Performance Consequences of Information Technology Investments: Implications of Emphasizing New or Current Information Technologies
Published Online:5 Mar 2019https://doi.org/10.1287/isre.2018.0798
References
- (2007) IT assets, organizational capabilities, and firm performance: How resource allocations and organizational differences explain performance variation. Organ. Sci. 18(5):763–780.Link, Google Scholar
- (2013) Business value of information technology: Testing the interaction effect of IT and R&D on Tobin’s q. Inform. Systems Res. 24(4):1147–1161.Link, Google Scholar
- (1991) Firm resources and sustained competitive advantage. J. Management 17(1):99–120.Crossref, Google Scholar
- (2006) Real options in information technology risk management: An empirical validation of risk-option relationships. MIS Quart. 30(4):827–864.Crossref, Google Scholar
- (2000) A resource-based perspective on information technology capability and firm performance: An empirical investigation. MIS Quart. 24(1):169–196.Crossref, Google Scholar
- (1999) Information technology effects on firm performance as measured by Tobin’s q. Management Sci. 45(7):1008–1024.Link, Google Scholar
- (1987) The PIMS Principles: Linking Strategy to Performance (Simon & Schuster, New York).Google Scholar
- (2003) Intangible resources and strategic orientation of companies: An analysis in the Spanish context. J. Bus. Res. 56(2):95–103.Crossref, Google Scholar
- (2009) Interpretation of formative measurement in information systems research. MIS Quart. 33(4):689–707.Crossref, Google Scholar
- (2013) An empirical analysis of technical efficiency: The role of IT intensity and competition. Inform. Systems Res. 24(3):561–578.Link, Google Scholar
- (2008) The impact of information technology investments and diversification strategies on firm performance. Management Sci. 54(1):224–234.Link, Google Scholar
- (1994) A simple approximation of Tobin’s q. Financial Management 23(2):70–74.Crossref, Google Scholar
- (2013) Applied Multiple Regression/Correlation Analysis for the Behavioral Sciences (Routledge, Abingdon, UK).Crossref, Google Scholar
- (1990) Strategic types, distinctive marketing competencies and organizational performance: A multiple measures‐based study. Strategic Management J. 11(5):365–383.Crossref, Google Scholar
- (1996) Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions. Acad. Management J. 39(4):802–835.Crossref, Google Scholar
- (1990) Industry effects and strategic management research. J. Management 16(1):7–27.Crossref, Google Scholar
- (2012) Are new IT-enabled investment opportunities diminishing for firms? Inform. Systems Res. 23(2):287–305.Link, Google Scholar
- (2001) Disappearing dividends: Changing firm characteristics or lower propensity to pay? J. Financial Econom. 60(1):3–43.Crossref, Google Scholar
- Gartner (2016) Gartner says worldwide IT spending is forecast to grow 0.6 percent in 2016. Press release, Gartner, Stamford, CT. Available at http://www.gartner.com/newsroom/id/3186517.Google Scholar
- (2006) The interplay between exploration and exploitation. Acad. Management J. 49(4):693–706.Crossref, Google Scholar
- (2019) Relationships between information technology and other investments: A contingent interaction model. Inform. Systems Res. 30(1):291–305.Link, Google Scholar
- (2004) Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis. Organ. Sci. 15(4):481–494.Link, Google Scholar
- (2004) The contribution of banks’ annual report writing quality to investor decision-making. J. Commercial Banking Finance 3(1/2):113–123.Google Scholar
- (2008) Knowledge sharing ambidexterity in long-term interorganizational relationships. Management Sci. 54(7):1281–1296.Link, Google Scholar
- (2006) Exploratory innovation, exploitative innovation, and performance: Effects of organizational antecedents and environmental moderators. Management Sci. 52(11):1661–1674.Link, Google Scholar
- (1990) Information technology and corporate strategy: A view from the top. Inform. Systems Res. 1(4):351–376.Link, Google Scholar
- (1991) Executive involvement and participation in the management of information technology. MIS Quart. 15(2):205–277.Crossref, Google Scholar
- (2004) The impact of industry contextual factors on IT focus and the use of IT for competitive advantage. Inform. Management 41(7):899–919.Crossref, Google Scholar
- (2012) Does information technology investment influence a firm’s market value? A case of non-publicly traded healthcare firms. MIS Quart. 36(4):1145–1163.Crossref, Google Scholar
- (2012) IT governance processes and IT alignment: Viewpoints from the board of directors. Sprague RH Jr, ed. Proc. 45th Hawaii Internat. Conf. System Sci. (IEEE Computer Society, Los Alamitos, CA), 5043–5052.Google Scholar
- (2008) Annual report readability, current earnings, and earnings persistence. J. Accounting Econom. 45(2):221–247.Crossref, Google Scholar
- (2011) Understanding the link between information technology capability and organizational agility: An empirical examination. MIS Quart. 35(4):931–954.Crossref, Google Scholar
- (1991) Exploration and exploitation in organizational learning. Organ. Sci. 2(1):71–87.Link, Google Scholar
- (2011) A multilevel model for measuring fit between a firm’s competitive strategies and information systems capabilities. MIS Quart. 35(4):909–929.Crossref, Google Scholar
- (2008) The asymmetric moderating role of market orientation on the ambidexterity–firm performance relationship for Prospector(s) and Defender(s). Indust. Marketing Management 37(4):455–470.Crossref, Google Scholar
- (1978) Organizational Structure, Strategy and Process (McGraw-Hill, New York).Google Scholar
- (1978) Patterns in strategy formation. Management Sci. 24(9):934–948.Link, Google Scholar
- (1985) Of strategies, deliberate and emergent. Strategic Management J. 6(3):257–272.Crossref, Google Scholar
- (2012) Information technology and firm profitability: Mechanisms and empirical evidence. MIS Quart. 36(1):205–224.Crossref, Google Scholar
- (1988) Diversification, Ricardian rents, and Tobin’s q. RAND J. Econom. 19(4):623–632.Crossref, Google Scholar
- (2010) The formation and value of IT-enabled resources: Antecedents and consequences of synergistic relationships. MIS Quart. 34(1):163–183.Crossref, Google Scholar
- (1996) Determinants of commitment to information systems development: A longitudinal investigation. MIS Quart. 20(1):23–54.Crossref, Google Scholar
- (2007) On the assessment of the strategic value of information technologies: Conceptual and analytical approaches. MIS Quart. 31(2):239–265.Crossref, Google Scholar
- (1994) Exploring the link between organizational strategy and the employment relationship: The role of human resources policies. J. Management Stud. 31(5):715–736.Crossref, Google Scholar
- (2005) The importance of information technology: An empirical and longitudinal study of the annual reports of the 50 largest companies in the United States. J. Comput. Inform. Systems 45(3):32–42.Google Scholar
- (1997) Information technology as competitive advantage: The role of human, business, and technology resources. Strategic Management J. 18(5):375–405.Crossref, Google Scholar
- (2008) CIO leadership profiles: Implications of matching CIO authority and leadership capability on IT impact. MIS Quart. Exec. 7(2):57–69.Google Scholar
- (2009) Organizational ambidexterity: Balancing exploitation and exploration for sustained performance. Organ. Sci. 20(4):685–695.Link, Google Scholar
- (2001) Incumbent’s advantage through exploiting complementary assets via interfirm cooperation. Strategic Management J. 22(6/7):687–699.Crossref, Google Scholar
- (2005) Genre analysis of corporate annual report narratives a corpus linguistics-based approach. J. Bus. Comm. 42(4):349–378.Crossref, Google Scholar
- (2001) Alignment between business and IS strategies: A study of Prospector(s), Analyzer(s), and Defender(s). Inform. Systems Res. 12(1):11–33.Link, Google Scholar
- (2007) How do knowledge management announcements affect firm value? A Study of firms pursuing different business strategies. IEEE Trans. Engrg. Management 54(3):409–422.Crossref, Google Scholar
- (2003) Shaping agility through digital options: Reconceptualizing the role of information technology in contemporary firms. MIS Quart. 27(2):237–263.Crossref, Google Scholar
- (2019) How does strategic alignment affect firm performance? The roles of information technology investment and environmental uncertainty. MIS Quart. Forthcoming.Crossref, Google Scholar
- (2004) Exploring exploration orientation and its determinants: Some empirical evidence. J. Management Stud. 41(6):913–932.Crossref, Google Scholar
- (2014) Market perception on cloud computing initiatives in organizations: An extended resource-based view. Inform. Management 51(6):653–669.Crossref, Google Scholar
- (2009) Exploration, exploitation, and financial performance: Analysis of S&P 500 corporations. Strategic Management J. 30(2):221–231.Crossref, Google Scholar
- (1990) Environment-strategy co-alignment: An empirical test of its performance implications. Strategic Management J. 11(1):1–23.Crossref, Google Scholar
- (2004) The resource-based view and information systems research: Review, extension, and suggestions for future research. MIS Quart. 28(1):107–142.Crossref, Google Scholar
- (2014) The fit between technological innovation and business model design for firm growth: Evidence from China. R&D Management 44(3):288–305.Crossref, Google Scholar
- (2010) Econometric Analysis of Cross Section and Panel Data, 2nd ed. (MIT Press, Cambridge, MA).Google Scholar
- (2011) Environmental uncertainty and IT infrastructure governance: A curvilinear relationship. Inform. Systems Res. 22(2):389–399.Link, Google Scholar

