How Does IT Ambidexterity Impact Organizational Agility?

References

• Atuahene-Gima K (2005) Resolving the capability-rigidity paradox in new product innovation. J. Marketing 69(4):61–83.Crossref, Google Scholar
• Barclay DW, Thompson RL, Higgins CA (1995) The partial least squares (PLS) approach to causal modeling: Personal computer adoption and use as an illustration. Tech. Stud. 2(2):285–309.Google Scholar
• Baron RM, Kenny DA (1986) The moderator-mediator variable distinction in social psychological research: Conceptual, strategic and statistical considerations. J. Personality Soc. Psych. 51(6):1173–1182.Crossref, Google Scholar
• Bentler PM (2004) EQS 6 Structural Equations Program Manual (Multivariate Software, Inc., Encino, CA).Google Scholar
• Bharadwaj A, Sambamurthy V (2005) Enterprise Agility and Information Technology Management: The CIO’s Manifesto (SIM Advanced Practices Council, Mount Laurel, NJ).Google Scholar
• Bharadwaj AS (2000) A resource-based perspective on information technology capability and firm performance: An empirical investigation. MIS Quart. 24(1):169–196.Crossref, Google Scholar
• Bourgeois LJ, Eisenhardt KM (1988) Strategic decision processes in high velocity environments: Four cases in the microcomputer industry. Management Sci. 34(7):816–835.Link, Google Scholar
• Browne MW, Cudeck R (1993) Alternative way of assessing model fit. Testing Structural Equation Models, Bollen KA, Long JS, eds. (Sage Publications, Newbury Park, CA), 136–162.Google Scholar
• Chakravarthy A, Grewal R, Sambamurthy V (2013) Information technology competencies, organizational agility, and firm performance: Enabling and facilitating roles. Inform. Systems Res. 24(4):976–997.Link, Google Scholar
• Charitou CD, Markides CC (2003) Responses to disruptive strategic innovation. MIT Sloan Management Rev. 44(2):55–63.Google Scholar
• Chattopadhyay P, Glick WH, Huber GP (2001) Organizational actions in response to threats and opportunities. Acad. Management J. 44(5):937–955.Crossref, Google Scholar
• Chen M-J, Lin H-C, Michel JG (2010) Navigating in a hypercompetitive environment: The role of action aggressiveness and TMT integration. Strategic Management J. 31(13):1410–1430.Crossref, Google Scholar
• Chin WW (1998) Commentary: Issues and opinion on structural equation modeling. MIS Quart. 22(1):vii–xvi.Crossref, Google Scholar
• Collis DJ (1994) Research note: How valuable are organizational capabilities? Strategic Management J. 15(S1):143–152.Crossref, Google Scholar
• D’Aveni RA, Dagnino GB, Smith KG (2010) The age of temporary advantage. Strategic Management J. 31(13):1371–1385.Crossref, Google Scholar
• Davenport TH (1993) Process Innovation: Reengineering Work Through Information Technology (Harvard Business School Press, Cambridge, MA).Google Scholar
• Dess GG, Beard DW (1984) Dimensions of organizational task environments. Admin. Sci. Quart. 29(1):52–73.Crossref, Google Scholar
• Eberl M (2010) An application of PLS in multi-group analysis: The need for differentiated corporate-level marketing in the mobile communications industry. Vinzi VE, Chin WW, Henseler J, Wang H, eds. Handbook of Partial Least Squares (Springer, Berlin), 487–517.Crossref, Google Scholar
• Edwards JR, Lambert LS (2007) Methods for integrating moderation and mediation: A general analytical framework using moderated path analysis. Psych. Methods 12(1):1–22.Crossref, Google Scholar
• Eisenhardt KM, Martin JA (2000) Dynamic capabilities: What are they? Strategic Management J. 21(10/11):1105–1121.Crossref, Google Scholar
• Gibson CB, Birkinshaw J (2004) The antecedents, consequences, and mediating role of organizational ambidexterity. Acad. Management J. 47(2):209–226.Crossref, Google Scholar
• Grant RM (1991) The resource-based theory of competitive advantage: Implications for strategy formulation. California Management Rev. 33(3):114–135.Crossref, Google Scholar
• Grant RM (1996) Prospering in dynamically-competitive environments: Organizational capabilities as knowledge integration. Organ. Sci. 7(4):375–387.Link, Google Scholar
• Hair JF, Andersen RE, Tatham RL, Black WC (1998) Multivariate Data Analysis, 5th ed. (Prentice Hall, Upper Saddle River, NJ).Google Scholar
• Hammer M (2004) Deep change: How operational innovation can transform your company. Harvard Bus. Rev. 82(4):84–93.Google Scholar
• He Z-L, Wong P-K (2004) Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis. Organ. Sci. 15(4):481–494.Link, Google Scholar
• Hult GTM, Ketchen DJ Jr, Slater SF (2005) Market orientation and performance: An integration of disparate approaches. Strategic Management J. 26(12):1173–1181.Crossref, Google Scholar
• Im G, Rai A (2008) Knowledge sharing ambidexterity in long-term interorganizational relationships. Management Sci. 54(7):1281–1296.Link, Google Scholar
• Jansen JJP, Van Den Bosch FAJ, Volberda HW (2006) Exploratory innovation, exploitative innovation, and performance: Effects of organizational antecedents and environmental moderators. Management Sci. 52(11):1661–1674.Link, Google Scholar
• Jarrar YF, Zairi M (2000) Best practice transfer for future competitiveness: A study of best practices. Total Quality Management 11(4–6):734–740.Crossref, Google Scholar
• Johnson JL, Lee RP-W, Saini A (2003) Market-focused strategic flexibility: Conceptual advance and an integrative model. Acad. Marketing Sci. 31(1):74–89.Crossref, Google Scholar
• Lee O-KD, Lim KH, Sambamurthy V, Wei KK (2007) IT-Enabled organizational agility and firms’ sustainable competitive advantage. Proc. Twenty-Eighth Internat. Conf. Inform. Systems, Montreal.Google Scholar
• Levinson M (2004) How to build an agile IT department. CIO Magazine 17(21):58–63.Google Scholar
• Levinthal DA, March JG (1993) The myopia of learning. Strategic Management J. 14(S2):95–112.Crossref, Google Scholar
• Ling X, Ray G, Sambamurthy V (2012) Efficiency or innovation: How do industry environments moderate the effects of firms’ IT asset portfolios? MIS Quart. 36(2):509–528.Crossref, Google Scholar
• Lu Y, Ramamurthy KR (2011) Understanding the link between information technology capability and organizational agility: An empirical examination. MIS Quart. 35(4):931–954.Crossref, Google Scholar
• Lumpkin GT, Dess GG (1996) Clarifying the entrepreneurial orientation construct and linking it to performance. Acad. Management Rev. 21(1):135–172.Crossref, Google Scholar
• Makadok R (2001) Toward a synthesis of the resource-based and dynamic-capability views of rent creation. Strategic Management J. 22(5):387–402.Crossref, Google Scholar
• March JG (1991) Exploration and exploitation in organizational learning. Organ. Sci. 2(1):71–87.Link, Google Scholar
• Miller D, Friesen PH (1983) Strategy-making and environment: The third link. Strategic Management J. 4(3):221–235.Crossref, Google Scholar
• Mithas S, Ramasubbu N, Sambamurthy V (2011) How information management capability influences firm performance. MIS Quart. 35(1):237–256.Crossref, Google Scholar
• Moore GC, Benbasat I (1991) Development of an instrument to measure the perceptions of adopting and information technology innovation. Inform. Systems Res. 2(3):192–222.Link, Google Scholar
• Muller D, Judd CM, Yzerbyt VY (2005) When moderation is mediated and mediation is moderated. J. Personality Soc. Psych. 89(6):852–863.Crossref, Google Scholar
• Nambisan S (2002) Designing virtual customer environment for new product development: Toward a theory. Acad. Management Rev. 27(3):392–413.Crossref, Google Scholar
• Nambisan S, Agarwal R, Tanniru M (1999) Organizational mechanisms for enhancing user innovation in information technology. MIS Quart. 23(3):365–395.Crossref, Google Scholar
• Nazir S, Pinsonneault A (2012) IT and firm agility: An electronic integration perspective. J. Assoc. Inform. Systems 13(3):150–171.Google Scholar
• Overby E, Bharadwaj A, Sambamurthy V (2006) Enterprise agility and the enabling role of information technology. Eur. J. Inform. Systems 15(2):120–131.Crossref, Google Scholar
• Pavlou PA, El Sawy OA (2010) The “third hand”: IT-enabled competitive advantage in turbulence through improvisational capabilities. Inform. Systems Res. 21(3):443–471.Link, Google Scholar
• Petter S, Straub D, Rai A (2007) Specifying formative constructs in information systems research. MIS Quart. 31(4):623–656.Crossref, Google Scholar
• Piccoli G, Ives B (2005) Review: IT-Dependent strategic initiatives and sustained competitive advantage: A review and synthesis of the literature. MIS Quart. 29(4):747–776.Crossref, Google Scholar
• Podsakoff PM, Organ DW (1986) Self-reports in organizational research: Problems and prospects. J. Management 12(4):531–544.Crossref, Google Scholar
• Powell TC (1995) Total quality management as competitive advantage: A review and empirical study. Strategic Management J. 16(1):15–37.Crossref, Google Scholar
• Preacher K, Rucker DD, Hayes AF (2007) Addressing moderated mediation hypotheses: Theory, methods, and prescriptions. Multivariate Behavioral Res. 42(1):185–227.Crossref, Google Scholar
• Purvis RL, Sambamurthy V, Zmud RW (2001) The assimilation of knowledge platforms in organizations: An empirical investigation. Organ. Sci. 12(2):117–135.Link, Google Scholar
• Raisch S, Birkinshaw J (2008) Organizational ambidexterity: Antecedents outcomes, and moderators. J. Management 34(3):375–409.Crossref, Google Scholar
• Ravichandran T, Lertwongsatien C (2005) Effect of information systems resources and capabilities on firm performance: A resource-based perspective. J. Management Inform. Systems 21(4):237–276.Crossref, Google Scholar
• Rindova VP, Kotha S (2001) Continuous “morphing”: Competing through dynamic capabilities, form, and function. Acad. Management J. 44(6):1263–1280.Crossref, Google Scholar
• Sambamurthy V, Bharadwaj A, Grover V (2003) Shaping agility through digital options: Reconceptualizing the role of information technology in contemporary firms. MIS Quart. 27(2):237–263.Crossref, Google Scholar
• Segars AH (1997) Assessing the unidimensionality of measurement: A paradigm and illustration within the context of information systems research. Omega: Internat. J. Management Sci. 25(1):107–121.Crossref, Google Scholar
• Sheffi Y, Rice JB Jr (2005) A supply chain view of the resilient enterprise. MIT Sloan Management Rev. 47(1):41–48.Google Scholar
• Sobel ME (1982) Asymptotic confidence intervals for indirect effects in structural equation models. Leinhardt S, ed. Sociological Methodology 1982 (American Sociological Association, Washington, DC), 290–312.Crossref, Google Scholar
• Subramani M (2004) How do suppliers benefit from information technology use in supply chain relationships? MIS Quart. 28(1):45–73.Crossref, Google Scholar
• Subramani M, Youndt MA (2005) The influence of intellectual capital on the types of innovative capabilities. Acad. Management J. 48(3):450–463.Crossref, Google Scholar
• Tallon PP (2008) Inside the adaptive enterprise: An information technology capabilities perspective on business process agility. Inform. Tech. Management 9(1):21–36.Crossref, Google Scholar
• Tallon PP, Pinsonneault A (2011) Competing perspectives on the link between strategic information technology alignment and organizational agility: Insights from a mediation model. MIS Quart. 35(2):436–486.Crossref, Google Scholar
• Teece DJ, Pisano G, Shuen A (1997) Dynamic capabilities and strategic management. Strategic Management J. 18(7):509–533.Crossref, Google Scholar
• Thatcher JB, Perrewe P (2002) An empirical examination of individual traits as antecedents to computer anxiety and computer self-efficacy. MIS Quart. 26(4):381–396.Crossref, Google Scholar
• Tiwana A, Konsynski B (2010) Complementarities between organizational IT architecture and governance structure. Inform. Systems Res. 21(2):288–304.Link, Google Scholar
• Tracey M, Vonderembse MA, Lim J-S (1999) Manufacturing technology and strategy formulation: Keys to enhancing competitiveness and improving performance. J. Oper. Management 17(4):411–428.Crossref, Google Scholar
• Tushman ML, O’Reilly CA (1996) Ambidextrous organizations: Managing evolutionary and revolutionary change. California Management Rev. 38(4):8–30.Crossref, Google Scholar
• van de Vijver FJR, Leung K (1997) Methods and Data-Analysis for Cross-Cultural Research (Sage Publications, Thousand Oaks, CA).Google Scholar
• Venkatraman N (1989) The concept of fit in strategy research: Toward verbal and statistical correspondence. Acad. Management Rev. 14(3):423–444.Crossref, Google Scholar
• Wade M, Hulland J (2004) Review: The resource-based view and information systems research: review, extension, and suggestions for future research. MIS Quart. 28(1):107–142.Crossref, Google Scholar
• Weerawardena J (2003) Exploring the role of market learning capability in competitive strategy. Eur. J. Marketing 37(3/4):407–429.Crossref, Google Scholar
• Yuan K-H, Bentler PM, Kano Y (1997) On averaging variables in a confirmatory factor analysis model. Behaviormetrika 24(1):71–83.Crossref, Google Scholar
• Zahra SA, Covin JG (1995) Contextual influences on the corporate entrepreneurship-performance relationship: A longitudinal analysis. J. Bus. Venturing 10(1):43–58.Crossref, Google Scholar