This paper investigates the way that firms’ environmental context and organizational structure influence their strategic choices and lead to different capabilities configurations. Drawing on contingency theory and the resource-based view, we explore integrated solutions—an emerging business model in which firms bundle products and services—in the IT sector, which is a particularly appropriate context due to its novelty, high-technology characteristics and implications for capabilities development. This study contributes to research and practice by identifying how organizational and environmental/market factors co-evolve with firms’ strategy and how firms’ distinct strategic decisions lead to differences in capabilities configurations.
Configuring Capabilities for Integrated Solutions: Evidence from the IT Sector
Ceci Federica;Prencipe Andrea
2008-01-01
Abstract
This paper investigates the way that firms’ environmental context and organizational structure influence their strategic choices and lead to different capabilities configurations. Drawing on contingency theory and the resource-based view, we explore integrated solutions—an emerging business model in which firms bundle products and services—in the IT sector, which is a particularly appropriate context due to its novelty, high-technology characteristics and implications for capabilities development. This study contributes to research and practice by identifying how organizational and environmental/market factors co-evolve with firms’ strategy and how firms’ distinct strategic decisions lead to differences in capabilities configurations.File | Dimensione | Formato | |
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