SMEs: aligning IS and the strategic context

By Margi Levy, Philip L. Powell, Philip Yetton. Journal of Information and Technology, 2001

363 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/879cb34f8864fd231c3b154996994825dd797907

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In Strategy and Management

Citations in the corpus

Adoption of E-Commerce Applications in SMEs (2011, background): “Furthermore, these technologies heighten SMEs survival rate where they are functioning in a competitive environment with higher rate of failure risk (Levy et al., 2001).”
SMEs, co-opetition and knowledge sharing: the role of information systems (2003, methodology): “Levy et al. (2001) develop an analytical framework, the ‘focus-dominance’ model, to investigate the potential for SMEs to get value from IS capabilities (Figure 2).”
Small firms and e-business: cautiousness, contingency and cost-benefit (2004, background): “The SME focus-dominance model (Levy et al., 2001) and the transporter model (Levy and Powell, 2003) address both the contingent and development issue.”
Antecedents and outcomes of strategic IS alignment: an empirical investigation (2006, background): “has not, to the best of our knowledge, been empirically examined, although several authors [1], [10], [21], [27], [40] have mentioned it as a possible antecedent.”
Cloud computing adoption by SMEs in the north east of England: A multi-perspective framework (2013, result): “On the other hand, there are also other studies (e.g. Levy et al., 2001) that suggest that the sector in which a firm operates has little influence on IS innovation adoption.”
A firm-level analysis of determinants of ICT adoption in Spain (2007, background): “Recent studies considering ICT adoption in SMEs have concluded that ICT adoption in them depends on their strategic focus (Ferneley and Bell, 2006; Levy et al., 2001).”
Agility in responding to disruptive digital innovation: Case study of an SME (2018, background): “With limited resources, most SMEs tend to shy away from new ventures unless they have strong confidence that those ventures will enhance their future options (Street & Meister, 2004) or improve their agility to respond to disruption in the environment such as DDI (Levy et al., 2001; Meister, 2017).”