Paper Number
2024
Paper Type
Completed
Description
Although achieving strategic distinctiveness is critical for firms in dynamic industries, where the competitive landscape and market conditions frequently change, there is a paucity of research on the impact of information technology (IT) on a firm’s strategic conformity (or distinctiveness). Motivated by the importance of strategic conformity and emergence of novel technologies, we draw on institutional theory and hypothesize that IT Novelty positively impacts strategic conformity. Second, drawing on resource-based view, we hypothesize that market dynamism and competitive dynamism negatively moderate the effect of IT Novelty on strategic conformity. Third, we hypothesize that the moderating impact is stronger for market dynamism than competitive dynamism. We find support for our hypotheses using a fifteen-year dataset from over 300 U.S. manufacturing firms. Our study contributes to theory and managerial practice by combining institutional and resource-based view perspectives to examine how IT Novelty shapes a firm’s strategic conformity, particularly in dynamic industry conditions.
Recommended Citation
Chaturvedi, Devina; Kathuria, Abhishek; Andrade, Mariana; and Saldanha, Terence, "Navigating the Paradox of IT Novelty and Strategic Conformity: The Moderating Role of Industry Dynamism" (2023). ICIS 2023 Proceedings. 14.
https://aisel.aisnet.org/icis2023/gov_strategy/gov_strategy/14
Navigating the Paradox of IT Novelty and Strategic Conformity: The Moderating Role of Industry Dynamism
Although achieving strategic distinctiveness is critical for firms in dynamic industries, where the competitive landscape and market conditions frequently change, there is a paucity of research on the impact of information technology (IT) on a firm’s strategic conformity (or distinctiveness). Motivated by the importance of strategic conformity and emergence of novel technologies, we draw on institutional theory and hypothesize that IT Novelty positively impacts strategic conformity. Second, drawing on resource-based view, we hypothesize that market dynamism and competitive dynamism negatively moderate the effect of IT Novelty on strategic conformity. Third, we hypothesize that the moderating impact is stronger for market dynamism than competitive dynamism. We find support for our hypotheses using a fifteen-year dataset from over 300 U.S. manufacturing firms. Our study contributes to theory and managerial practice by combining institutional and resource-based view perspectives to examine how IT Novelty shapes a firm’s strategic conformity, particularly in dynamic industry conditions.
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Comments
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