Paper Info
Title
Exploring the Role of IS in Dynamic Capabilities
Abstract
Resource-based theory suggests that firms develop idiosyncratic capabilities that contribute to sustainable competitive advantage when they are valuable, rare, inimitable and non-substitutable. The successful use of information systems IS and information technology IT has been linked to improved firm performance. Recent literature suggests that a deeper understanding of what capability means in practice may be gained from a disaggregation into component competences and resources. A better understanding of the role of IS/IT in business level capability may be achieved through a fuller articulation, both of the capability itself, and the contribution of IS/IT, together with an evaluation of the effectiveness in delivering sustainable competitive advantage. A dynamic capabilities perspective explains the way firms adapt capabilities to changing market environments over time. This paper explores these propositions through an exploratory case study using a framework derived from a resource-based and systemic view of the firm. The analysis suggests a dynamic Capability Development Model through which the implications and potential for IS and IT over time may be understood. The paper addresses three issues. First, it offers a better articulation of what capability concepts mean in practice. Second, it takes a disaggregated understanding of capabilities, and third, it sheds light on the dynamics of capabilities.
Year
DOI
Venue
2010
10.4018/jsita.2010040102
IJSITA
Keywords
DocType
Volume
idiosyncratic capability,Dynamic Capabilities,sustainable competitive advantage,better understanding,business level capability,deeper understanding,disaggregated understanding,dynamic capabilities perspective,dynamic Capability Development Model,better articulation,capability concept
Journal
1
Issue
Citations 
PageRank 
2
1
0.37
References 
Authors
19
3
Name
Order
Citations
PageRank
Philip Powell158056.25
Margi Levy219416.96
Stephen Duhan3131.23