Shaping the future: business design through information technology
Shaping the future: business design through information technology
Leveraging the new infrastructure: how market leaders capitalize on information technology
Leveraging the new infrastructure: how market leaders capitalize on information technology
Information Orientation: The Link to Business Performance
Information Orientation: The Link to Business Performance
Clockspeed and Informational Response: Evidence From the Information Technology Industry
Information Systems Research
Information Systems Research
Real Options and IT Platform Adoption: Implications for Theory and Practice
Information Systems Research
Executives' perceptions of the business value of information technology: a process-oriented approach
Journal of Management Information Systems - Special issue: Impacts of information technology investment on organizational performance
Journal of Management Information Systems
Journal of Management Information Systems
From IT deployment capabilities to competitive advantage: An exploratory study in China
Information Systems Frontiers
IT infrastructure capabilities and IT project success: a development team perspective
Information Technology and Management
Supporting process design for e-business via an integrated process repository
Information Technology and Management
Lean principles in IT services: a case study on implementation and best practices
International Journal of Business Information Systems
Information Technology and Management
Journal of Management Information Systems
Information and Management
Visualising a knowledge mapping of information systems investment evaluation
Expert Systems with Applications: An International Journal
Journal of Global Information Management
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Recent innovations in utility computing, web services, and service-oriented architectures, combined with a growing array of IT skills, have improved firms' ability to be more agile in responding to change. Using the resource-based view of the firm, prior research suggests that IT resources, in isolation, are unlikely to yield superior performance and so as firms try to boost their agility, the question becomes how to configure IT resources to prepare for, or react to, change. In this paper, we posit that managerial IT capabilities based on IT-business partnerships, strategic planning, and ex-post IT project analysis lead to the development of technical IT capabilities associated with a flexible IT infrastructure which in turn drives agility or a firm's ability to react to change in its products and markets. Using data from matched surveys of IT and business executives in 241 firms, we find that managerial and technical capabilities affect agility. In further testing, we reveal that in a stable setting, technical IT capabilities are more important to agility than managerial IT capabilities, while in a dynamic setting, the opposite is true. Thus, for firms operating in volatile markets, effective models of managerial IT governance are essential for delivering superior agility or adaptiveness.