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Cited by 11 publications
(12 citation statements)
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References 32 publications
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“…The current literature points out that IS/IT-alignment remains a top priority for business and IT executives (Gerow et al, 2014). Following both recognized work and more recent studies (Avison, Jones, Powell, & Wilson, 2004;Gerow et al, 2014;Van de Wetering & Batenburg, 2014) we argue that little scientific knowledge is available about the underlying theoretical mechanisms that govern competitive firm performance and how BITA contributes to this as an antecedent (Van de Wetering, 2016).…”
Section: The Concept Of Is/it-alignmentmentioning
confidence: 86%
See 1 more Smart Citation
“…The current literature points out that IS/IT-alignment remains a top priority for business and IT executives (Gerow et al, 2014). Following both recognized work and more recent studies (Avison, Jones, Powell, & Wilson, 2004;Gerow et al, 2014;Van de Wetering & Batenburg, 2014) we argue that little scientific knowledge is available about the underlying theoretical mechanisms that govern competitive firm performance and how BITA contributes to this as an antecedent (Van de Wetering, 2016).…”
Section: The Concept Of Is/it-alignmentmentioning
confidence: 86%
“…We, therefore, posit that the combined synergetic effect of the underlying dimensions of IT flexibility architecture and dynamic capabilities enables organizations to cope with changing environmental conditions and drive competitive firm performance. Furthermore, we employ the basic thought that in order to truly understand the nature of dealing with changing environmental conditions and achieve competitive firm performance, a coherent framework is required that fits the diversity, interdependencies, and alignment of all involved organizational dimensions ( Van de Wetering, 2016). Hence, we build upon shortcoming of extant literature and on the theoretical developments of the DCT, modular systems theory, and general IS/IT-alignment literature.…”
Section: Introductionmentioning
confidence: 99%
“…Even so in healthcare, as research argues that the development of digital capabilities in clinical practice requires a high level of sophistication regarding resource allocation [38]. Failure to invest in IT resources—that are valuable, rare, inimitable, and nonsubstitutable—may cause the collapse of the value of resources and capabilities, making it necessary to place equal importance to each [39, 40].…”
Section: It Resources and The Resource-based View Of The Firmmentioning
confidence: 99%
“…Given the above, our main objective is to investigate whether, and if so, to what extent strategic alignment of complementary IT and organizational dynamic capabilities influences performance. Strategic alignment, in this particular context, refers to the degree of equilibrium between different organizational dimensions [5,6,13,24,25]. Hence, we draw from theoretical developments of the dynamic capabilities theory (DCT) [2].…”
Section: Introductionmentioning
confidence: 99%