This paper tests a primary postulate of the Resource-Based View (RBV) of Information Technology (IT) business value. From this perspective, IT is not rare but pervasive, and it is only the combination of investments with other resources that makes the investment inimitable. Therefore, the e®ect of IT on¯rm performance cannot be direct e®ects, but rather¯rm performance can only be a®ected when IT expenditures are combined with other investments. This study tests this theory using panel data of large¯rms spanning seven years. Firm-level data is gathered from Compustat and matched to Information Systems (IS) Budget data. The results do not support the RBV postulate that IT Expenditure cannot have direct competitive advantage but must be combined with expenditure on other assets to e®ect¯rm performance. Instead, the results support the opposing hypotheses: IT expenditure and capital expenditures have independent, direct e®ects on¯rm revenue as well as¯rm pro¯t, even in the presence of the interaction variable. The results imply that IT investments may be a source of direct competitive advantage, unlike the postulate of the RBV theorists. This may be because an IT system has embedded knowledge and creates knowledge, making it rare and imperfectly imitable. Rather than investing in generic IT systems and trying to obtain uniqueness from investments in complementary resources,¯rms can try embedding¯rm-speci¯c knowledge when designing or modifying their systems and using their systems to create knowledge. This is the¯rst study to test the RBV postulate that value from IT comes only with the combination of IT investments and investments in other assets and not from direct e®ects. By disproving this postulate, this study opens the door to new hypotheses based on knowledge in and from IT systems.