IT-Enabled Strategy

2011 ◽  
pp. 1915-1924
Author(s):  
Paul L. Drnevich

The rapid evolution of IT has enabled new organizational capabilities to manage knowledge and information. Given this evolution, IT systems for enabling the acquisition, processing and dissemination of knowledge may present unique opportunities, if effectively leveraged, for firm competitive capabilities. This chapter examines some of these uses of IT; offers a framework to view firm activities as knowledge Inflow, Intraflow and Outflow processes; and explores possible performance implications of some potential IT-enabled capabilities. Such IT enablement challenges some existing views of strategic management theory and suggests that theory may need to be reexamined and extended to handle some implications arising from advances in IT systems. We explore potential implications of IT-enabled capability and argue that through adopting, integrating and effectively leveraging these capabilities, firms may have the opportunity to enhance their competitive advantages and performance.

Author(s):  
Paul L. Drnevich

The rapid evolution of IT has enabled new organizational capabilities to manage knowledge and information. Given this evolution, IT systems for enabling the acquisition, processing and dissemination of knowledge may present unique opportunities, if effectively leveraged, for firm competitive capabilities. This chapter examines some of these uses of IT; offers a framework to view firm activities as knowledge Inflow, Intraflow and Outflow processes; and explores possible performance implications of some potential IT-enabled capabilities. Such IT enablement challenges some existing views of strategic management theory and suggests that theory may need to be reexamined and extended to handle some implications arising from advances in IT systems. We explore potential implications of IT-enabled capability and argue that through adopting, integrating and effectively leveraging these capabilities, firms may have the opportunity to enhance their competitive advantages and performance.


Systems ◽  
2019 ◽  
Vol 7 (1) ◽  
pp. 17 ◽  
Author(s):  
Miguel Tejada-Malaspina ◽  
Alberto Jan

The correct use of information technology (IT) in business is a longstanding critical issue due to the competitive advantages and performance that IT generates when it is managed strategically and correctly aligned with a business’ strategies and processes. A conceptual model is presented to investigate the effects of intangible assets and organizational capabilities on business-IT strategic alignment. Social networks between business and IT executives conform to relational capital that permits the creation of combinative capabilities; these capabilities encourage the transfer, integration, learning, and strategic use of business and IT executives’ knowledge, and affect the level of strategic business-IT alignment. This combination of social-network characteristics and organizational capabilities in order to generate strategic business-IT alignment is new.


2021 ◽  
Vol 4 (1) ◽  
pp. 096
Author(s):  
Tiwi Chandya

This research departs from an event that often occurs every year in Indonesia, namely forest fires. The high rate of forest fires that occur almost every year in Ketapang Regency raises the question of why Ketapang Regency is a region prone to this incident. This research uses descriptive qualitative method. The technique of collecting data was carried out by observation, interviews and documentation. Data were taken from selected sources based on purposive sampling technique. This study uses Fred R. David's Strategic Management theory, namely: Strategy Formulation, Strategy Implementation and Strategy Evaluation. The results of this study indicate that there are many factors that make Ketapang District experience high levels of forest fires every year. BPBD has made maximum efforts in preventing forest fires by managing its time and performance strategy for Ketapang Regency, however there are several other factors that have resulted in the relatively high number of forest fires, namely the existence of peat forest areas that are prone to burning and land clearing activities by burning Ketapang Regenc, especially BPBD has made efforts to prevent the number of forest fires in Ketapang District. Penelitian ini berangkat dari suatu peristiwa yang kerap terjadi setiap tahunnya di Indonesia yaitu Kebakaran hutan. Tingginya angka kebakaran hutan yang terjadi hampir disetiap tahunnya di Kabupaten Ketapang menimbulkan pertanyaan bagaimana manajemen strategi khususnya BPBD sebagai stakeholder dari Pemerintah Kabupaten Ketapang yang menjadi wilayah yang rawan terhadap kejadian ini. Penelitian ini menggunakan cara kualitatif deskritif. Teknik Pengumpulan data dilakukan dengan observasi, wawancara dan dokumentasi. Data diambil dari narasumber yang ditentukan berdasarkan Teknik purposive sampling. Penelitian ini menggunakan teori Manajemen Strategi Fred R. David, yaitu : Formulasi Strategi, Implementasi Strategi dan Evaluasi Strategi. Hasil penelitian ini menunjukan bahwa banyak faktor yang menjadikan Kabupaten Ketapang sering mengalami kebakaran hutan yang cukup tinggi setiap tahunnya. BPBD telah berupaya maksimal dalam pencegahan kebakaran hutan dengan melakukan manajemen strategi waktu dan kinerjanya untuk Kabupaten Ketapang, namun ada beberapa faktor lainnya yang mengakibatkan angka kebakaran hutan masih relatif tinggi yaitu adanya wilayah hutan gambut yang rawan terbakar serta adanya kegiatan pembukaan lahan dengan cara membakar Kabupaten Ketapang, khususnya BPBD telah berupaya melakukan pencegahan untuk dapat menekan angka kebakaran hutan di Kabupaten Ketapang.This research departs from an event that often occurs every year in Indonesia, namely forestfires. The high rate of forest fires that occur almost every year in Ketapang Regency raises thequestion of why Ketapang Regency is a region prone to this incident. This research usesdescriptivequalitativemethod.Thetechniqueofcollectingdatawascarriedoutbyobservation,interviews and documentation. Data were taken from selected sources based on purposivesampling technique. This study uses Fred R. David's Strategic Management theory, namely:Strategy Formulation, Strategy Implementation and Strategy Evaluation. The results of thisstudy indicate that there are many factors that make Ketapang District experience high levelsof forest fires every year. BPBD has made maximum efforts in preventing forest fires bymanaging its time and performance strategy for Ketapang Regency, however there are severalother factors that have resulted in the relatively high number of forest fires, namely theexistence of peat forest areas that are prone to burning and land clearing activities by burningKetapang Regenc, especially BPBD has made efforts to prevent the number of forest fires inKetapangDistrict.


Author(s):  
Maria Rosaria Della Peruta ◽  
Marina Maggioni

The evidences, the paradoxes, the questions that emerge from academic research into the mechanisms by which businesses generate profits are at the centre of an important theoretical debate. A large body of literature in strategic management emphasizes a particular perspective or theory (namely, the industry- resource- and institution-based views), leading to the accumulation of research findings that are difficult to compare and integrate. The current streams of thinking on the sustainability of competitive advantages have missed the aim of giving a decisive and/or exclusive relevance to paradigms through which one is accustomed to study, interpret, or suggest interventions for the enterprise as a whole or some of its parts. It is not enough to call once more for a diversity of competing views: the authors recommend that research be designed in ways that enable multiple theoretical lenses of reality to be treated. The validity of theories will remain quite limited until we significantly consider the types of conditions to which the variety of organizations in the world today has been exposed. The case of Wal-Mart illustrates how a top-performing firm competes for resources to legitimate intentions and achievements in a global context.


Author(s):  
Leonie Schulte

AbstractDigital technologies introduce change as a permanent feature of organizational life, creating an imbalance between market requirements and organizational capabilities. This article seeks to explore the tensions that organizations are confronted with when they engage in the strategic management of innovation (SMI) to achieve immediate and simultaneously lasting success. The divergent nature of strategic management and innovation promotes opposing organizational demands routed in a diversity of stakeholder agendas that foster an unhealthy tug-of-war over scarce resources. The resulting paradoxes are mirrored in the SMI literature. Hence to promote a more accurate understanding of complex organisational dynamics, this study organizes and integrates the diverse body of knowledge on SMI within the scope of a systematic literature review. By adopting a paradox perspective, a conceptual scheme is developed onto which competing demands are mapped. The application of framework synthesis reveals a wide array of paradoxes at the intersection of innovation and strategic management, including the inter-organisational, firm, project and individual level of analysis, while accounting for certain contextual factors that expose paradoxical tensions. The study thus contributes to the advancement of SMI literature by applying a new conceptual perspective, by employing a fairly new method to framework synthesis, and by recognizing the potential of environmental complexity in reference to subliminal tensions. The article proposes a research agenda with a more nuanced perspective on competing demands inherent in SMI, while also offering managerial implications that account for contemporary imperatives.


2018 ◽  
Vol 10 (10) ◽  
pp. 3631 ◽  
Author(s):  
Baoshan Ge ◽  
Yibing Yang ◽  
Dake Jiang ◽  
Yang Gao ◽  
Xiaomin Du ◽  
...  

Although green innovation strategy (GIS) is the driving force for the sustainable development of enterprises, while the strategy is implemented, an increased cost and a change in organizational routines will cause an organization to become fragile, and even affect the sustainable competitive advantages. So, the purpose of this paper is to explore the impact path of GIS on sustainable competitive advantages and the implementation boundary of GIS. To explain the impact path, we consider the concept of dynamic capabilities to be the mediator variable. To explain the implementation boundary of GIS, we systematically explore the relationships among GIS, dynamic capabilities and sustainable competitive advantages under different levels of environmental uncertainty. Based on 241 new Chinese green firms, the empirical results find that GIS helps enterprises to gain sustainable competitive advantages. However, in the process of strategy implementation, enterprises should choose appropriate methods according to different degrees of environmental uncertainty. In a low environmental uncertainty, dynamic capabilities play a full intermediary role between GIS and sustainable competitive advantages. However, in a high environmental uncertainty, dynamic capabilities have no mediating effect between GIS and sustainable competitive advantages. This study not only integrates green management theory and strategic management theory but also makes up for the deficiencies in research on these theories and has important reference value for enterprises that seek to carry out green innovation activities.


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