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PurposeSuccessfully implementing and exploiting the right information technologies is critical to maintaining competitiveness in today's supply chain. However, simply adopting off‐the‐shelf technologies may not necessarily induce this competitiveness unless the organization combines these technologies with additional complimentary resources. This study draws on the logistics innovation literature, resource‐advantage theory, and the resource‐based view of the firm with the purpose of investigating performance outcomes of logistics information technology (LIT) adoption and the proposed moderating effect of a complimentary resource. The paper posits that combining LIT with positive buyer‐supplier relationships may set the stage for organizations to achieve competitive advantage.Design/methodology/approachA meta‐analysis of 48 studies that report outcomes of EDI or RFID adoption was performed. Regression was used to investigate the moderating effect of the buyer‐supplier relationship on the relationship between LIT adoption and performance outcomes.FindingsThe findings suggest that adoption of LIT promotes enhanced levels of effectiveness, efficiency, and resiliency for the adopting firm and that the quality of the buyer‐supplier relationship moderates the degree of efficiency and resiliency realized via adoption.Research limitations/implicationsThe results of this study suggest that adoption of a logistics innovation by itself may not necessarily produce a sustained competitive advantage. Instead, when combined with complimentary firm resources, the innovation may yield a sustained competitive advantage for the adopting firm.Originality/valueLogistics innovation needs greater theoretical development in the literature. This research extends a foundational logistics innovation model by incorporating relevant theory to propose and test an additional dimension of the model.

AbstractDetermining and assessing the requisite skills of information technology (IT) personnel have become critical as the value of IT has risen in modern organizations. In addition to technical skills traditionally expected of IT personnel, softer skills like managerial, business, and interpersonal skills have been increasingly cited in previous studies as mandatory for these employees. This paper uses a typology of IT personnel skills—technology management skills, business functional skills, interpersonal skills, and technical skills—and investigates their relationships to two information systems (IS) success variables, IS infrastructure flexibility and the competitive advantage provided by IS. The study investigates these relationships using the perceptions of chief information officers (CIOs) from mostly Fortune 2000 companies. The contributions of this study are: IT personnel skills do affect IS success, technical skills are viewed as the most important skill set in affecting IS infrastructure flexibility and competitive advantage, and modularity is viewed as more valuable to competitive advantage than integration. Several explanations are offered for the lack of positive relationships between the softer IT personnel skills and the dimensions of IS success used in this study.

The conduct of information technology (IT) planning processes has been of dominant managerial concern in public and private organizations. Yet, current IT planning research offers little guidance on the types of planning actions and behaviors that are appropriate to organizational contexts. We focus on the conduct of the IT planning process by describing an exploratory research project. The project empirically examined a number of issues associated with managing IT planning within a single large public enterprise, particularly identifying actions and behaviors related to producing quality IT plans.The results of the study yield some useful set of guidelines; most interesting is the importance of building IT infrastructure based on IT sophistication and innovativeness for large agencies to improve plan quality. Other recommendations include having a focused, balanced technology and business planning orientation that incorporates a strategic outlook, support of top management, attention to business planning, and early consensus among planning members.

PurposeThe purpose of the paper is to provide a conceptual/theoretical foundation to enhance the body of knowledge related to supply chain interdependence and technology‐enabled coordination.Design/methodology/approachThe paper heavily engaged itself in the theory/literature related to coordination theory, interdependence theory, interdependence, coordination and supply chain technologies to formulate the theoretical propositions.FindingsFrom the literature/theoretical bases, the paper derived a total (include sub‐components) of eight theoretical propositions related to interdependence, coordination and technology enablers.Research limitations/implicationsWhile technology enabled‐coordination is central to supply chain management, there is a lack of a prescriptive view present in the literature. By deriving insights from the rich literature related to coordination theory and interdependence theory, we provide a theoretical foundation for future research to enhance the body of knowledge related to the systematic application of technology to foster the appropriate coordination strategy.Practical implicationsAlthough empirical support is warranted, the proposed concepts related to technology‐enabled coordination offer pragmatic advice to managers.Originality/valueThe paper provides a theoretical foundation for future research to enhance the body of knowledge related to the systematic application of technology to foster the appropriate coordination strategies.

Theoretical constructs serve important roles in facilitating information
and knowledge flows among, between and within information systems
researchers and practitioners. In order for the benefits of constructs
to be fully exploited, they must be appropriately applied and
operationalized. Describes a controlled field study, examining users′
satisfaction with a decision support system, undertaken to point out the
dangers of misapplying constructs and their measurement scales.
Particular consideration is given to the risks associated with the use
of general instruments in situations where more narrowly focused and
context‐specific instruments are preferred.