The ¡§Productivity Paradox¡¨ of information technology (IT) has attracted much attention of both managers and researchers of Information Economics, since its appearance in 1988. Many scholars had done numerous researches, with the outcomes coming in different directions. The inconsistence of their conclusions implied that the linear relationship between IT investment and business performance was not stable, let alone enabling managers to realize the reason why businesses couldn¡¦t benefit from investing in IT. The IT Capability view, which comes from the Resource-Based Theory, can succeed in revealing the chaotic relationship between IT investment and business performance. However, related research is not present yet. The integrated investigation of how the construct of IT Capability should be built and the underlying variables are lacking. Therefore, the goal of this article is to develop the constructs and their variables of IT Capability in regard to the Resource-Based Theory so that firms facing the challenge of exploiting IT can have a clear and concise guide. With the survey of more than one hundred IT managers, the analysis showed that IT Capability of a firm should include three dimensions: IT Infrastructure, Human-IT Resources and IT-Enable Intangibles. Ten constructs and thirty-five variables were identified. By formulating this significant intervening variable between IT investment and business performance, the research outcomes can be used in many areas of MIS.

For industries in Taiwan¡A marching toward 21st century indicates the importance of globalization and economics of scale.Through merge and acquisition, Hi-Tech companies attempt to expand their business domain and market share¡A leading to global competitiveness to improve market position in the world. In this wave of competition¡A because of wide-spread use of Internet and promotion by the government¡A the issue that enterprises apply information technology to help management and administration has become essential. In the process enterprises need to organize knowledge and intelligence capital when they implement information technology and organization restructuring. Then benefit of the construction of information system will ferment progressively. In view of this¡A this research tries to utilize the case study research methodology¡A and selects three cases from the Hi-Tech industry: Passive component industry¡A IC packaging industry ¡A and SAP consultant firm. Based on the perspectives of transmitter and recipient¡A the ERP implementation has covered information technology capability ¡A knowledge transfer process ¡A and organizational performance. Although there are differences in ERP implementation experience in these three cases¡A they all want to retain related knowledge in the organization eventually. For this purpose, they have adopted ASAP methodology to guide implementation. choose to channel into the way theory and do for the blueprint with the standard of SAP. No matter the first or the second time during the process of implementation¡A every organization might share the analogy of the break-in and adjustment for the ERP system. Organization memory are gradually formed via system usage and personal experience. More adaptation on the part of the user will bring in fit between system and people. Finally¡A propose four suggestions in accordance with the result of study: 1.While channelling into the new information system¡A effective information science and technology is used; Include the basic resource of science and technology of information and tactics to combine¡A can reduce the unnecessary interrupt in the transmittance process. 2.Information science and technology is related to IT ability maturity to use¡Ahigh ability can solve more difficulty problem¡Aand the industry produced positive influence to that enterprises operate through the application of relevant knowledge after the information system channels into. 3.In order to channel into the case of SAP ERP ¡A the case channels into certain methodology¡A but because the tactics difference ¡A pay to leading precess time and cost¡A cause the influence of a certain degree. 4.In the knowledge transmit process¡A setting-up of the social network between motive¡A trust to the cooperative partner¡A cooperative partner's partner channelling into it¡A knowledge absorbability¡Aetc.¡A it is enterprises that channel into the key factor influencing the performance after the implementaion of ERP system.

Enterprise resource planning (ERP) system is the critical software that streamlines processes and allocates internal resources, so firms can make quick responses to the market. However, not all firms can implement it successfully, so usually consultants are used to aid in the implementation process. Client firms expect consultants to transfer implementation knowledge to inner employees; therefore inner employees can contribute to the implementation process and learn how to maintain ERP systems by themselves. This research studies both consultant¡¦s and client¡¦s factors to achieve knowledge transfer in such complex system implementation. Based on prior researches including the antecedents of knowledge transfer and case studies on it, a sender-receiver model is developed. This model suggests that knowledge transfer is founded on proper mechanisms, which are influenced by consultant¡¦s and client¡¦s factors. Data were collected from both consultants and clients, and 175 samples were valid. Unlike prior studies, this model includes the client¡¦s information technology capability and consultant¡¦s agency behavior. The analysis suggests that knowledge transfer is founded on sound mechanisms, which are influenced by bilateral factors. The analysis also provides support for all 5 hypotheses and 12 of the 21 subhypotheses of bilateral factors, and it confirms two moderating relationships. These results (1) adapt antecedents of knowledge transfer and case findings to a sender-receiver model, (2) enhance the goodness of model by integrating antecedents and case findings, (3)incorporate new IS-related constructs and measures in an integrated model. This model can be applied to ERP implementation and other knowledge-outsourced IS contexts.

行動科技越來越廣泛地應用在我們的日常生活。不僅使用於溝通方面，對企業活動也有了很大的改變。隨著無線傳輸技術的進步，商業資訊可以立即傳遞到每一個人的手持設備，而不受時間地點的限制。許多公司試著採用這種方便的技術，作為他們新的服務策略。本篇基於Star Model架構的背景，研究公司採用行動服務為一種新的策略時，所應該具備的能力。根據個案研究的結果，我們發現了展覽組織者在採用行動服務應注重的一些關鍵因素：一個良好的IT環境、全組織學習、對市場的快速反應、靈活的結構、彈性流程、良好的訓練體系，以及一個適當的獎勵制度。 / The mobile technology is applied in more and more aspects in our daily life. It is used not only in communication, but also business activities. With the great progress of wireless transmission, commercial information can be delivered to one’s handheld devices immediately, no matter where he or she is. Many companies attempt to introduce such convenient technology as their new strategy to perform their real-time services. Individual-oriented information delivery is also a beneficial function for these companies. This research examined the star-model framework in the context of mobile service as a new strategy. With a case study, we found some critical factors that an exhibition organizer should focus on when implementing a mobile IT project: a good IT environment, company-wide learning, quick response, flexible structure, elastic processes, a good training system, and an appropriate performance-based reward system.

The link between information technology (IT) and competitive advantage has been the preoccupation of many IT researchers. IT plays a key role as a necessary, but not sufficient, source of value. Prior research has in most cases investigated the direct link between IT and competitive advantage. Other researchers have examined the effect of IT on mediating factors (such as firm strategy) or applied higher order IT support for core competences in their research constructs. Only a few have recognised the potential of IT in enabling dynamic capabilities. This thesis argues that the dynamic capability perspective of strategic management provides a better insight into how IT, beyond its traditional role, needs to be converted into a higher order resource to deliver competitive advantage. The objectives of the study are therefore: (1) to apply the concept of the dynamic capability perspective to the IT-competitive advantage research in order to explicate the strategic role of IT in attaining competitive advantage; and (2) to examine the antecedent capabilities and competences that may lead towards developing adaptive IT capability. This study proposes and empirically tests a dynamic capability-based model of IT and competitive advantage. The proposed model posits adaptive IT capability as a mediating higher order resource that relies on IT capabilities (infrastructure, personnel and management) and IT support for core competences (operational and market) to influence a firm's competitive position (competitive edge in market and financial performance). The model also hypothesises that IT support for core competences can lead to competitive advantages. To test the model, data were collected from a cross- sectional sample of 203 medium- and large-sized Australian organisations. Descriptive and analytical (structural equation modelling) tools were employed to test both the measurement and structural models. The findings reveal that the developed model explained 28% of the variance in competitive advantage, 72% for adaptive IT capability, 51% for IT support for operational and market competence, demonstrating the strategic role of adaptive IT capabilities as sources of competitive advantage. This indicates that those firms that deploy IT for creating operational and market competences require a further capacity to rebuild and reconfigure their resources to improve market and financial performance. Thus, it appears that the impact of IT support for core competences on competitive advantage is not direct, but indirect through adaptive IT capability. Several IT capabilities and competences were identified as antecedents for building adaptive IT capabilities. This PhD study's main contribution lies in bridging a research gap by developing and empirically testing a model of adaptive IT capability that measures how IT can enable firms' dynamic capabilities. The model includes both the antecedent factors that build the higher order resource of adaptive IT capability (upstream factors) as well as the effect on competitive advantage (downstream factors). Practitioners can benefit from the results of this study in terms of the ramifications for investment decisions as well as to benchmark where they stand with their IT in terms of potential for value creation and business support.

This study empirically examines the impact of IT capability on firms' performance and evaluates whether firms' IT capabilities play a role in improving employee capability, customer value, customer satisfaction, and ultimately business performance. The results were based on comparing the business performance of the IT leader companies with that of control companies of similar size and industry. The IT leader companies were selected from the Information Week 500 list published annually from 2001 to 2004. For a company to be selected as IT leaders, it needed to be listed at least twice during the period. Furthermore, it had to be listed in the American Customer Satisfaction Index (ACSI) so that its customer satisfaction level could be assessed. Standard & Poor's Compustat and the ACSI scores were used to test for changes in business performance. The study found that the IT leaders had a raw material cost measured by cost-of-goods-sold to sales ratio (COGS/S) than the control companies. However, it found no evidence that firms' IT capability affects employee capability, customer value, customer satisfaction, and profit. An important implication from this study is that IT becomes a commodity and an attempt to gain a competitive advantage by overinvesting in IT may be futile.

無 / Facing today’s highly competitive market and changed business environment, whether the company has the capability to implement successful inter-organizational information systems to achieve efficient supply chain management becomes a significant issue. To fulfill this need, this research aims to develop a framework for measuring the IOS capability. After company interviews, our proposed framework is simplified to measure four IOS capabilities: (1) physical assets, (2) path dependency, (3) relational intangibles (trust and complementary resources), and (4) market power. We propose that firms with these IOS resources can have higher IOS usage, which in turn creates greater IOS performance. / A general survey is then conducted in the Taiwan PC industry to validate our proposed framework. The instrument was tested for validity and reliability properties, and multiple linear regression was used for testing our hypotheses. The results indicate that physical IT assets and relational specific intangibles are positively related with IOS usage. On the other hand, path dependency and market power do not have significant impact on IOS usage. We further explore the relationships between the IOS capabilities and firm performance. The result indicates firms with more IOS usage are more likely to achieve better firm performance. These results can further be examined in a more industry-wide survey in the future. The researchers can also build upon this model to further examine the factors that are discovered.

Many studies have explored service innovations regarding the use of information technologies, yet few have addressed the strategic leveraging in IT investment for sustaining competitiveness. The objective of this paper is to examine different strategies that firms have applied in leveraging advanced information technologies for service innovation in highly competitive market. The analysis of strategy is developed based on two dimensions: (1) IT capability, referring to a firm’s ability to deploy IT-based resources, combined with (2) the firm’s complementary resources including customer and supplier relationships, financial capital. We investigate the convenience-store industry and telecommunication industry in Taiwan, are observed to be in the intensive competitive market in terms of the reduced sales growth, intensively innovations undertaken. The case analysis reveals that there are four types of strategies firms apply in leveraging IT for competitiveness: predator, inventor, follower, and hedger. We also found the transition of strategies for IT-enabled service innovation with resource reconfigurated as market evolved. We further identify the resource reconfiguration mechanism occur in the achievement of their sourcing approaches. Generally, this research explains firms’ continuous strategic changes and resource reconfiguration to sustain the advantages of IT-enabled service innovation in competitive market. We suggest a strategy model that includes the issues of the strategy content, path of strategy transitions, resource reconfiguration mechanisms, and resource sourcing approaches. This model provides a guideline for firms to decide their strategies towards different IT-enabled service innovations with the strategic resource configuration changes.