The Effects of Information Technology Applications on Collaborating Capability in Achieving Organisational Competitive Advantages in Malaysia

Abstract

Emerging and developing countries, particularly in Asia, have seen relatively strong economic growth. With right information technology (IT) adoption, the strong growth would provide a great advantage in improving the potential of the growth of companies. This paper highlights information technology (IT) applications have moderating effects towards collaborating capability-organisational competitive advantage relationship based on empirical justifications of 295 Multimedia Super Corridor (MSC) Malaysia companies. These findings from Malaysia, a fast growing Asian country, would serve as guidelines to organisations in other emerging and developing countries on key IT application necessary for organisational competitive advantage. Findings reveal that there were nine IT applications that moderate the collaborating capability-E-Mail, Content Management, Decision Support System, Knowledge Base/Repository, Document Management, Search Engine, Website Content, Intranet and Internet Access. The contributions to research and practice including suggestions for future studies are discussed.

Analisis Terhadap Faktor-Faktor Yang Mempengaruhi Kinerja Umkm Fashion Di Jakarta, Indonesia

“…Selain dapat digunakan perusahaan untuk melakukan pemantauan kegiatan kompetitor, media digital juga dapat berfungsi sebagai tambahan informasi kepada perusahaan mengenai hal baik apa saja yang belum dilakukan perusahaan untuk menambah daya saingnya di pasar. Hal ini biasanya dilakukan oleh perusahaan yang berada di negara berkembang dimana mereka memantau inovasi yang dilakukan oleh perusahaan di negara maju dalam menambah nilai jual akan hasil produknya (Ling et al, 2013). Inti dari fungsi media digital adalah terciptanya efisiensi untuk mengurangi pemborosan yang dilakukan oleh perusahaan (Fernandez, 2013).…”

Strategy, capabilities, and business group performance

“…Thus, marketing 79 Capabilities and business group performance capabilities enable business groups to capture customers' future demand; this gives them a greater ability to see potential market opportunities that arise from new product development across industries (Day, 1994;Niromand et al, 2012). Prior studies suggest that better marketing capabilities benefit marketing operational outcomes in terms of shorter product design and production planning time, because the business group can share demand information (Ling et al, 2013). Business groups with more advanced marketing capabilities are in a better position to respond quickly to customers, since they have close relationships with customers and manufacturers across industries (Flynn et al, 2010).…”

“…This study makes several contributions to the literature. First, previous studies have focused on the direct link between capability and performance (Argyres, 1996;Day, 1994;Edelman et al, 2005;Ling et al, 2013;Nath et al, 2010;Tanriverdi, 2005) and support a positive relationship between the two (Nath et al, 2010). However, some studies have generated debate on the exact role of capabilities and the process through which they influence performance; the way in which capabilities contribute to performance remains unclear.…”

“…Existing research on this subject can be divided into three streams. The first focuses on the direct link between capability and performance (Argyres, 1996;Day, 1994;Edelman et al, 2005;Ling et al, 2013;Nath et al, 2010;Tanriverdi, 2005), with empirical support for the notion that capability has a positive relationship with firm performance (Nath et al, 2010). The second concerns the effect of diversification on performance and has examined this relationship at the firm level (Chang and Choi, 1988;Matusik and Fitza, 2012;Wang and Chen, 2010).…”

“…Because of the importance of capability in both theory and practice, many studies have examined the effects of different organizational capabilities on performance (Hsiao and Chen, 2013). Some scholars have investigated the performance implications of different types of capability in terms of marketing capability Day, 1994), operational capability (Flynn et al, 2010;Ling et al, 2013;Mahmood et al, 2011;Tanriverdi and Venkatraman, 2005) and R&D capability (Argyres, 1996;Mahmood et al, 2011). From a resource-based perspective, previous studies have suggested that firms with superior capabilities enjoy superior financial performance Mahmood et al, 2011;Tanriverdi, 2005), since they can efficiently convert their resources into valuable and difficult-to-imitate capabilities, thereby achieving a competitive advantage (Nath et al, 2010).…”