Author List: Tanriverdi, Hôseyin;
MIS Quarterly, 2005, Volume 29, Issue 2, Page 311-334.
Business value of information technology is an enduring research question. The elusive link between IT and financial firm performance calls for further research into intermediate organizational variables through which IT may influence firm performance. This study proposes that knowledge management (KM) is a critical organizational capability through which IT influences firm performance. In the context of multibusiness firms, the study examines how the IT resources of a firm should be organized and managed to enhance the firm's KM capability, and whether and how KM capability influences firm performance. The study develops two hypothesizes: (1) IT relatedness of the firm's business units enhances cross-unit KM capability: (2) KM capability, in turn, leads to superior firm performance. Data from 250 Fortune 1000 firms provide empirical support for these hypotheses. IT relatedness of business units enhances the cross-unit KM capability of the firm. The KM capability creates and exploits cross-unit synergies from the product, customer, and managerial knowledge resources of the firm. These synergies increase the financial performance of the firm. IT relatedness also has significant indirect effects on firm performance through the mediation of KM capability.
Keywords: complementarity; coordination; corporate performance; diversification; IT relatedness; knowledge management capability; multibusiness firms; synergy
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#59 0.634 capabilities capability firm firms performance resources business information technology firm's resource-based competitive it-enabled view study value infrastructure results organizational model
#93 0.190 performance results study impact research influence effects data higher efficiency effect significantly findings impacts empirical significant suggest outcomes better positive
#144 0.064 knowledge transfer management technology creation organizational process tacit research study organization processes work organizations implications practice explicit models consultants transfers
#252 0.063 management practices technology information organizations organizational steering role fashion effective survey companies firms set planning focus committees executives managing committee