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کد محصول: M771
قیمت فایل ترجمه شده: برای اطلاع از هزینه و مدت زمان انجام ترجمه با پشتیبانی وب سایت تماس حاصل نمایید (۰۹۳۷۲۵۵۵۲۴۰)
تعداد صفحه انگلیسی: ۲۱
سال نشر: ۲۰۱۸
مقاله انگلیسی ۲۰۱۸ : بررسی روابط بین مهارت IT، ظرفیت نوآوری و چابکی سازمانی
Exploring the relationships between IT competence, innovation capacity and organizational agility
Business environments today are characterized as being very dynamic and hyper competitive. Organizations in these environments have to be agile in order to adapt their strategies and actions to be successful. While it is recognized that information technology can enable firms to be agile, there is a limited understanding of the mechanisms through and the contexts in which Information Technology (IT) enhances agility. This study examines two key antecedents of organizational agility, namely the IT competence of a firm and its innovation capacity and, examine their independent and joint effects on agility. We test our model using data collected from large firms in the US. The results provide strong support for our model. We found that firms with superior IS capabilities coupled with an aggressive IT investment orientation create digital platforms that enable them to be agile. We also found that the innovation capacity of the firm has a positive relationship with organizational agility and that firms with higher innovation capacity are better able to leverage their digital platforms to enhance agility. Our results indicate that organizational agility has a strong positive impact of firm performance. We interpret and discuss these results and their theoretical and practical implications.
Keywords IT strategy,Agility,IT competence,Complementarities
Organizations today face changes in their environments that require them to adjust and adapt their actions and strategies very quickly. In this hypercompetitive environment, organizational agility has become an important firm competence that can have profound impacts on performance (D’Aveni and Gunther, 1994). Empirical studies suggest that firms capable of responding quickly and with innovative actions to changes in their business environments have been able to improve their performance (Ferrier, 2001). While a growing body of research has examined the nature of such actions and their effects on firm performance (Ferrier and Lyon, 2004; Ferrier et al., 1999), research on the resources and capabilities that enable firms to be agile is still nascent.
In the information systems (IS) literature, conceptual work has alluded to the role of information technology in enabling firms to be agile (Sambamurthy et al., 2003). Information technology creates digital options for firms that allow them to respond effectively to shifts in the business environments. Firms that have digitized their business processes have options that could be exercised in creating new channels for accessing customers, building real-time integration with supply chain partners, gaining efficiencies in internal operations, and offering new digital products or services (Wheeler, 2002). For example, Cisco which has digitized its business processes has linked its suppliers and contract manufacturers in a supply web thatis capable of quickly responding to shifts in demand (Tapscott et al., 2000) and many commercial banks depend on their digitized processes to create and deliver new products to their customers (Ross and Beath, 2002).
Recent empirical studies have examined a myriad of factors that enable firms to be agile. Roberts and Grover (2012) posited and found that a firm’s IT infrastructure can enable it to sense and respond to customer needs effectively thereby enhancing its agility. Lu and Ramamurthy (2011) found that IT infrastructure capability, synergy between IT and the business and a proactive IT stance could enable firms to be agile. Tallon and Pinsonneault (2011) argued that a firm’s strategic IT alignment will impact its agility and that this relationship will be moderated by IT flexibility. Others have examined agile behaviors in specific IS activities such as systems development (Lyytinen and Rose, 2006) and how the existence of inflexible legacy systems hinder firms from becoming agile (van Oosterhout et al., 2006).