Information systems for sustainable competitive advantage
Information and Management
Airline reservations systems: lessons from history
MIS Quarterly
Strategic information systems: myths, reality and guidelines for successful implementation
European Journal of Information Systems
Post-merger systems integration: the impact on IS capabilities
Information and Management
CEO and CIO perceptions of information systems strategy: evidence from Hong Kong
European Journal of Information Systems
Alignment Between Business and IS Strategies: A Study of Prospectors, Analyzers, and Defenders
Information Systems Research
Combining IS Research Methods: Towards a Pluralist Methodology
Information Systems Research
NEBIC: A Dynamic Capabilities Theory for Assessing Net-Enablement
Information Systems Research
European Journal of Information Systems - Including a special section on business agility and diffusion of information technology
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
IS Strategic Planning for Operational Efficiency
Information Systems Management
An examination of the antecedents and consequences of organizational IT innovation in hospitals
The Journal of Strategic Information Systems
Experiences in strategic information systems planning
MIS Quarterly
The nature of theory in information systems
MIS Quarterly
Information systems strategy: Quo vadis?
The Journal of Strategic Information Systems
Journal of Theoretical and Applied Electronic Commerce Research
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Given the important impact that an IS strategy has on the potential value IS brings to an organization, we develop and test a model of IS Strategy and Firm Performance. Our survey-based study provides strong evidence that firms with defined IS strategies (either IS Innovator or IS Conservative) perform better than those without defined IS strategies. Organizations without a clearly defined IS strategy actually experienced a negative relationship with firm performance. These organizations should realize the potentially negative outcomes of such a lack of strategy and work to extricate themselves before a consistent pattern of investing in IS without clear organizational benefit develops. Furthermore, the study suggests that the IS Innovator strategy is, in particular, associated with more superior firm performance than the IS Conservative strategy under conditions of environmental dynamism. Organizational leaders need to consider the external environments under which their organizations are operating and evaluate the influence those environments may have on their IS strategy's ability to impact performance. Post hoc analysis results also reveal a fourth potential IS strategy, one that strives for ambidexterity. Ambidextrous firms were found to be associated with the most superior performance, leading to a potential extension of the existing IS strategy typology and a call for future research.