and collaborative. We also find that such transformations in operational decision making, driven by increased use of GPS‐enabled information, can foster differential performance impacts. However, we warn scholars and practitioners that a firm’s information management capability (in terms of availability of quality information in decision making, software tools for connectivity and access to information, IT systems integration post‐GPS adoption and adaptability of the infrastructure to emerging business needs) and organizational factors (such as top management support, project management of GPS implementation, financial support, end‐user involvement, rewarding, training and employee resistance) can facilitate (or inhibit) effective use of GPS‐enabled information in operational decision making, and thus moderate differential performance benefits of GPS adoption.