Action characteristics as predictors of competitive responses
Management Science
Beyond the productivity paradox
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
Distributed cognition: toward a new foundation for human-computer interaction research
ACM Transactions on Computer-Human Interaction (TOCHI) - Special issue on human-computer interaction in the new millennium, Part 2
Information Systems Research
Investigating Dynamic Multifirm Market Interactions in Price and Advertising
Management Science
Using Repertory Grids to Conduct Cross-Cultural Information Systems Research
Information Systems Research
Measuring Information Technology's Indirect Impact on Firm Performance
Information Technology and Management
Information and Management
Human Problem Solving
Journal of Management Information Systems
Journal of Management Information Systems
Journal of Management Information Systems
Information Processing Design Choices, Strategy, and Risk Management Performance
Journal of Management Information Systems
Competitive Dynamics in Electronic Networks: A Model and the Case of Interorganizational Systems
International Journal of Electronic Commerce
Call for Papers---Information Systems Research Special Issue: Digital Systems and Competition
Information Systems Research
Journal of Management Information Systems
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Using an interpretive grounded theory research approach, we investigate the utilization of organization-wide information systems in the competitive actions and responses undertaken by top managers to sustain their firms' leading competitive position. Our central contribution is a model that explicates the role of information systems in the process by which competitive actions or responses are conceived, enacted, and executed, and resulting impacts on firm performance---issues that have been largely missing from contemporary research in both the information systems and competitive dynamics domains. This study has important implications for both research and practice. Specifically, researchers should consider organizational context; the intentions and actions of key players; and the process of conceiving, enacting, and executing competitive actions or responses carried out by the organization to account for the impact of information systems on firm performance. Findings suggest that when managers envision information systems as a resource that provides opportunities for competitive actions rather than viewing information systems in a service role, competitive advantages will evolve. Furthermore, practitioners will be better able to leverage information systems investments if they recognize the embedded role of information systems within the competitive actions or responses a firm undertakes to maintain or improve relative performance.