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|Title: ||Improving competitive positioning through complementary organisational resources|
|Authors: ||Doherty, Neil|
Terry, Mark J.
|Keywords: ||Resource-based view|
Improved competitive positioning
|Issue Date: ||2013|
|Publisher: ||© Emerald Group Publishing Limited|
|Citation: ||DOHERTY, N.F. and TERRY, M., 2013. Improving competitive positioning through complementary organisational resources. Industrial Management & Data Systems, 113 (5), pp.697-711.|
|Abstract: ||Purpose - In this paper we 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 us the opportunity to conduct a study that was both broad and deep, in terms of the data collected.
Practical implications - We draw out the implications of our 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.|
|Description: ||This article is © Emerald Group Publishing and permission has been granted for this version to appear here: http://dx.doi.org/10.1108/02635571311324151. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.|
|Version: ||Accepted for publication|
|Publisher Link: ||http://dx.doi.org/10.1108/02635571311324151|
|Appears in Collections:||Published Articles (Business School)|
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