Leveraging the new infrastructure: how market leaders capitalize on information technology
Leveraging the new infrastructure: how market leaders capitalize on information technology
Decision support for managing organizational design dynamics
Decision Support Systems
Information Technology Effects on Firm Performance As Measured by Tobin's Q
Management Science
Enduring practices for managing IT professionals
Communications of the ACM
Reconceptualizing the Context-Design Issue for the Information Systems Function
Organization Science
Alignment Between Business and IS Strategies: A Study of Prospectors, Analyzers, and Defenders
Information Systems Research
IT Governance: How Top Performers Manage IT Decision Rights for Superior Results
IT Governance: How Top Performers Manage IT Decision Rights for Superior Results
Information Technology and Management
Open source content contributors' response to free-riding: The effect of personality and context
Computers in Human Behavior
The Impact of ERP Implementation on Business Process Outcomes: A Factor-Based Study
Journal of Management Information Systems
The Role of Information Systems Resources in ERP Capability Building and Business Process Outcomes
Journal of Management Information Systems
Journal of Management Information Systems
Relation of CIO background, IT infrastructure, and economic performance
Information and Management
Information Technology, Network Structure, and Competitive Action
Information Systems Research
Determining Optimal CRM Implementation Strategies
Information Systems Research
Firm-level benefits of IT-enabled resources: A conceptual extension and an empirical assessment
The Journal of Strategic Information Systems
Information Systems Research
Journal of Management Information Systems
International Journal of Business Information Systems
The synergistic effects of IT-enabled resources on organizational capabilities and firm performance
Information and Management
International Journal of Enterprise Information Systems
International Journal of IT Standards and Standardization Research
International Journal of Knowledge Management
Information Resources Management Journal
Consumer Piracy Risk: Conceptualization and Measurement in Music Sharing
International Journal of Electronic Commerce
Journal of Management Information Systems
International Journal of Strategic Information Technology and Applications
Journal of Management Information Systems
A literature review: IT governance guidelines and areas
Proceedings of the 6th International Conference on Theory and Practice of Electronic Governance
Computers and Industrial Engineering
The effect of synergy enhancement on information technology portfolio selection
Information Technology and Management
How to generalize an information technology case study
DESRIST'13 Proceedings of the 8th international conference on Design Science at the Intersection of Physical and Virtual Design
Green practices-IS alignment and environmental performance: The mediating effects of coordination
Information Systems Frontiers
How do competitive environments moderate CRM value?
Decision Support Systems
Integrating ERP and e-business: Resource complementarity in business value creation
Decision Support Systems
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Unlike technologies that are applicable in a few specific industries, information technologies have a wide range of applicability across almost all industries. The fundamental principles of good IT management are also applicable in many industries. Thus, firms whose business units operate in different industries have an opportunity to exploit cross-unit IT synergies by applying their IT resources and management processes across multiple units. This study examines sources of cross-unit IT synergy and the conditions under which cross-unit IT synergies improve the performance of multibusiness firms. Building on the resource-based view of diversification and the economic theory of complementarities, the study identifies the relatedness and complementarity of IT resources as two major sources of cross-unit IT synergy. It argues that IT relatedness-the use of common IT infrastructure technologies and common IT management processes across business units-creates sub-additive cost synergies, whereas complementarities among IT infrastructure technologies and IT management processes create super-additive value synergies. In a sample of 356 multibusiness Fortune 1000 firms, the study finds that sub-additive cost synergies arising from the use of related IT resources or management processes do not have any effects on corporate performance, whereas the super-additive value synergies arising from the use of a complementary set of IT resources and management processes have significant effects on corporate performance. The diversification level of the firm moderates the relationship between IT synergies and corporate performance. As the diversification level increases, the performance effects of IT synergies remain positive, but they become weaker. The IT governance mode of the firm (centralized, decentralized, hybrid) does not make a difference in the performance effects of IT synergies.