Enterprise System as an Orchestrator of Dynamic Capability Development: A Case Study of the IRAS and TechCo

Abstract

Corporations are perpetually hunting for ways to develop exclusive, sustainable, and competitive advantages that will enable them to leapfrog ahead of their industrial adversaries. Notably, the debut of enterprise systems (ES) during the recent decade has given rise to frequent talk of the utilization of integrative, IT-inspired business mechanisms to achieve the much sought-after but elusive competitive edge. Others, however, have argued that the search for sustainable competitiveness should instead be anchored in organizational efforts to cultivate and build up firm-specific dynamic capabilities. Cognizant of the various perspectives, this paper takes a holistic approach in proposing the achievement of sustainable competitive advantages by examining the manner in which ES adoption can contribute to the forging of dynamic capabilities. In particular, Montealegre's (2002) process model of capability development is adopted as the analytical framework to explore the strategization of ES development in two different organizations, with the main distinction being that one of them subscribes to commercially available SAP 516Part 6: Systems Development: Methods, Politics, and Users applications while the other chooses to develop its ES in-house. Through comparing and contrasting evidence from both cases, this study attempts to decipher how ES adoption can be strategized to develop strategic capabilities and understand the implications between off-the-shelf and bespoke ES in affecting the process of dynamic capability development.Management information systems, enterprise systems, dynamic capability development, dynamic capabilities perspective

An Updated ERP Systems Annotated Bibliography: 2001-2005

“…• Spathis and Constantinides (2004) examine the underlying reasons why companies choose to convert from conventional IS to ERP systems and the changes brought in, particularly in the accounting process. • Tan et al (2004) compare the adoption of an ERP commercial package and an ERP development in-house to decipher how ERP adoption can be strategized to develop strategic capabilities and understand the implications of both approaches.…”

An Updated ERP Systems Annotated Bibliography: 2001-2005

“…choose to convert from conventional IS to ERP systems and the changes brought in, particularly in the accounting process. • Tan et al (2004) compare the adoption of an ERP commercial package and an ERP development in-house to decipher how ERP adoption can be strategized to develop strategic capabilities and understand the implications of both approaches.…”

Theory borrowing in IT-rich contexts: Lessons from IS strategy research

“…Giving the example of the replaceability of "IS" with "marketing" in some IS strategy and data, digital products, techniques and methodologies, policies, certifications, standards, patents, communities and ecosystems). IT infrastructure (Tallon and Pinsonneault, 2011), decision-making algorithms (Galliers et al, 2017;Newell and Marabelli, 2015), data warehouses (March and Hevner, 2007), data visualization dashboards (Zammuto et al, 2007), digital offering (Ross et al, 2019), enterprise systems (Tan et al, 2004), blockchain (Beck et al, 2018), business intelligence (Shollo and Galliers, 2016), data analytics techniques and methodologies (Chen et al, 2012;Günther et al, 2017), information security policies (Cram et al, 2017), security certifications (Hsu, 2009), data interchange standards (Zhu et al, 2006), software patents (Mykytyn et al, 2002).…”