Journal ArticleDOI
Linking the information technology structure with organizational competitive strategy: a survey
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TLDR
Findings provide additional support for the organizational fit concept - that the conformity between information technology structure and overall organizational context variables, including competitive strategy, is instrumental to the successful implementation of information technology systems.Abstract:
In a study involving 52 large organizations in the computer components industry, the relationship between information technology structure and organizational competitive strategy was examined. The results indicate that the information technology structure, as measured by the locus of responsibilities for information systems, is strongly related to competitive strategy. For example, an organization with a conservative competitive strategy possesses a more centralized information systems function than an organization with an aggressive competitive strategy. This means that user departments in a conservative organization have less control over their information technology function than user departments in a aggressive organization. These findings provide additional support for the organizational fit concept - that the conformity between information technology structure and overall organizational context variables, including competitive strategy, is instrumental to the successful implementation of information technology systems.read more
Citations
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Review: the resource-based view and information systems research: review, extension, and suggestions for future research
Michael Wade,John Hulland +1 more
TL;DR: In this article, the authors explore and critically evaluate use of the resource-based view of the firm (RBV) by information systems researchers and suggest extensions to make the RBV more useful for empirical IS research.
Journal ArticleDOI
Effect of Information Systems Resources and Capabilities on Firm Performance: A Resource-Based Perspective
TL;DR: The results support the proposition that an organization's ability to use IT to support its core competencies is dependent on IS functional capabilities, which, in turn, are dependent on the nature of human, technology, and relationship resources of the IS department.
Journal ArticleDOI
Survey research methodology in management information systems: an assessment
TL;DR: In this paper, the authors present a general framework for classifying and examining survey research and uses this framework to analyze the usage of survey research conducted in the past decade in the MIS field.
Journal Article
Survey Research Methodology in Management Information Systems: An Assessment
TL;DR: A general framework for classifying and examining survey research is presented and this framework is used to analyze the usage of survey research conducted in the past decade in the MIS field and makes specific recommenoations that directly address the major problems highlighted in the review.
Journal ArticleDOI
IT alignment: what have we learned?
TL;DR: Challenges to the value of alignment research, divergent views, and new perspectives on alignment are presented and it is hoped that the article will spark helpful conversation on the merits of continued investigation of IT alignment.
References
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TL;DR: The proposed theoretical framework deals with alternative ways in which organizations define their product-market domains (strategy) and construct mechanisms (structures and processes) to pursue these strategies.
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Organizational Strategy, Structure, and Process
TL;DR: In this paper, a theoretical framework for organizational adaptation is proposed, which deals with alternative ways in which organizations define their product-market domains (strategies) and construct mechanisms (structures and processes) to pursue these strategies.
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How information gives you competitive advantage
TL;DR: Most general managers know that the revolution is under way, and few dispute its importance as mentioned in this paper, however, they don't know how to take advantage of this knowledge and their ability to become involved in the management of new technology.
Journal ArticleDOI
Strategy, Distinctive Competence, and Organizational Performance.
TL;DR: In this paper, the authors examine relationships among strategy, distinctive competence, and organizational performance, focusing on the perceptions of top managers in four industries (plastics, semiconductors, automotives, and air transportation) and find that these managers perceive four strategy types, Defender, Prospector, Analyzer and Reactor, to be present within their industry.
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