The DOI matches its Crossref record; 11 of the 11 references it cites were found in a registry or an index.
Review: Information Technology and Organizational Performance: An Integrative Model of IT Business Value1
Abstract
Despite the importance to researchers, managers, and policy makers of how information technology (IT) contributes to organizational performance, there is uncertainty and debate about what we know and don’t know. A review of the literature reveals that studies examining the association between information technology and organizational performance are divergent in how they conceptualize key constructs and their interrelationships. We develop a model of IT business value based on the resource-based view of the firm that integrates the various strands of research into a single framework. We apply the integrative model to synthesize what is known about IT business value and guide future research by developing propositions and suggesting a research agenda. A principal finding is that IT is valuable, but the extent and dimensions are dependent upon internal and external factors, including complementary organizational resources of the firm and its trading partners, as well as the competitive and macro environment. Our analysis provides a blueprint to guide future research and facilitate knowledge accumulation and creation concerning the organizational performance impacts of information technology.
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Cites
Firm Resources and Sustained Competitive Advantage
Barney, J. (1991) · Journal of Management · doi:10.1177/014920639101700108 · Cited by 48,334
The resource-based theory of competitive advantage: Implications for strategy formulation
Grant, R. M. (1991) · California Management Review · doi:10.2307/41166664 · Cited by 9,699
Strategic assets and organizational rent
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Strategic Factor Markets: Expectations, Luck, and Business Strategy
Barney, J. B. (1986) · Management Science · doi:10.1287/mnsc.32.10.1231 · Cited by 5,548
Bharadwaj, A. S. (2000) · MIS Quarterly · doi:10.2307/3250983 · Cited by 5,042
Information Technology and Organizational Change: Causal Structure in Theory and Research
Markus, M. L., & Robey, D. (1988) · Management Science · doi:10.1287/mnsc.34.5.583 · Cited by 2,108
Telecommunications Infrastructure and Economic Development: A Simultaneous Approach
Röller, L.-H., & Waverman, L. (2001) · American Economic Review · doi:10.1257/aer.91.4.909 · Cited by 1,815
The impact of information systems on organizations and markets
Gurbaxani, V., & Whang, S. (1991) · Communications of the ACM · doi:10.1145/99977.99990 · Cited by 960
Self-citationInvestment in Enterprise Resource Planning: Business Impact and Productivity Measures
Hitt, L. M., Wu, D. J., & Zhou, X. (2002) · Journal of Management Information Systems · doi:10.1080/07421222.2002.11045716 · Cited by 877
Analyzing the past to prepare for the future
(2002) · MIS Quarterly · doi:10.5555/2017160.2017162 · Cited by 179
COMPUTERS, PRODUCTIVITY, AND INPUT SUBSTITUTION
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Cited by
Synthesizing information systems knowledge: A typology of literature reviews
Paré, G., Trudel, M.-C., Jaana, M., & Kitsiou, S. (2015) · Information & Management · doi:10.1016/j.im.2014.08.008 · Cited by 1,987
A Guide to Conducting a Systematic Literature Review of Information Systems Research
Okoli, C., & Schabram, K. (2011) · doi:10.2139/ssrn.1954824 · Cited by 1,849
Benitez, J., Henseler, J., Castillo, A., & Schuberth, F. (2020) · Information & Management · doi:10.1016/j.im.2019.05.003 · Cited by 1,788
Mikalef, P., & Gupta, M. (2021) · Information & Management · doi:10.1016/j.im.2021.103434 · Cited by 1,700
Wang, Y., Kung, L., & Byrd, T. A. (2018) · Technological Forecasting and Social Change · doi:10.1016/j.techfore.2015.12.019 · Cited by 1,571
Metadata
- Authors
- Melville, N., Kraemer, K., & Gurbaxani, V.
- Venue
- MIS Quarterly
- Publisher
- MIS Quarterly
- Published
- 2004-06-01
- Volume
- 28
- Issue
- 2
- Pages
- 283-322
- ISSN
- 0276-7783 (ISSN-L)
- 2162-9730
- OpenAlex
- W2169855821
- Cited by
- 3,372
- References
- 11
- FWCI
- 138.97
- Type
- journal article
- Language
- en
- Open access
- closed
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