In the age of the smart machine: the future of work and power
In the age of the smart machine: the future of work and power
Airline reservations systems: lessons from history
MIS Quarterly
Action characteristics as predictors of competitive responses
Management Science
Electronic markets and electronic hierarchies
Communications of the ACM
Information Systems Research
Synthesis and Decomposition of Processes in Organizations
Information Systems Research
Information Systems Research
Enterprise agility and the enabling role of information technology
European Journal of Information Systems - Including a special section on business agility and diffusion of information technology
Coordinating for Flexibility in e-Business Supply Chains
Journal of Management Information Systems
Journal of Management Information Systems
Journal of Management Information Systems
Competitive Dynamics in Electronic Networks: A Model and the Case of Interorganizational Systems
International Journal of Electronic Commerce
The DeLone and McLean Model of Information Systems Success: A Ten-Year Update
Journal of Management Information Systems
Information Technology and the Changing Fabric of Organization
Organization Science
Path Dependence of Dynamic Information Technology Capability: An Empirical Investigation
Journal of Management Information Systems
Information systems strategy: Past, present, future?
The Journal of Strategic Information Systems
Path Dependence of Dynamic Information Technology Capability: An Empirical Investigation
Journal of Management Information Systems
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Researchers in competitive dynamics have demonstrated that firms that carry out intense, complex, and heterogeneous competitive actions exhibit better performance. However, there is a need to understand factors that enable firms to undertake competitive actions. In this study, we focus on two antecedents of competitive behavior of firms: (1) access to network resources and (2) use of information technology (IT). We argue that while network structure provides firms with the opportunity to tap into external resources, the extent to which they are actually exploited depends on firms' IT-enabled capability. We develop a theoretical model that examines the relationships between IT-enabled capability, network structure, and competitive action. We test the model using secondary data, about 12 major automakers over 16 years from 1988 to 2003. We find that network structure rich in structural holes has a positive direct effect on firms' ability to introduce a greater number and a wider range of competitive actions. However, the effect of dense network structure is contingent on firms' IT-enabled capability. Firms benefit from dense network structure only when they develop a strong IT-enabled capability. Our results suggest that IT-enabled capability plays both a substitutive role, when firms do not have advantageous access to brokerage opportunities, and a complementary role, when firms are embedded in dense network structure, in the relationship between network structure and competitive actions.