The role of IS capabilities in delivering sustainable improvements to competitive positioning

It has long been argued that organizations have struggled to achieve business benefits, and in particular sustainable competitive advantage, from their IT investments. In this paper we draw upon resource-based theory to explore how the effective deployment of IS capabilities might deliver sustainable improvements to an organization’s competitive positioning. In so doing, this research makes a significant departure from the enterprise-level orientation of prior studies, by focusing upon the role of IS capabilities in leveraging sustainable improvements to competitive positioning from individual IS initiatives. Based upon the responses to a quantitative and qualitative survey of practicing managers, it has been shown that an organization’s ability to leverage and sustain improvements in its competitive positioning, from IS initiatives, are directly dependent upon its ability to effectively apply an appropriate portfolio of IS capabilities. Moreover, it has been shown that sustainable improvements in competitive positioning are most likely in circumstances in which the successful outcome of an IS initiative is dependent upon ‘outside-in’ and ‘spanning’ capabilities, which are both lacking in transparency and difficult to replicat

Improving competitive positioning through complementary organisational resources

Purpose - In this paper we draw upon resource-based theory to explore the role of existing, complementary organisational resources, in leveraging sustainable improvements in competitive positioning, resulting from information systems initiatives. Design/Methodology/Approach – A research model has been derived from the literature, which is then used to guide the conduct of a major, integrated quantitative and qualitative survey of managers. Findings – In this paper, it is shown that improvements in competitive positioning are likely to be more significant and sustainable when a new IS initiative makes an indirect contribution, through the leveraging of complementary organisational resources, rather than stemming directly from the functionality of the IT asset. Research limitations / implications – The main limitations of this study relate to its use of a ‘convenience’ sample and a ‘single-informant’. However, both these comprises were viewed as being worthwhile, as it gave us the opportunity to conduct a study that was both broad and deep, in terms of the data collected. Practical implications - We draw out the implications of our empirical study for the management of IT projects, to improve their ability to deliver sustainable improvements in competitive positioning. Originality / value - This research makes a significant departure from the aggregated, enterprise-level orientation of prior studies, by focusing upon the process-level impacts of individual IS initiatives

The Value of Design-led Innovation in Chinese SMEs

Organised by: Cranfield UniversityThis paper focuses on understanding the role and use of design-led innovation in Chinese SMEs. The insights were gained by undertaking a pilot study, based on an applied developmental research approach involving participatory workshops, quantitative and qualitative positioning activities, in depth case studies and an individual pilot project undertaken with SMEs in the Pearl River Delta [PRD] over an 18 month period. It will discuss the findings, highlighting key areas of uncertainty that SMEs experience when attempting to make the transition from OEM to OBM, and how the findings have contributed to the development of a new design-led innovation framework.Mori Seiki – The Machine Tool Compan

Business competitiveness: building and applying the 3Cs and the Strategic Change Matrix across COVID-19

This India-wide, empirical, point-in-time, global literature-supported, quantitative study involves 232 leading management consulting firm (MCF) consultants and contracting client firm (CF) perspectives. It relationally builds a structural MCF-CF 3Cs model that links MCF competencies into MCF-CF capabilities systems and then into CF business competitiveness. The 3Cs model can be visually and numerically presented as a CF three-dimensional positioning within the strategic change matrix. Future pathways towards a new optimal strategic future CF position can then be strategic change matrix mapped. A contribution towards Management-Consulting-Theory is presented as one that likely follows and embodies the MCF-CF 3Cs model processes

Modelling Management Consulting in India: towards Management Consulting Theory

This point-in-time, management consulting firm (MCF), empirical, global literature-supported quantitative study, engages a small but acceptable dataset. It builds a significant MCF-to-client-firm sustainable business positioning model to assist the client-firm (CF). The model's total effects highlight where MCF-to-CF improvements can likely produce greatest impact pathways onto CF outcomes. A new Management-Consulting-Theory is presented. Management Consulting Theory enlists current MCF competencies, and uses these to help create a collaborative suite of optimizable MCF-to-CF values and competitive intelligences capabilities. When suitably focused, this engaged system of MCF competencies, and its CF-absorbed MCF-to-CF capabilities enhancements, can jointly influence the enhancement of a CF sustainable business positioning - ideally one that remains adaptive, and also promotes an ongoing CF sustainable (competitive) business positioning

Delivering competitiveness across management consulting firm and client firm boundaries

This study helps frame management consulting theory. It establishes the management consulting firm's networked competencies systems as mechanisms advancing a contracting client firm's operational capabilities, while also optimizting its business deliverables systems. This strategic 'management consulting firm' to 'client firm' relationship focuses into enhancing client firm sustainable (competetive) business positioning

An investigation into IS-enabled sustained improved competitive positioning

It has long been argued that organisations have struggled to achieve business benefits, and in particular sustained competitive advantage, from their information system (IS) investments. Recently, calls have been made to apply resource based theory to the field of IS research, to better understand how improved competitive positioning can be derived from information systems in general, and through the application of information systems capabilities in particular. However, such research is predicated upon finding effective ways to actually measure improved competitive positioning, an issue that has caused a significant amount of debate within the literature. This study attempts to fill these gaps by constructing an IS-enabled sustainability framework. The framework is used to explore the relationship between the application of IS capabilities, during the introduction of an IS-enhancement, and the extent to which an improvement in competitive positioning is attained and sustained, as measured at the process level. Moreover, the framework is used to investigate how the resultant levels of improved competitive positioning might be influenced by the extent to which the improved competitive positioning is directly or indirectly derived from an IS enhancement's introduction. [Continues.

Literature review on micro and macro factors of change in servitization - How could companies facilitate the change towards digital servitization?

Research and literature on servitization have expanded greatly in the past years. This study focuses on providing systematic literature review of the micro and macro factors of change in servitization to find solutions for companies to facilitate the change towards digital servitization. This systematic review classifies equally environmental and organizational qualities from the servitization research and is conducted from descriptive sample of 95 articles covering digital servitization and organizational change. The review results indicate that extensive investments required for digital servitization demand substantial growth of value creation and appropriation. Furthermore, the implementation of digitalization obliges to invest in additional capabilities and resources. There are also various micro and macro level factors that need to be acknowledged and taken into consideration as they may all affect the servitization change process in different ways. To facilitate the digital servitization change process, attention needs to be paid to value creation, planning and analysing, management, capabilities and resources, monitoring, network, and stakeholders with the additional factors concluded in this research. These findings have potential to provide beneficial insights both for the companies in the path of servitization and for the research community by providing a novel literature review with perceptive future research ideas of the field and beyond

A legacy handbook for manufacturing

Legacy Handbook reviewing emda's experience of manufacturing activity. Identifies key achievements and draws out lessons learned that may be relevant to successor bodies active in this area