Review: IT-Dependent Strategic Initiatives and Sustained Competitive Advantage: A Review and Synthesis of the Literature

By Gabriele Piccoli, Blake Ives. MIS Q., 2005

718 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/42540e75173dea14c343a567f9fc722db8609e7e

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Citations in the corpus

The business model: Theoretical roots, recent developments, and future research (2010, background): “…to deal with phenomena such as the social nature of knowledge production (Engestrom & Middleton, 1998), the opportunities for new business arrangements taking advantage of technology (Piccoli & Ives, 2005), and how to balance or assemble cooperation and competition (McLure & Faraj, 2005).”
Inside the adaptive enterprise: an information technology capabilities perspective on business process agility (2008, background): “another, allowing IT to be a facilitator rather than an inhibitor of agility [4,42,54].”
Information Technology Competencies, Organizational Agility, and Firm Performance: Enabling and Facilitating Roles (2013, methodology): “Piccoli and Ives (2005) argue that when ﬁrms operate in information-intense environments, their competitive performance depends on the interactions between IT competencies and other organizational capabilities.”
Standing on the Shoulders of Giants: Challenges and Recommendations of Literature Search in Information Systems Research (2015, methodology): “…(2004) used the citations of papers they identified in their keyword search as sources for their review on IT and organizational performance, and Piccoli and Ives (2005) collected—as part of their review on IT-dependent strategic initiatives—a large number of papers from journals other than…”
How Does IT Ambidexterity Impact Organizational Agility? (2015, background): “Fo r pe rs on al u se o nl y, a ll ri gh ts r es er ve d. with this new IT initiative for optimizing its information processing will facilitate competitive operational transformations (Piccoli and Ives 2005).”
Integrative framework for assessing firms' potential to undertake Green IT initiatives via virtualization - A theoretical perspective (2011, background): “According to the strategic IS literature, IT-dependent strategic initiatives consist of identifiable competitive moves that depend on the use of IT to be enacted, and are designed to lead to sustained improvements in a firm’s competitive position (Piccoli and Ives, 2005).”
IT Capabilities, Process-Oriented Dynamic Capabilities, and Firm Financial Performance (2011, background): “The IT capability literature recognizes that competence in mobilizing and deploying IT-based resources is a source of competitive advantage and differentiates firm performance (Bharadwaj, 2000; Piccoli & Ives, 2005; Ha & Jeong, 2010).”
Information Technology and Business-Level Strategy: Toward an Integrated Theoretical Perspective (2013, background): “Several studies also attempt to discern the reasons behind these conflicting rate-ofreturn observations across this body of research (e.g., Kohli and Devaraj 2003; Melville et al. 2004; Piccoli and Ives 2005).”
Resource Structuring or Capability Building? An Empirical Study of the Business Value of Information Technology (2012, background): “In fact, BVIT creation depends on the participation of all functions and all stakeholders [75, 76, 78].”
Exploring the relationships between IT competence, innovation capacity and organizational agility (2017, background): “…not all firms with the intention to adopt and deploy emerging technologies are able to do so because of the constraints imposed by their existing IT resource endowments and are subject to the asset stock accumulation barriers (Dierickx and Cool, 1989; Piccoli and Ives, 2005; Wang et al., 2012).”
Information Systems Strategy: Reconceptualization, Measurement, and Implications (2010, background): “For instance, Dell Computer, Wal-Mart, and Harrah’s Entertainment have all been noted as IS leaders in their respective industries because they all consistently pursue an innovative IS strategy that is essential to the current and future success of the firm (Piccoli and Ives 2005).”