| Title | Improving competitive positioning through complementary organisational resources |
|---|---|
| ID_Doc | 75094 |
| Authors | Doherty, NF; Terry, M |
| Title | Improving competitive positioning through complementary organisational resources |
| Year | 2013 |
| Published | Industrial Management & Data Systems, 113, 5 |
| Abstract | Purpose - In this paper, the authors seek to draw upon resource-based theory to explore the role of existing, complementary organisational resources, in leveraging sustainable improvements in competitive positioning, resulting from information systems initiatives. Design/methodology/approach - A research model has been derived from the literature, which is then used to guide the conduct of a major, integrated quantitative and qualitative survey of managers. Findings - In this paper, it is shown that improvements in competitive positioning are likely to be more significant and sustainable when a new IS initiative makes an indirect contribution, through the leveraging of complementary organisational resources, rather than stemming directly from the functionality of the IT asset. Research limitations/implications - The main limitations of this study relate to its use of a "convenience" sample and a "single-informant". However, both these comprises were viewed as being worthwhile, as it gave the authors the opportunity to conduct a study that was both broad and deep, in terms of the data collected. Practical implications - The authors draw out the implications of their empirical study for the management of IT projects, to improve their ability to deliver sustainable improvements in competitive positioning. Originality/value - This research makes a significant departure from the aggregated, enterprise-level orientation of prior studies, by focusing upon the process-level impacts of individual IS initiatives. |
| https://figshare.com/articles/journal_contribution/Improving_competitive_positioning_through_complementary_organisational_resources/9502796/1/files/17129543.pdf |
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