An expanded paradigm is needed to explain how competitive advantage is gained and held. Firms resorting to 'resource-based strategy' attempt to accumulate valuable technology assets and employ an aggressive intellectual property stance. However, winners in the global marketplace have been firms demonstrating timely responsiveness and rapid and flexible product innovation, along with the managem...

Business intelligence (BI) is one of the technology areas that have grown tremendously. It describes a set of concepts and methods based on data for improving business decision making. BI capabilities have become one of the important business and technical capabilities. However, BI capabilities have remained largely unexamined in academic literature. Current understandings of BI capabilities ar...

In this chapter, the authors first define a knowledge organization in the context of the knowledge-based view of the firm described in chapter 1. As business intelligence has emerged as a key pillar of highly competitive knowledge organizations, its use as a foundation for knowledge creation and application in service business is then discussed. This is followed by a discussion of the evolution...

We examine the content of continuous improvement strategies and identify infrastructure decision areas that are important for continuous improvement initiatives. We present a framework of infrastructure based on the idea that continuous improvement can serve as a dynamic capability when it includes a comprehensive organizational context. Further, we study continuous improvement initiatives in f...

Many organisations still have difficulty obtaining value from their IT spend. The literature indicates that two ways of improving this situation is via better strategic business/IS alignment and the development of a dynamic IS capability. It is argued that the development of these skills occurs within a complex, dynamic social system and have the characteristics of wicked problems and are poorl...