A set of principles for conducting and evaluating interpretive field studies in information systems
MIS Quarterly - Special issue on intensive research in information systems
Information Systems Research
Deliberate Learning and the Evolution of Dynamic Capabilities
Organization Science
NEBIC: A Dynamic Capabilities Theory for Assessing Net-Enablement
Information Systems Research
Commissioned Paper: Telephone Call Centers: Tutorial, Review, and Research Prospects
Manufacturing & Service Operations Management
Centralization as a design consideration for the management of call centers
Information and Management
Managing organizational identity in the e-commerce industry: An ambidexterity perspective
Information and Management
Intention to purchase on social commerce websites across cultures: A cross-regional study
Information and Management
Journal of Global Information Management
The Impacts of Network Governance on the Performance of ITO: A Study of Taiwanese Firms
Journal of Global Information Management
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The resource-based view suggests that organizations achieve and maintain competitive advantage through effective deployment of firm-specific resources and capabilities. Because of volatile market conditions, researchers now focus on the development of dynamic capabilities that allow firms to react and create change in these dynamic environments. Despite the growing acceptance of the dynamic capabilities perspective in information systems research, the process of how organizations develop capabilities to influence the overall process of strategy formation and implementation in a dynamic and volatile environment (e.g., the information communication technology industry) is still underexplored. To address the knowledge gap, this article draws on an in-depth case study of the capability development experience of a call center in strategic transformation from an in-house customer service department to an outsourced customer service provider. We use Montealegre's (2002) process model of capability development as our analytical framework and extend it beyond the organizational perspective to include a project-level (business unit) perspective. By adopting a dual-level analysis, researchers and practitioners may obtain a more detailed and complete view of an organization's capability development, hence allaying criticism of the resource-based view as a vague and tautological concept. © 2006 Wiley Periodicals, Inc.