Plant Information Systems, Manufacturing Capabilities, and Plant Performance

By Rajiv D. Banker, Indranil R. Bardhan, Hsihui Chang, Shu-Ping Lin. MIS Q., 2006

400 citations recorded by the source corpus.

Subfields: Control and Systems Engineering, Industrial and Manufacturing Engineering

View Paper: https://www.semanticscholar.org/paper/f5e2673e6414cdc40632e084e8380e75c8ac5e39

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In Control and Systems Engineering

1. Nicholas H. Roberts

Citations in the corpus

• The Performance Effects of Complementarities Between Information Systems, Marketing, Manufacturing, and Supply Chain Processes (2007, background): “Some recent empirical studies have also focused on a firm’s information systems capability and its integration with supply chain capabilities (Banker et al. 2006, Rai et al. 2006).”
• The Relative Impact of Marketing, Research-and-Development, and Operations Capabilities on Firm Performance (2008, background): “…management capabilities (EscrigTena and Bou-Llusar 2005) •Production competence (Hitt and Ireland 1985) •Resource planning and operations capabilities (Banker et al. 2006) R&D •Innovativeness of patents (Dutta, Narasimhan, and Rajiv 1999) •Stock of R&D capital (Helfat 1997) •R&D Intensity of…”
• Leveraging Digital Technologies: How Information Quality Leads to Localized Capabilities and Customer Service Performance (2013, methodology): “…, prior research has focused on digital business strategies to develop production-side capabilities in various upstream domains, such as new product development (Pavlou and El Sawy 2006, 2010), supply chain (Gosain et al. 2004; Rai et al. 2006), and manufacturing operations (Banker et al. 2006).”
• Information Technology Competencies, Organizational Agility, and Firm Performance: Enabling and Facilitating Roles (2013, background): “Prior research has demonstrated that IT competencies interact with other organizational capabilities to affect firm performance (Banker et al. 2006, Rai et al. 2006).”
• Research Note - Information Technology in Supply Chains: The Value of IT-Enabled Resources Under Competition (2009, background): “By analyzing the relationship of IT-enabled resources to performance improvement in supply chain contexts, this work will contribute to the ongoing debate on “IT-value paradox” (Zhu and Kraemer 2005, Banker et al. 2006).”
• Information Technology and Firm Profitability: Mechanisms and Empirical Evidence (2012, background): “…through better information sharing and tighter coordination in supply chain relationships, sometimes involving outsourcing of business processes (Banker et al. 2006b; Bardhan, Mithas and Lin 2007; Cotteleer and Bendoly 2006; Kohli 2007; Mukhopadhyay and Kekre 2002; Whitaker, Mithas and Krishnan…”
• The Role of Manufacturing Practices in Mediating the Impact of Activity-Based Costing on Plant Performance (2008, positive): “Implementation of WCM practices can enable plants to react quickly to changes in customer demand, and thereby carry lower levels of inventory, improve cost efficiencies, increase the flexibility of production facilities through use of planning and scheduling software, and improve overall plant produ”
• Content or Community? A Digital Business Strategy for Content Providers in the Social Age (2013, background): “The growing literature on digital business strategy has stressed the transformational role that IT plays in contemporary business processes (Banker et al. 2006; El Sawy 2003; Lu and Ramamurthy 2011; Sambamurthy et al. 2003).”
• Resource Structuring or Capability Building? An Empirical Study of the Business Value of Information Technology (2012, background): “Firm performance is found to be enhanced by both IT resources [6, 102] and IT capabilities [9, 11, 66, 74, 88, 104].”
• Conceptualizing models using multidimensional constructs: a review and guidelines for their use (2012, methodology): “In some cases, the reason for doing so seems to be related to the statistical tool chosen (e.g., regression; see Banker et al, 2006 for an example of this approach).”
• Digital Business Strategy: Toward a Next Generation of Insights (2013, background): “…crossfunctional, and global business processes that enable work to be carried out across boundaries of time, distance, and function (e.g., Banker et al. 2006; Ettlie and Pavlou 2006; Kohli and Grover 2008; Rai et al. 2012; Sambamurthy et al. 2003; Straub and Watson 2001; Subramaniam and…”