Higher Order vs. Lower Order Complementarities: Assessment of their Relative Impact on Organizational Agility
نویسندگان
چکیده
Introduction The business value research, after the initial findings of missing impact of IT systems, has focused on alternate mechanisms that affect performance of IT systems (Loveman 1994, Barua and Mukhopadhayay 2000, Brynjoffsson and Hitt 1996). Amongst the various processes that affect the value realization of IT, a critical factor is related to the complementary processes and mechanisms that may interact with IT systems (Barua and Mukhopadhayay 2000, Milgrom and Roberts 1990, 1995, Barua and Whinston 1998). This complementary interaction has been identified as the missing process that led to the non-realization of the value, or its measurement, in the earlier productivity studies.
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