The information system as a competitive weapon
Communications of the ACM - Special section on management of information systems
Information systems for sustainable competitive advantage
Information and Management
The productivity paradox of information technology
Communications of the ACM
A set of principles for conducting and evaluating interpretive field studies in information systems
MIS Quarterly - Special issue on intensive research in information systems
Journal of Management Information Systems
Journal of Management Information Systems
Communications of the ACM
Investment in Enterprise Resource Planning: Business Impact and Productivity Measures
Journal of Management Information Systems
The Journal of Strategic Information Systems
The Journal of Strategic Information Systems
Internet privacy concerns and beliefs about government surveillance - An empirical investigation
The Journal of Strategic Information Systems
The PC (polluting computer): Forever a tragedy of the commons?
The Journal of Strategic Information Systems
Understanding the Economic Potential of Service-Oriented Architecture
Journal of Management Information Systems
Firm-level benefits of IT-enabled resources: A conceptual extension and an empirical assessment
The Journal of Strategic Information Systems
International Journal of Networking and Virtual Organisations
International Journal of Strategic Information Technology and Applications
Hi-index | 0.00 |
It has long been argued that organizations have struggled to achieve business benefits, and in particular sustainable competitive advantage, from their IT investments. In this paper we draw upon resource-based theory to explore how the effective deployment of IS capabilities might deliver sustainable improvements to an organization's competitive positioning. In so doing, this research makes a significant departure from the enterprise-level orientation of prior studies, by focusing upon the role of IS capabilities in leveraging sustainable improvements to competitive positioning from individual IS initiatives. Based upon the responses to a quantitative and qualitative survey of practicing managers, it has been shown that an organization's ability to leverage and sustain improvements in its competitive positioning, from IS initiatives, are directly dependent upon its ability to effectively apply an appropriate portfolio of IS capabilities. Moreover, it has been shown that sustainable improvements in competitive positioning are most likely in circumstances in which the successful outcome of an IS initiative is dependent upon 'outside-in' and 'spanning' capabilities, which are both lacking in transparency and difficult to replicate.