The Experts below are selected from a list of 123048 Experts worldwide ranked by ideXlab platform
Tony S Wirjanto - One of the best experts on this subject based on the ideXlab platform.
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sustainability of a firm s reputation for information Technology Capability the role of senior it executives
Journal of Management Information Systems, 2013Co-Authors: Jeehae Lim, Theophanis C Stratopoulos, Tony S WirjantoAbstract:This study investigates the development and sustainability of a firm's information Technology (IT) Capability reputation from an IT executive's standpoint. Building on institutional theory, we argue that IT executives will try to achieve external legitimacy (i.e., project an image of superior IT Capability to external stakeholders) in the hope that the top management team and board members will reciprocate by elevating the internal legitimacy of IT executives. Firms that develop such a culture of reciprocity with their IT executives are more likely to sustain their IT Capability reputation. Econometric results based on panel data for 1,326 large U.S. firms from a wide spectrum of industries over a 13-year period (1997-2009) validate these predictions. More specifically, we find that IT executives with greater structural power (e.g., higher job titles) or IT-related expert power (e.g., IT-related education or experience) are more likely to attract public recognition for their firm's IT Capability. Firms th...
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path dependence of dynamic information Technology Capability an empirical investigation
Social Science Research Network, 2012Co-Authors: Jeehae Lim, Theophanis C Stratopoulos, Tony S WirjantoAbstract:Organizations seek to differentiate themselves in the marketplace by deploying information Technology (IT) to develop dynamic IT capabilities and resist competitors’ attempts to imitate or improve these capabilities. While this strategy has been justified on the grounds that dynamic IT capabilities are durably heterogeneous, there does not seem to be empirical evidence supporting or refuting this assumption. This study empirically validates the assumption of durable heterogeneity of dynamic organizational IT Capability (ITC) due to path dependence. We capture ITC heterogeneity by introducing a framework in which firms try to achieve ITC leadership in their industry and we propose that durable ITC heterogeneity can be attributed to path dependence, and, hence, it can be tested using Heckman’s true state dependence of ITC leadership status. Using random and fixed effect dynamic logit models, we investigate true state dependence of ITC leadership on a sample of large US firms. Results, which are robust to alternative sample, dependent, and control variable specifications, show that achieving ITC leadership is a true state-dependent process suggesting durable heterogeneity of ITC due to path dependence. The study contributes to the dynamic capabilities literature and has important managerial implications. The proposed framework for conceptualizing durable resource heterogeneity due to path dependence is general and versatile thus providing a foundation for future research on dynamic capabilities. The findings provide empirical evidence to confirm that ITC is durably heterogeneous and should be managed as a potential source of competitive advantage.
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path dependence of dynamic information Technology Capability an empirical investigation
The Missouri Review, 2011Co-Authors: Jeehae Lim, Theophanis C Stratopoulos, Tony S WirjantoAbstract:Organizations seek to differentiate themselves in the marketplace by deploying information Technology (IT) to develop dynamic IT capabilities and resist competitors' attempts to imitate or improve these capabilities. While this strategy has been justified on the grounds that dynamic IT capabilities are durably heterogeneous, there does not seem to be empirical evidence supporting or refuting this assumption. This study empirically validates the assumption of durable heterogeneity of dynamic organizational IT Capability (ITC) due to path dependence. We capture ITC heterogeneity by introducing a framework in which firms try to achieve ITC leadership in their industry and we propose that durable ITC heterogeneity can be attributed to path dependence, and hence, it can be tested using Heckman's true state dependence of ITC leadership status. Using random and fixed effect dynamic logit models, we investigate true state dependence of ITC leadership on a sample of large U.S. firms. The results, which are robust to alternative sample, dependent, and control variable specifications, show that achieving ITC leadership is a true state-dependent process, suggesting durable heterogeneity of ITC due to path dependence. The study contributes to the dynamic capabilities literature and has important managerial implications. The proposed framework for conceptualizing durable resource heterogeneity due to path dependence is general and versatile, thus providing a foundation for future research on dynamic capabilities. The findings provide empirical evidence to confirm that ITC is durably heterogeneous and should be managed as a potential source of competitive advantage.
Jeehae Lim - One of the best experts on this subject based on the ideXlab platform.
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sustainability of a firm s reputation for information Technology Capability the role of senior it executives
Journal of Management Information Systems, 2013Co-Authors: Jeehae Lim, Theophanis C Stratopoulos, Tony S WirjantoAbstract:This study investigates the development and sustainability of a firm's information Technology (IT) Capability reputation from an IT executive's standpoint. Building on institutional theory, we argue that IT executives will try to achieve external legitimacy (i.e., project an image of superior IT Capability to external stakeholders) in the hope that the top management team and board members will reciprocate by elevating the internal legitimacy of IT executives. Firms that develop such a culture of reciprocity with their IT executives are more likely to sustain their IT Capability reputation. Econometric results based on panel data for 1,326 large U.S. firms from a wide spectrum of industries over a 13-year period (1997-2009) validate these predictions. More specifically, we find that IT executives with greater structural power (e.g., higher job titles) or IT-related expert power (e.g., IT-related education or experience) are more likely to attract public recognition for their firm's IT Capability. Firms th...
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path dependence of dynamic information Technology Capability an empirical investigation
Social Science Research Network, 2012Co-Authors: Jeehae Lim, Theophanis C Stratopoulos, Tony S WirjantoAbstract:Organizations seek to differentiate themselves in the marketplace by deploying information Technology (IT) to develop dynamic IT capabilities and resist competitors’ attempts to imitate or improve these capabilities. While this strategy has been justified on the grounds that dynamic IT capabilities are durably heterogeneous, there does not seem to be empirical evidence supporting or refuting this assumption. This study empirically validates the assumption of durable heterogeneity of dynamic organizational IT Capability (ITC) due to path dependence. We capture ITC heterogeneity by introducing a framework in which firms try to achieve ITC leadership in their industry and we propose that durable ITC heterogeneity can be attributed to path dependence, and, hence, it can be tested using Heckman’s true state dependence of ITC leadership status. Using random and fixed effect dynamic logit models, we investigate true state dependence of ITC leadership on a sample of large US firms. Results, which are robust to alternative sample, dependent, and control variable specifications, show that achieving ITC leadership is a true state-dependent process suggesting durable heterogeneity of ITC due to path dependence. The study contributes to the dynamic capabilities literature and has important managerial implications. The proposed framework for conceptualizing durable resource heterogeneity due to path dependence is general and versatile thus providing a foundation for future research on dynamic capabilities. The findings provide empirical evidence to confirm that ITC is durably heterogeneous and should be managed as a potential source of competitive advantage.
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path dependence of dynamic information Technology Capability an empirical investigation
The Missouri Review, 2011Co-Authors: Jeehae Lim, Theophanis C Stratopoulos, Tony S WirjantoAbstract:Organizations seek to differentiate themselves in the marketplace by deploying information Technology (IT) to develop dynamic IT capabilities and resist competitors' attempts to imitate or improve these capabilities. While this strategy has been justified on the grounds that dynamic IT capabilities are durably heterogeneous, there does not seem to be empirical evidence supporting or refuting this assumption. This study empirically validates the assumption of durable heterogeneity of dynamic organizational IT Capability (ITC) due to path dependence. We capture ITC heterogeneity by introducing a framework in which firms try to achieve ITC leadership in their industry and we propose that durable ITC heterogeneity can be attributed to path dependence, and hence, it can be tested using Heckman's true state dependence of ITC leadership status. Using random and fixed effect dynamic logit models, we investigate true state dependence of ITC leadership on a sample of large U.S. firms. The results, which are robust to alternative sample, dependent, and control variable specifications, show that achieving ITC leadership is a true state-dependent process, suggesting durable heterogeneity of ITC due to path dependence. The study contributes to the dynamic capabilities literature and has important managerial implications. The proposed framework for conceptualizing durable resource heterogeneity due to path dependence is general and versatile, thus providing a foundation for future research on dynamic capabilities. The findings provide empirical evidence to confirm that ITC is durably heterogeneous and should be managed as a potential source of competitive advantage.
Anandhi S. Bharadwaj - One of the best experts on this subject based on the ideXlab platform.
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A resource-based perspective on information Technology Capability and firm performance: An empirical investigation
MIS Quarterly: Management Information Systems, 2000Co-Authors: Anandhi S. BharadwajAbstract:The resource-based view of the firm attributes superior financial performance to organizational resources and capabilities. This paper develops the concept of IT as an organizationai capabiiity and empihcally examines the association between IT capabiiity and firm performance. Firm specific IT resources are classified as IT infrastructure, human IT resources, and IT-enabied intangibles. A matched-sample comparison group metho- dology and publicly available ratings are used to assess IT capabiiity and firm performance. Results indicate that firms with high IT Capability tend to outperform a control sample of firms on a variety of profit and cost-based performance measures.
Yolande E Chan - One of the best experts on this subject based on the ideXlab platform.
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dynamic information Technology Capability concept definition and framework development
Journal of Strategic Information Systems, 2019Co-Authors: Yolande E ChanAbstract:Abstract In a digital world, information Technology (IT) units routinely update their capabilities to cope with changing business requirements and frequent Technology releases. Extending the dynamic capabilities literature, this article presents the concept of dynamic IT Capability, a multidimensional first-order dynamic Capability that enables IT units to assist firms in appropriating business value from IT resources by influencing a set of IT-related ordinary capabilities. Scholars currently lack a dynamic capabilities framework that explains, from an IT unit’s perspective, how IT resources can be acquired, deployed, integrated, and reconfigured to fulfill business objectives. To bridge this research gap, we develop a high-level framework that highlights three constituent components of dynamic IT Capability: dynamic digital platform Capability, dynamic IT management Capability, and dynamic IT knowledge management Capability. Through an extensive literature review, we identify and summarize the set of ordinary capabilities that each dynamic IT Capability component creates and reconfigures. We then offer guidance on future instrument development. To encourage further exploration of this critical construct, we close by highlighting future avenues for dynamic IT Capability research.
Theophanis C Stratopoulos - One of the best experts on this subject based on the ideXlab platform.
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sustainability of a firm s reputation for information Technology Capability the role of senior it executives
Journal of Management Information Systems, 2013Co-Authors: Jeehae Lim, Theophanis C Stratopoulos, Tony S WirjantoAbstract:This study investigates the development and sustainability of a firm's information Technology (IT) Capability reputation from an IT executive's standpoint. Building on institutional theory, we argue that IT executives will try to achieve external legitimacy (i.e., project an image of superior IT Capability to external stakeholders) in the hope that the top management team and board members will reciprocate by elevating the internal legitimacy of IT executives. Firms that develop such a culture of reciprocity with their IT executives are more likely to sustain their IT Capability reputation. Econometric results based on panel data for 1,326 large U.S. firms from a wide spectrum of industries over a 13-year period (1997-2009) validate these predictions. More specifically, we find that IT executives with greater structural power (e.g., higher job titles) or IT-related expert power (e.g., IT-related education or experience) are more likely to attract public recognition for their firm's IT Capability. Firms th...
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path dependence of dynamic information Technology Capability an empirical investigation
Social Science Research Network, 2012Co-Authors: Jeehae Lim, Theophanis C Stratopoulos, Tony S WirjantoAbstract:Organizations seek to differentiate themselves in the marketplace by deploying information Technology (IT) to develop dynamic IT capabilities and resist competitors’ attempts to imitate or improve these capabilities. While this strategy has been justified on the grounds that dynamic IT capabilities are durably heterogeneous, there does not seem to be empirical evidence supporting or refuting this assumption. This study empirically validates the assumption of durable heterogeneity of dynamic organizational IT Capability (ITC) due to path dependence. We capture ITC heterogeneity by introducing a framework in which firms try to achieve ITC leadership in their industry and we propose that durable ITC heterogeneity can be attributed to path dependence, and, hence, it can be tested using Heckman’s true state dependence of ITC leadership status. Using random and fixed effect dynamic logit models, we investigate true state dependence of ITC leadership on a sample of large US firms. Results, which are robust to alternative sample, dependent, and control variable specifications, show that achieving ITC leadership is a true state-dependent process suggesting durable heterogeneity of ITC due to path dependence. The study contributes to the dynamic capabilities literature and has important managerial implications. The proposed framework for conceptualizing durable resource heterogeneity due to path dependence is general and versatile thus providing a foundation for future research on dynamic capabilities. The findings provide empirical evidence to confirm that ITC is durably heterogeneous and should be managed as a potential source of competitive advantage.
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path dependence of dynamic information Technology Capability an empirical investigation
The Missouri Review, 2011Co-Authors: Jeehae Lim, Theophanis C Stratopoulos, Tony S WirjantoAbstract:Organizations seek to differentiate themselves in the marketplace by deploying information Technology (IT) to develop dynamic IT capabilities and resist competitors' attempts to imitate or improve these capabilities. While this strategy has been justified on the grounds that dynamic IT capabilities are durably heterogeneous, there does not seem to be empirical evidence supporting or refuting this assumption. This study empirically validates the assumption of durable heterogeneity of dynamic organizational IT Capability (ITC) due to path dependence. We capture ITC heterogeneity by introducing a framework in which firms try to achieve ITC leadership in their industry and we propose that durable ITC heterogeneity can be attributed to path dependence, and hence, it can be tested using Heckman's true state dependence of ITC leadership status. Using random and fixed effect dynamic logit models, we investigate true state dependence of ITC leadership on a sample of large U.S. firms. The results, which are robust to alternative sample, dependent, and control variable specifications, show that achieving ITC leadership is a true state-dependent process, suggesting durable heterogeneity of ITC due to path dependence. The study contributes to the dynamic capabilities literature and has important managerial implications. The proposed framework for conceptualizing durable resource heterogeneity due to path dependence is general and versatile, thus providing a foundation for future research on dynamic capabilities. The findings provide empirical evidence to confirm that ITC is durably heterogeneous and should be managed as a potential source of competitive advantage.