Assessing the Impacts of IS Strategy through the Development of Dynamic Capabilities
Record type:
paper
Creator:
Lo,Lei
Editor:
GroHan
Publisher:
CCSDNC
Host:
disponible sur: www.aisel.aisnet.org International audience
Of central importance to the functioning of the IT department is its information systems strategy. While research attention has been copiously given to other areas relating to the strategic value of IS, fewer studies have assessed the impact of the IS strategy itself, which can be an important avenue through which firm performance may be realized. As such, drawing upon the dynamic capabilities perspective, we propose a model of IS strategy and its impacts. Responses from 271 CIOs were collected via an online-based survey to test the proposed model. Results suggest that while innovative strategies reinforce dynamic capabilities development, undefined strategies tend to prove detrimental to development, and conservative strategies tend to neither help nor hurt. The impact of strategy on performance is mediated through dynamic capabilities, with the IS Innovator leading in performance, followed by the IS Conservative, and lastly the IS Undefined, whose lack of strategy proves harmful.
Similar
Big data analytics-driven agribusiness: assessing the impact on the competitiveness of Moroccan private companies through dynamic capabilitiesStrategy-induced organisational resilience through dynamic resource orchestrationThe exploitation of dynamic entrepreneurial capabilities by South African security firmsDisruptive innovation in a dynamic environment: a winning strategy? An illustration through the analysis of the yoghurt industry in AlgeriaAssessing the development impacts of bio-innovations The case of genetically modified maize and cassava in TanzaniaAssessing Trauma Care Capabilities of the Health Centers in Northern Ghana