Appropiating IT-enabled Value over Time
20 important questions on Appropiating IT-enabled Value over Time
What is the sustainability framework?
- Sustainable competitive advantage
- Response lag
- Response lag drivers
- Barriers to erosion
What is sustainable competitive advantage?
- Do not focus on theoretically replicability
- the stronger the advantage how harder it is to imitate
What are resource based views?
Competitive advantage depends upon the charaseristics of these resources.
Can be divided into:
- rare; it is scarce (schaars) and not readily available for acquistion
- Valueable: resources is valuable when its necessery to underpin a value adding strategy whereas they can ad a value proposition that is superior to competitors
- Inimitable;competitors find it impossible or difficult to duplicate
- Non-substituble; competitors are unable to replicate the firms overall value proposition
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What are response lag drivers?
What is the IT-resources barrier? (defenition)
More reliance on preexisting It resources lead to more difficulty in replication
What are the characteristics of the IT-resources barrier?
- IT assets; tangible resources, what the firm HAS, like It infrastructure and Information repositories
- IT capabilities ; like IT techncal skills, management skills and relationship asset (what the firm CAN DO)
What is the complementary-resources barrier?
Acces to complementary resources is prerequisitie to competitive response
What are the characteristics of the complementary-resources barrier?
- Structural resources; used to enact it. dep. strat. in, tangable of intangable.
- Capabilities; how the firm carries out its productive activities. Activity system and business processes.
- External resources; assets that do not reside internally with the firm but accumulate with order firms and with customers. Like brands an distribution channels. When external resources are used; response lag increases and barriers to imitation grow higher
What is the IT-project barrier?
Is divided into;
- IT characteristics of the technology
- implementation process
What are the IT characteristics of the IT project barrier?
- Complexity; a function of the bundle of skills and knowledge necessary to effectively design, develop, implement and use the technology
- Uniqueness, degree of tailoring (maatwerk) the core it, off the shelff vs custom developed
- Visibility; extent to which competitors can easily and directly observer the enabling technology
What are the characteristics of the implementation process IT-project barrier?
Degree of process change; a function of the level of change the IT core induces
Change is riskier when; more departments are involved, more organizational boundaries are crossed.
What is the preemption barrier?
When occuring; competitors must compensate the customer for switching or providy enough additional value to justify the switching costs
What are the characteristics of the pre-emption barrier?
- Switching costs; co specialized tangible investments (the value of the total capital needed to obtain physical assets) or intangable assets like value of time and money to take place in the initiative
What is the pre-emption barrier value systems structure?
- Relationship exclusivity;participants in the value system elect to do business with only one firm. They work either with the leader or the follower, but never with both.
- Concentrade value system link; the market numbers relatively few organizations or consumers to work with
What are the dynamics of sustainability?
Two main dynamics;
- Capability development
- Asset-stock accumulation
How can the sustainability framework be applied?
Two types of questions:
- prerequisite questions
- sustainability question.
What are the possible outcomes of an sustainability framework analysis?
- Develop the It dep. strat. in. idependently.
- develop the initiatiave as a part of consortium (samenwerking)
- Shelve the inititiave
When to develop the IT-dependant strategic initiative independently?
- Strong barriers to erosion exists
- Sustainable advantage can be attained
- Potenntial to gain ROI before imitation.
When to develop the initiative as a consortium (samenwerkingsverband)?
When to shelve the initiative?
Retatliation by competitors will degrade average industry profits (value created is driven to customers by competition).
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