The Resource-Based View of IT Business Value: Complementary Investments or Embedded Knowledge?

Vishnu Vinekar () and James T. C. Teng ()
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Vishnu Vinekar: Department of Information Systems & Operations Management, Charles F Dolan School of Business, Fairfield University 1073 N Benson Rd Fairfield CT 06824, USA
James T. C. Teng: Department of Information Systems & Operations Management, College of Business Administration, University of Texas at Arlington, 701 S Nedderman Dr. Arlington TX 76019, USA

Journal of Information & Knowledge Management (JIKM), 2012, vol. 11, issue 01, 1-13

Abstract: This paper tests a primary postulate of the Resource-Based View (RBV) of Information Technology (IT) business value. From this perspective, IT is not rare but pervasive, and it is only the combination of investments with other resources that makes the investment inimitable. Therefore, the effect of IT on firm performance cannot be direct effects, but rather firm performance can only be affected when IT expenditures are combined with other investments. This study tests this theory using panel data of large firms spanning seven years. Firm-level data is gathered from Compustat and matched to Information Systems (IS) Budget data. The results do not support the RBV postulate that IT Expenditure cannot have direct competitive advantage but must be combined with expenditure on other assets to effect firm performance. Instead, the results support the opposing hypotheses: IT expenditure and capital expenditures have independent, direct effects on firm revenue as well as firm profit, even in the presence of the interaction variable. The results imply that IT investments may be a source of direct competitive advantage, unlike the postulate of the RBV theorists. This may be because an IT system has embedded knowledge and creates knowledge, making it rare and imperfectly imitable. Rather than investing in generic IT systems and trying to obtain uniqueness from investments in complementary resources, firms can try embedding firm-specific knowledge when designing or modifying their systems and using their systems to create knowledge. This is the first study to test the RBV postulate that value from IT comes only with the combination of IT investments and investments in other assets and not from direct effects. By disproving this postulate, this study opens the door to new hypotheses based on knowledge in and from IT systems.

Keywords: IT business value; resource-based view; direct effects; interaction effects; knowledge effects (search for similar items in EconPapers)
Date: 2012
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Citations: View citations in EconPapers (1)

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DOI: 10.1142/S0219649212500050

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