A new six ‘S’ framework on the relationship between the role of information systems (IS) and competencies in ‘IS’ management

Strategic IT Alignment: Twenty-Five Years on

“…If the definition of IT alignment is revised to reflect both the extent of IT support for business strategy and the extent to which IT is deployed/leveraged in facilitating current and future business strategy, it may be possible to spot instances of misalignment that are because of underutilized IT capabilities (Tallon, 2000;Tallon and Kraemer 2003). This is consistent with prior calls in the literature to explicitly account for the bidirectional link between business and IT as articulated in the original work by Henderson and Venkatraman (1993) and what Rockart et al (1996) and others term two-way strategic IT alignment (Rockart et al, 1996;Hirschheim and Sabherwal, 2001;Philip and Booth, 2001). As organizations digitize their entire businesses and build digital options to capitalize on future opportunities, business processes that execute business strategy are becoming progressively dependent on IT (Bharadwaj et al, 2013).…”

Data-driven supply chains, manufacturing capability and customer satisfaction

“…However, not all firms are able to translate investments in information systems infrastructure into performance gains (Brynjolfsson, 1993). Consistent with the RBV, the ability to leverage big data can be considered one of a firm's assets (Marchand et al, 2000) since it may be unique and difficult to replicate in the near to intermediate term (Philip and Booth, 2001). The nascent successes with the exploitation of big data have led industry practitioners to claim that leveraging big data is the next 'blue ocean' in nurturing business performance (Kwon et al, 2014).…”

“…The RBV is an influential theoretical framework for understanding how competitive advantage, and by extension organizational performance, is achieved through using resource and capability bundles (Corbett and Claridge, 2002). This study conceptualizes DDSC as an intangible firm resource (Hazen et al, 2014), which is unique, difficult to replicate, and drives better decision-making processes (Philip and Booth, 2001). Unlike resources, capabilities are embedded in the dynamic interactions of multiple knowledge sources (such as big data) and are more firm specific and less transferable; hence they can lead to competitive advantage (Peng et al, 2008).…”

IS Strategic Planning for Operational Efficiency

“…However, despite the best efforts, most of the IT systems will sooner or later be copied or imitated by rivals; so, any advantage will be reduced and most businesses are likely to end up in the bottom right hand quadrant in stage 4 with increased operational efficiency. That is, with widespread imitation, what started off as a unique system in one company will end up as a standard offering within the industry sector with no company having any special competitive advantage (Philip & Booth, 2001;Carr, 2004b). So, what was once cool to a particular company will soon become common place within its industry sector.…”