Leveraging the new infrastructure: how market leaders capitalize on information technology
Leveraging the new infrastructure: how market leaders capitalize on information technology
Information infrastructure for electronic virtual organization management
Decision Support Systems - Special issue: intranets and intranetworking
Enablers and inhibitors of business-IT alignment
Communications of the AIS
The adaptive enterprise: IT infrastructure strategies to manage change and enable growth
The adaptive enterprise: IT infrastructure strategies to manage change and enable growth
Information and Management
Waves of Change: Business Evolution through Information Technology
Waves of Change: Business Evolution through Information Technology
Alignment Between Business and IS Strategies: A Study of Prospectors, Analyzers, and Defenders
Information Systems Research
Survivable wireless networking -- Autonomic bandwidth sharing in mesh networks
BT Technology Journal
Journal of Management Information Systems
Journal of Management Information Systems
How interfirm collaboration benefits IT innovation
Information and Management
Journal of Management Information Systems
An electronic commerce strategic typology: insights from case studies
Information and Management
Measuring IT infrastructure project size: infrastructure effort points
CAiSE'05 Proceedings of the 17th international conference on Advanced Information Systems Engineering
The role of emergent information technologies and systems in enabling supply chain agility
International Journal of Information Management: The Journal for Information Professionals
Information Technology, Core Competencies and Sustained Competitive Advantage
Information Resources Management Journal
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Appropriate information technology IT infrastructure capability is critically needed for organizations when seeking effective adaptation to a dynamic market. This adaptation can be treated as a type of management of innovation in terms of Miles and Snow's typology. Although many studies have explored IT infrastructure capability, it is still unclear how that capability can be diverse among innovation types managed. We use Miles and Snow typology as a surrogate to measure various innovation types and examine how IT infrastructure capability can be differentiated accordingly. Our results show that not all types of IT infrastructure capability are important for facilitating innovation managed and different types of innovation managed have their own IT infrastructure capability emphasized. For example, IT personnel's technical skills e.g., computer or systems are not relatively important for any certain innovation type, but business skills e.g., performance skill, business knowledge, and organizational skill are key differentiators. Companies may foster their required IT infrastructure capability according to innovation managed. Implications are discussed.