A Process Model of Capability Development: Lessons from the Electronic Commerce Strategy at Bolsa de Valores de Guayaquil

By Ramiro Montealegre. Organ. Sci., 2002

313 citations recorded by the source corpus.

Subfields: Business and International Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/ac7308c7bfab4de5f1b2c1d575d0b7e262a461b2

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Citations in the corpus

Information sharing and supply chain performance: the role of connectivity and willingness (2007, background): “…how much useful information will be shared to help the company and the supply chain to succeed (Aldrich, 1979; Barney, 1986; Lee et al., 2000; Montealegre, 2002; Pfeffer and Salancik, 1978; Whipp et al., 1989; Basi, 1998; Chatman et al., 1998; Constant et al., 1994; Hult et al., 2002;…”
Understanding the influence of information systems competencies on process innovation: A resource-based view (2007, unknown): “…competencies (Feeny and Willcocks, 1998; Wade and Hulland, 2004) and have analyzed their eﬀects on parameters such as ‘‘success in electronic commerce’’ (Montealegre, 2002), ‘‘organi-zational performance’’ (Peppard and Ward, 2004), ‘‘customer service excellence’’ (Ray et al., 2004), ‘‘competitive…”
Resource Structuring or Capability Building? An Empirical Study of the Business Value of Information Technology (2012, background): “IT capability development is essentially the process of organizational learning [4, 67], which transforms widely available IT resources into unique IT capabilities that are embedded in the organization processes.”
Globalizing human resource management (2004, background): “In order to understand how organizations develop, manage and deploy capabilities to support their business strategy (Montealegre, 2002) we generally have to conduct longitudinal studies.”
Strategy-Process Research: What Have We Learned and What Is Still to Be Explored (2006, background): “Several studies such as those by Burgelman (1996), Lovas and Ghoshal (2000), and Montealegre (2002) have provided us with profound insights into the actual strategy process in organizations, thereby offering an organic perspective.”
Capabilities, innovation and competitive advantage (2011, background): “The use of longitudinal designs to explore dynamic capabilities has been limited (e.g. Montealegre, 2002).”
The Role of IS Capabilities in the Development of Multi-Sided Platforms: The Digital Ecosystem Strategy of Alibaba.com (2015, background): “…planning) Technical IT skills, managerial IT skills) IT-enabled intangibles (Customer orientation, knowledge assets, synergy IT and firm performance Montealegre (2002) Capability to strategize Capability to be flexible Capability to integrate and engender trust Key resources (Leadership, culture,…”
International opportunity recognition in international new ventures—a dynamic managerial capabilities perspective (2015, unknown): “In line with Weerawardena et al. (2007) and Montealegre (2002), this study proposes methods (e.g., longitudinal case studies and observations) that follow individuals and firms over time, to capture how dynamic capabilities are adapted and reconfigured.”
Information Technology and Business-Level Strategy: Toward an Integrated Theoretical Perspective (2013, background): “Furthermore, such an “IT as a magnifying glass” view is also consistent with arguments that the profitcontribution potential of external resources (particularly those commonly available to rivals, such as off-the-shelf IT systems) is likely limited to their ability to enrich or reconfigure a firm’s ”
Conceptualizing accelerated internationalization in the born global firm: A dynamic capabilities perspective (2007, background): “Based on these findings and recent methodological developments for capturing the dynamic capabilities building activity of the firm (Montealegre, 2002), we argue that the dynamic capabilities building process in a born global firm can be partially path dependent but also one strategically planned on”