Resilience as a Source of Competitive Advantage for Small Information Technology Companies

Webb, Brian; Schlemmer, F.C.

doi:10.1007/0-387-34410-1_12

Cited by 11 publications

(22 citation statements)

References 51 publications

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“…Although the model did not reveal a complete mediation, however, the findings strongly support the partial mediating effect of CA. The results provide empirical support for the perspective of Abbas and Raja (2015), Gilbert, Eyring, and Foster (2012), and Webb and Schlemmer (2006), in deeming resilience as a headspring of CA. The results signify that smart organizations create CA by developing individual resilience among employees, teams, and the systems and processes of their organization in order to increase their OE.…”

Section: Discussionsupporting

confidence: 61%

Probing the Links Between Team Resilience, Competitive Advantage, and Organizational Effectiveness: Evidence from Information Technology Industry

Sharma

2020

Business Perspectives and Research

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Modern business environment throws hard punches not just at an individual level but at team level too. In today’s sweeping and highly complex environment, top teams need to be more than just high performers. They need to adapt and thrive, regardless of the turbulence they face. Research revealed that resilient teams can be more agile and adjust easily with the varying demands of its market. Appreciating the importance of resilience in team-context, this study examined the relationship among team resilience (TR), competitive advantage (CA), and organizational effectiveness (OE). Using descriptive research design data were collected from 300 employees aggregated into 71 teams from 18 IT firms located in Northern India. Statistical analyses found a significant relationship between TR and OE. CA was found to be a partial mediator among the relationship between TR and OE. Findings underline the strength of a relationship and predictive ability of various dimensions of TR with OE and CA. Based on the empirical results, the researcher proposed a Team Resilience Building Framework (TRBF). The organizations may benefit from the research findings in terms of devising the strategies to enhance resilience capacity of their teams.

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Section: Discussionsupporting

confidence: 61%

Probing the Links Between Team Resilience, Competitive Advantage, and Organizational Effectiveness: Evidence from Information Technology Industry

Sharma

2020

Business Perspectives and Research

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“…The main objective of this paper is to theoretically and empirically establish the linkage between data analytics, supply chain resilience and competitive advantage. While prior studies, have supported linkage between resilience and competitive advantage (Sheffi, 2005;Webb and Schlemmer, 2006), data analytics and resilience Mandal, 2017) and data analytics and competitive advantage (Chen et al 2012;Akter et al 2016;Srinivasan and Swink, 2018). What is less understood is that how data analytics capability impacts supply chain resilience and competitive advantage.…”

Section: Theoretical Framework and Hypotheses Developmentmentioning

confidence: 98%

Empirical investigation of data analytics capability and organizational flexibility as complements to supply chain resilience

Dubey

Gunasekaran

Childe

et al. 2019

International Journal of Production Research

565

536

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The supply chain resilience and data analytics capability has generated increased interest in academia and among practitioners. However, existing studies often treat these two streams of literature independently. Our study model reconciles two different streams of literature: data analytics capability as a means to improve information-processing capacity and supply chain resilience as a means to reduce a ripple effect in supply chain or quickly recover after disruptions in the supply chain. We have grounded our theoretical model in the organizational information processing theory (OIPT). The four research hypotheses are further tested using responses from 213 Indian manufacturing organizations collected via a survey-based pre-tested instrument. We further test our model using variance based structural equation modelling, popularly known as PLS-SEM. All of hypotheses were supported. The findings of our study offer a unique contribution to information systems (IS) and operations management (OM) literature. The findings further provide numerous directions to the supply chain managers. Finally, we note our study limitations and provide further research directions.

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“…Issue of alignment SMEs are struggling with aligning their application software packages with their business imperatives (Olatokun & Kebonye, 2010;Webb & Schlemmer, 2006). A study by Ismail and King (2007) on manufacturing SMEs in Malaysia indicated that the level of IT sophistication together with the IT knowledge of SME owners and management influences the capability of alignment and ultimately plays a role in business system failure.…”

Section: Strategic Business Imperatives Basic Operation Requirementsmentioning

confidence: 99%

“…In a study on small IT companies, Webb and Schlemmer (2006) followed the same criteria of the Commission of the European Communities by limiting SMEs included in their study to those with 250 employees. Their study was narrowed by only researching SMEs that were making use of online selling platforms.…”

mentioning

confidence: 99%

Addressing The Challenge Of Strategic Alignment Faced By Small And Medium-Sized Entities During The Selection Of Accounting Software Packages

Bishop

2016

IBER

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Alignment between an entity’s strategic business objectives and its information systems (ISs) has recently received research attention. Currently, small and medium-sized entities (SMEs) still face the challenge of successfully aligning their strategic business objectives with their ISs. Various small generic accounting software packages are available for purchase by SMEs. These accounting packages all have functionalities that enable SMEs to keep proper accounting records. However, due to their generic nature, these accounting packages do not always have sufficient functionalities to drive the SMEs’ strategic business objectives, resulting in IS misalignment. Not selecting the correct accounting software package will result in the accounting software not addressing the strategic business needs of the SME. The purpose of this study is to review and discuss the challenges faced by SMEs when selecting generic accounting packages and to develop a mapping between strategic business objectives commonly found within SMEs and software package functionalities that SMEs can refer to during the selection and implementation of new accounting software packages. This is accomplished on a non-empirical basis through a review of pertinent literature. In order for a SME to select the correct accounting software package, it is important that it invest time and effort in considering the software functionalities provided by the software package and map it against its strategic business imperatives to prevent failure of the package.

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Resilience as a Source of Competitive Advantage for Small Information Technology Companies

Abstract: Resilience

Cited by 11 publications

References 51 publications

Probing the Links Between Team Resilience, Competitive Advantage, and Organizational Effectiveness: Evidence from Information Technology Industry

Probing the Links Between Team Resilience, Competitive Advantage, and Organizational Effectiveness: Evidence from Information Technology Industry

Empirical investigation of data analytics capability and organizational flexibility as complements to supply chain resilience

Addressing The Challenge Of Strategic Alignment Faced By Small And Medium-Sized Entities During The Selection Of Accounting Software Packages

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