IT Assets, Organizational Capabilities, and Firm Performance: How Resource Allocations and Organizational Differences Explain Performance Variation

By Sinan Aral, Peter Weill. 2007

1,024 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/2379a7d5a8c797d4b175818ad979c595887fb8db

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Citations in the corpus

The sociomateriality of organisational life: considering technology in management research (2010, neutral): “…focused on the productivity impacts of information technology by measuring technology through financial metrics such as the specific amounts of money spent by firms or industries on computer systems (e.g., Brynjolfsson and Hitt, 1998; Melville, Kraemer and Gurbaxani, 2004; Aral and Weill, 2007).”
The effects of retail channel integration through the use of information technologies on firm performance (2012, background): “Human resource capability has been ound to be complementary to IT assets (Aral and Weill, 2007) and an have synergistic outcomes, including increased efficiency and nablement of new processes (Nevo and Wade, 2010).”
Transfer mechanisms and knowledge transfer: The cooperative competency perspective (2014, background): “Firm size may influence firm performance because different sizes may exhibit different organizational characteristics and resource deployment (Aral & Weill, 2007; Blau & Schoenherr, 1971; Weigelt, 2009).”
The impact of supply chain integration on company performance: an organizational capability perspective (2012, background): “, 1998): local capabilities including information technology (IT) (Amit and Jean, 2005; Aral and Weill, 2007), information systems (IS) (Cemal et al.”
What financial and non‐financial information on intangibles is value‐relevant? A review of the evidence (2008, positive): “Aral and Weill (2007) provide evidence that the prior mixed results relating to the benefits from IT capabilities are due to omitting strategy from the analysis.”
Relational Contracts and Organizational Capabilities (2012, neutral): “The strategy literature has long explored the possibility that such performance differences arise from organizational capabilities (e.g., Wernerfelt, 1984; Teece, Pisano and Shuen, 1997; Eisenhardt and Martin, 2000; Anand and Khanna, 2000; Aral and Weill, 2007).”
The Whole Is More Than the Sum of Its Parts— Or Is It? A Review of the Empirical Literature on Complementarities in Organizations (2010, background): “Second, technological assets are nonhuman resources with physical qualities, such as information technology (e.g., Aral & Weill, 2007; Bertschek & Kaiser, 2004) or manufacturing technology (e.g., Colombo & Mosconi, 1995; Swink & Nair, 2006).”
Strategic Renewal of Organizations (2009, background): “The company has been a leading purveyor of business machines, computers, and information technology services—businesses that have permeated many sectors of the economy and consume substantial organizational resources (Aral and Weill 2007).”
IT Capability and Digital Transformation: A Firm Performance Perspective (2016, methodology): “Digital integration among suppliers and value chain partners are capable of reducing coordination cost (Malone, 1987) transaction cost (Williamson, 1975) and agent cost through increased communication, transparency and monitoring (Aral & Weill 2007).”
IT Capabilities, Process-Oriented Dynamic Capabilities, and Firm Financial Performance (2011, background): “…to explain why many firms fail to harvest the anticipated long-term benefits of outsourcing; they may even suffer from its negative consequences, although some firms have shown very strong performance, in terms of both efficiency and growth, with high levels of outsourcing (Aral & Weill, 2007).”
Three-Way Complementarities: Performance Pay, Human Resource Analytics, and Information Technology (2012, background): “As discussed above, both correlations and productivity differences can be used to test for complementarities (Athey and Stern 1998, Aral and Weill 2007, Brynjolfsson and Milgrom 2012).”
Information Technology and Firm Profitability: Mechanisms and Empirical Evidence (2012, methodology): “…through revenue growth than through cost reduction, thus complementing related studies that identify mechanisms for IT-enabled value creation (Aral and Weill 2007; Barua, Kriebel and Mukhopadhyay 1995; Bhatt and Grover 2005; Cheng and Nault 2007; DeLone and McLean 1992; El Sawy and Pavlou…”