A Resource-Based Perspective on Information Technology Capability and Firm Performance: An Empirical Investigation

By Anandhi S. Bharadwaj. MIS Q., 2000

5,403 citations recorded by the source corpus.

Subfields: Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/51776d77fb2195eae06aa1576c5d9bc9188e51b5

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management Information Systems

1. Angappa Gunasekaran
2. Rameshwar Dubey
3. Patrick Mikalef
4. Stephen J. Childe
5. John Krogstie
6. T. Ravichandran
7. Paul P. Tallon
8. Arun Rai

In Strategy and Management

1. Angappa Gunasekaran
2. Rameshwar Dubey
3. Patrick Mikalef
4. T. Ravichandran
5. Paul P. Tallon
6. V. Sambamurthy
7. Kevin Zhu
8. John Krogstie

Citations in the corpus

• A Resource-Based View of Strategic IT Alignment: How Knowledge Sharing Creates Competitive Advantage (2003, methodology): “The CIOs and CEOs in information-intense firms are expected to have a higher motivation to participate in the strategic IT alignment process because their collaboration may yield superior IT strategies (Bharadwaj, 2000).”
• Using Enterprise Architecture Standards in Managing Information Technology (2006, background): “Organizations thus face a greater need to build an enterprise-wide capability to make more effective use of technology distributed in different business units [7].”
• The contribution of tangible and intangible resources, and capabilities to a firm’s profitability and market performance (2013, background): “Causal ambiguity refers to “the ambiguity surrounding the connection between a firm’s resource portfolio and its performance” (Bharadwaj, 2000, p. 171).”
• Research Note - Information Technology in Supply Chains: The Value of IT-Enabled Resources Under Competition (2009, background): “That is, “the architecture that removes the barriers of system incompatibilities and makes it possible to build a corporate platform for launching business applications is clearly not a commodity” (Bharadwaj 2000, p. 172).”
• Organizational culture and leadership in ERP implementation (2008, background): “Thus, many firms have formulated strategies underpinned by ERP systems [12,65].”
• Understanding the influence of information systems competencies on process innovation: A resource-based view (2007, background): “Technical resources include physical IT assets such as hardware, software, databases, applications and networks (Armstrong and Sambamurthy, 1999; Bharadwaj, 2000; Keen, 1993; Lopes and Galletta, 1997; Weill and Broadbent, 1998), as well as firm-specific proprietary technology and applications (Mata…”
• Determinants of a sustainable competitive advantage due to an IT-enabled strategy (2003, background): “Firms that are successful in creating non - replicable complementarities across activities with an IT - enabled strategy will enjoy superior financial performance by raising revenues or decreasing costs ( Bharadwaj , 2000 ) .”
• The Impact of ERP Implementation on Business Process Outcomes: A Factor-Based Study (2007, background): “able firms’ value-chain activities and business strategies before they can exhibit any significant business value [ 8 , 79].”