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Realising platform operational agility through information technology–enabled capabilities: A resource‐interdependence perspective

Published on May 1, 2019in Information Systems Journal 3.29
· DOI :10.1111/isj.12221
Felix Ter Chian Tan8
Estimated H-index: 8
(UNSW: University of New South Wales),
Shan Ling Pan35
Estimated H-index: 35
(UNSW: University of New South Wales),
Meiyun Zuo4
Estimated H-index: 4
(RUC: Renmin University of China)
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  • Citations (1)
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Published on Jul 1, 2014in European Journal of Information Systems 2.60
Pei-Ying Huang2
Estimated H-index: 2
(NUS: National University of Singapore),
Shan Ling Pan35
Estimated H-index: 35
(UNSW: University of New South Wales),
Tao Hua Ouyang5
Estimated H-index: 5
(Beihang University)
The operational agility literature suffers from a lack of clarity in terms of the process or underlying mechanisms through which operational agility is achieved. Drawing on the information processing view of the firm, this study attempts to address this gap by examining the process of operational agility development. A process model of developing information processing capability for operational agility is proposed. As the model suggests, operational agility is achieved through a two-step proces...
Published on May 1, 2014in Journal of Product Innovation Management 3.78
Annabelle Gawer15
Estimated H-index: 15
(Imperial College London),
Michael A. Cusumano43
Estimated H-index: 43
This paper brings together the recent literature on industry platforms and shows how it relates to managing innovation within and outside the firm as well as to dealing with technological and market disruptions and change over time. First, we identify distinct types of platforms. Our analysis of a wide range of industry examples suggests that there are two predominant types of platforms: internal or company-specific platforms, and external or industry-wide platforms. We define internal (company ...
Published on Dec 1, 2013in Information Systems Research 2.46
A K Chakravarty8
Estimated H-index: 8
(UGA: University of Georgia),
Rajdeep Grewal33
Estimated H-index: 33
(PSU: Pennsylvania State University),
Vallabh Sambamurthy40
Estimated H-index: 40
(MSU: Michigan State University)
The hypercompetitive aspects of modern business environments have drawn organizational attention toward agility as a strategic capability. Information technologies are expected to be an important competency in the development of organizational agility. This research proposes two distinct roles to understand how information technology competencies shape organizational agility and firm performance. In their enabling role, IT competencies are expected to directly enhance entrepreneurial and adaptiv...
Published on Dec 1, 2013 in DSS (Decision Support Systems)
Pei-Fang Hsu5
Estimated H-index: 5
(NTHU: National Tsing Hua University)
We investigate the complementary effect between ERP and e-business technologies, and the impact of such effect on business value creation. Previous studies have examined the effects of ERP and e-business technologies independently, and show positive effects on business value from their use. However, both the resource based view and microeconomic theory as well as practitioner experience suggest that the impacts from their joint and complementary use should be much greater, but this proposition h...
Published on Nov 1, 2013in Electronic Commerce Research and Applications 2.91
Pei-Fang Hsu5
Estimated H-index: 5
(NTHU: National Tsing Hua University)
A true e-business enabled firm needs the support from a well-tuned enterprise resource planning (ERP) system for providing real time data. However, many companies complain that after their huge investments in ERP systems, they found the ERP systems do not bring them new orders, new profits, or competitive advantage as ERP vendors claim. Academic studies also found mixed results regarding ERP's payoff. In line with resource based view (RBV), the study proposes an integrated model to shed light on...
Youngjin Yoo34
Estimated H-index: 34
Pervasive digitalization has brought new disruptive changes in the economy. At the core of these disruptive changes is digitally enabled generativity. In this paper, I argue that scholars must offer new theoretical models and insights that guide management practices in the age of generativity that can extend, or perhaps supplant, the prevailing emphasis on modularity. To that end, I suggest that information systems scholars must attend explicitly to the generative materiality of digital artifact...
Published on Mar 1, 2013in Harvard Business Review 5.69
Andrei Hagiu19
Estimated H-index: 19
,
Julian Wright27
Estimated H-index: 27
Lured by the success of marketplaces such as eBay, many companies have tried operating as multisided platforms, which let buyers and sellers transact directly with one another. But resellers-which acquire and then resell products and services-often fare better. To determine the right position on the continuum between pure reseller and pure multisided platform, companies must consider four factors: Scale effects. Amazon draws on its formidable scale economies as a reseller for high-demand items b...