Lost in translation: IT business value research and resource complementarity—an integrative framework, shortcomings and future research directions

Abstract

Despite longstanding research efforts, there is still ambiguity surrounding the business value created by IT. To approach this conundrum, research focus has progressed from an isolated investigation of IT to the assessment of complementarity between IT and different non-IT resources such as work practices or decision structures. However, incoherence around the characteristics and scope of these complementary non-IT resources has created a fragmented body of research, preventing a sustainable knowledge creation. Thus, in this paper we synthesize the dispersed research efforts, identify shortcomings in the extant literature, and derive opportunities for future research. Specifically, we present a converging definition of complementary non-IT resources and specify their role in the value creation process from IT by viewing it through three distinct lenses: microeconomic theory, resource-based view, and contingency theory. We structure current research efforts by organizing complementary non-IT resources into distinct categories, namely strategy, structure, practices, processes, and culture (organizational resources), top management support, internal relations, and external relations (relational resources), worker skill (non-IT human resources), non-IT physical resources, as well as internal funds and external funds (financial resources). Finally, we highlight five important shortcomings in the current literature, such as the predominant use of reductionist approaches or monolithic IT measures, and make actionable recommendations to resolve them.

The Pyramid Model

“…ITBV has been recognized to manifest through conversion processes (see e.g., Gandelman et al 2019) where commodity-like IT resource is converted to a synergistically operating and value enhancing asset embedded (Kohli and Grover 2008) to the organization and individual organizational capabilities within their context (see e.g., Schryen 2013) where alignment (Miller 1996) is pursued with coordinated complementary investments to adjust organizational variables (see review by Cao 2010). Regardless of an extensive and continuously sharpening body of research (see e.g., reviews by Schryen 2013;Schweikl and Obermaier 2022;Zhang and Arun 2021) and development of several configurational multivariate organizational models (see e.g., Cao 2010 andSchweikl andObermaier 2022), the challenge, and a research gap, is in identification of relevant organizational variables (Gandelman et al 2019), understanding of their interdependencies (Cao 2010), and estimation of the performance impact of different configurations (Nevo and Wade 2010). Additionally, feasibility of the prevailing reductionistic approach, especially in empirical investigations, has been questioned and the need for more holistic approach (Fink 2011), where ITBV is the behavior of the system (Ackoff 1999;Churchman 1971), has been emphasized.…”

Analysis of Incoterms and Relational Resources to Improve Competitive Advantage: A Study of Freight Forwarders Company in Indonesia

“…Due to the lengthy development process and significant ambiguity involved, such resources are expensive and difficult for a company's competitors to replicate (Morgan and Hunt, 1999). Study related to relational resources has been widely carried out in various fields and industries (Acharya et al, 2022;Beise-Zee, 2022;Chabowski and Samiee, 2023;Chen and Cooper-Thomas, 2022;Collings and Wright, 2022;Di Milia and Jiang, 2022;Fernandez et al, 2022;Helkkula and Arnould, 2022;Kang and González-Howard, 2022;Kassberg and Dornberger, 2022;Lavender-Stott and Allen, 2023;Lee and Yoo, 2022;Li et al, 2022;Lund and Wang, 2022;Maitlis, 2022;Mugwagwa et al, 2022;Oliver-Blackburn et al, 2022;Ozaslan et al, 2022;Parente et al, 2022;Schweikl and Obermaier, 2022;Seepana et al, 2022;Trygg and Wenander, 2022;Wu et al, 2022). However, the results of studies related to Freight forwarders are still few (Balci et al, 2019;Birkel et al, 2020;Carbone and Stone, 2005;Ferrer et al, 2010;Houé and Murphy, 2018;Shou et al, 2017;Wong and Karia, 2010).…”