Strategic factor markets: expectations, luck, and business strategy
Management Science
The growing risks of information systems success
MIS Quarterly
The media lab: inventing the future at MIT
The media lab: inventing the future at MIT
Airline reservations systems: lessons from history
MIS Quarterly
Strategic information technology investments: guidelines for decision making
Journal of Management Information Systems
Evaluation of strategic investments in information technology
Communications of the ACM
The impact of information systems on organizations and markets
Communications of the ACM
Recent applications of economic theory in Information Technology research
Decision Support Systems
The productivity paradox of information technology
Communications of the ACM
Journal of Management Information Systems
Technological frames: making sense of information technology in organizations
ACM Transactions on Information Systems (TOIS) - Special issue on social science perspectives on IS
Electronic markets and electronic hierarchies
Communications of the ACM
Beyond the productivity paradox
Communications of the ACM
The myths and realities of information technology insourcing
Communications of the ACM
Information Technology Effects on Firm Performance As Measured by Tobin's Q
Management Science
Beyond the Information Systems Outsourcing Bandwagon: The Insourcing Response
Beyond the Information Systems Outsourcing Bandwagon: The Insourcing Response
Design Rules: The Power of Modularity Volume 1
Design Rules: The Power of Modularity Volume 1
Road Ahead
A Case for Using Real Options Pricing Analysis to Evaluate Information Technology Project Investment
Information Systems Research
Frictionless Commerce? A Comparison of Internet and Conventional Retailers
Management Science
Information Systems Research
E-Business and Management Science: Mutual Impacts (Part 1 of 2)
Management Science
Group Buying on the Web: A Comparison of Price-Discovery Mechanisms
Management Science
Real Options and IT Platform Adoption: Implications for Theory and Practice
Information Systems Research
IT Outsourcing Strategies: Universalistic, Contingency, and Configurational Explanations of Success
Information Systems Research
An Economic Model of Product Quality and IT Value
Information Systems Research
Agent learning in supplier selection models
Decision Support Systems - Special issue: Decision theory and game theory in agent design
Does IT Matter? Information Technology and the Corrosion of Competitive Advantage
Does IT Matter? Information Technology and the Corrosion of Competitive Advantage
Journal of Management Information Systems - Special section: Strategic and competitive information systems
Journal of Management Information Systems - Special section: Strategic and competitive information systems
Information technology, incentives, and the optimal number of suppliers
Journal of Management Information Systems - Special section: Strategic and competitive information systems
Agency relationships and monitoring in electronic commerce
International Journal of Electronic Commerce
Journal of Management Information Systems
The Journal of Strategic Information Systems
The Black Swan: The Impact of the Highly Improbable
The Black Swan: The Impact of the Highly Improbable
IS Application Capabilities and Relational Value in Interfirm Partnerships
Information Systems Research
Costly Collusion in Differentiated Industries
Marketing Science
Design principles for virtual worlds
MIS Quarterly
Hi-index | 0.00 |
Information technology matters to business success because it directly affects the mechanisms through which they create and capture value to earn a profit: IT is thus integral to a firm's business-level strategy. Much of the extant research on the IT/strategy relationship, however, inaccurately frames IT as only a functional-level strategy. This widespread under-appreciation of the business-level role of IT indicates a need for substantial retheorizing of its role in strategy and its complex and interdependent relationship with the mechanisms through which firms generate profit. Using a comprehensive framework of potential profit mechanisms, we argue that while IT activities remain integral to the functional-level strategies of the firm, they also play several significant roles in business strategy, with substantial performance implications. IT affects industry structure and the set of business-level strategic alternatives and value-creation opportunities that a firm may pursue. Along with complementary organizational changes, IT both enhances the firm's current (ordinary) capabilities and enables new (dynamic) capabilities, including the flexibility to focus on rapidly changing opportunities or to abandon losing initiatives while salvaging substantial asset value. Such digitally attributable capabilities also determine how much of this value, once created, can be captured by the firm--and how much will be dissipated through competition or through the power of value chain partners, the governance of which itself depends on IT. We explore these business-level strategic roles of IT and discuss several provocative implications and future research directions in the converging information systems and strategy domains.