Focus: My research
is concentrated on IS Strategy--how information systems capabilities
affect business strategy and vice versa, an increasingly important field
as argued in my Letter to the Editor
in Harvard Business
N. G. Carr's 2003 article "IT Doesn't Matter."
I have broken IS Strategy research into three sequenced categories:
- IT Innovation -> IS Capabilities: IS Architecture
Design & Management
First, I study the impact of information technology (IT) innovation
(e.g., Web services standards) on information systems (IS) capabilities
(e.g., flexibility, peer-to-peer computing).
- IS Capabilities -> Business Strategy: Convergence
& Digital Business Transformation
Second, I analyze the impact of IS capabilities on business strategy
and performance (e.g., value creation in business networks, e-channels
and customer relationship mgmt.).
- Third, I investigate interaction effects
inherent in IS and business strategy alignment. For example, new IS,
such as Web services, may enable new business models and benefits,
such as reuse and sharing of investments; however, only if competitors
adopt similar IS.
Theory: The research
is based on industrial organization theory, computational organization
theory, theory in information processing, and the decision support systems
literature. Problems are solved through triangulation of qualitative
analysis, economic and structural equation modeling, and computational
Results: All research
projects and publications are listed in chronological order in
the 'Projects' and 'Publications'
categories respectively. They are also arranged in topical form
and can be accessed by clicking on each element of the Figures below.
order to study interaction effects I am participating in the
development of next generation analytic techniques, such as
complex adaptive system (CAS) modeling and laboratory
experiments using computational methods.
Please visit SIGABIS for details.