Core Capabilities and Information Technology: An
                    Organizational Learning Approach

Andreu, Rafael; Ciborra, Claudio

doi:10.4135/9781446250228.n7

Cited by 32 publications

(33 citation statements)

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“…Porter, 1980;1985), RBV (e.g. Barney, 1986;1991), and the Process Perspective (Mintzberg, 1978;1994;Chakravarthy and Doz, 1992;Amit and Schoemaker, 1993;Andreu and Ciborra, 1996); contemporary strategy theory (e.g. Porter, 1991;Eisenhardt and Sull, 2001).…”

Section: Business Model Frameworkmentioning

confidence: 99%

Analysing e-business Models

Hedman

Kalling

2003

Towards the Knowledge Society

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Abstract:The business model concept is becoming increasingly popular within ebusinesses and e-business research. However, the concept is often used relatively independently from theory, meaning model components and their interrelations are relatively obscure. This paper analysis three e-business models taxonomies based on a generic business model, which include customers and competitors, the offering, activities and organisation, resources and factor market interactions. The longitudinal processes and actions by which business models evolve are also included. The result of the analysis shows that most of the e-business models only addresses customers and the offering. Other important aspects of any business, e.g. activates and resource, are not addressed. In sum, e-business models, as they appear, in literature are formal descriptions of how businesses can use the Internet to leverage their offering, without any casual relationships between components, e.g. that the offering requires some activities to be performed by the organisation in order to deliver a offering to a market.

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Section: Business Model Frameworkmentioning

confidence: 99%

Analysing e-business Models

Hedman

Kalling

2003

Towards the Knowledge Society

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“…The costs associated with imitation are driven by unique historical conditions, causal ambiguity, and the social complexity of resources (Barney, 1991). Using RBV in IS settings is becoming increasingly popular (Clemons & Row, 1991;Mata et al, 1995;Powell & Dent-Micallef, 1997;Andreu & Ciborra, 1996;Bharadwaj, 2000;Duhan et al, 2001;Wade, 2001). In an empirical analysis of IS-enabled competitive advantage at firms acclaimed for their pioneering role in IS usage, Kettinger et al (1994) found that 'the preexistence of unique structural characteristics is an important determinant of strategic IS outcomes' (p. 46).…”

Section: Strategy Theorymentioning

confidence: 99%

“…One of the first was the Nolan stage model (Gibson & Nolan, 1974;Nolan, 1979); recent developments include the MIT90s framework (ScottMorton, 1990) and the strategic alignment movement (Henderson & Venkatraman, 1992). Recently, approaches combining a process approach and RBV have been applied to explain the processes by which organisations develop and utilise IS (Ciborra, 1994;Andreu & Ciborra, 1996;Kalling, 1999).…”

Section: Strategy Theorymentioning

confidence: 99%

The business model concept: theoretical underpinnings and empirical illustrations

Hedman

Kalling

2003

European Journal of Information Systems

637

423

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The business model concept is becoming increasingly popular within IS, management and strategy literature. It is used within many fields of research, including both traditional strategy theory and in the emergent body of literature on e-business. However, the concept is often used independently from theory, meaning model components and their interrelations are relatively obscure. Nonetheless, we believe that the business model concept is useful in explaining the relation between IS and strategy. This paper offers an outline for a conceptual business model, and proposes that it should include customers and competitors, the offering, activities and organisation, resources and factor market interactions. The causal inter-relations and the longitudinal processes by which business models evolve should also be included. The model criticises yet draws on traditional strategy theory and on the literature that addresses business models directly. The business model is illustrated by an ERP implementation in a European multi-national company.

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“…The popular term`one-to-one marketing' , coined by Peppers & Rogers (1997), captures the core meaning of the three strategies, although they represent three very diþ erent levels of customer integration in the process of ® nalizing an order. The question of whether or not, and why, a business strategy, such as`value customization' , in¯uences companies' inclinations to integrate, or way of integration, customers in PD, rests on the proposition that is well founded in the strategy literature, namely that`the ® rm's quest for diþ erentiation is a process that develops distinctive capabilities, also called core capabilities' (Andreu & Ciborra, 1996). The construct`core capability' holds a central position in today's management literature, as well as the related managerial capabilities, consisting of :`repeatable patterns of action in the use of assets to create, produce and/or oþ er products to a market' (Quelin, 1997).…”

Section: Barriers For Customer Integration In Product Developmentmentioning

confidence: 99%

Customization as a business strategy--a barrier to customer integration in product development?

Tollin¹

2002

Total Quality Management

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Although it is evident that product development (PD) within most companies does not take place in a vacuum, little is known about the in¯uence that other core company processes may have on the way PD activities are carried out. In the study presented in this paper, we focus on an analysis of the relationship between marketing strategies and the way customers are integrated in PD. An exploratory analysis of three medium sized companies acting in the interior design and the software industries (IT), represent the empirical base. The result of the analysis shows that customization as an overall business strategy may act as a barrier to customer integration in PD, due to the nature of companies' strategies for innovation and for customer relationship management, respectively. Additionally, motivation and capabilities are identi® ed and discussed as two core constructs related to, and antecedents for, customer integration in PD.

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Core Capabilities and Information Technology: An Organizational Learning Approach

Cited by 32 publications

References 0 publications

Analysing e-business Models

Analysing e-business Models

The business model concept: theoretical underpinnings and empirical illustrations

Customization as a business strategy--a barrier to customer integration in product development?

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