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Gaining Competitive Advantage from Digital Data Genesis Dynamic Capability: the Moderating Role of Environmental Turbulence

Author

Listed:
  • Elisabetta Raguseo

    (Polito - Politecnico di Torino = Polytechnic of Turin)

  • Claudio Vitari

    (MTS - Management Technologique et Strategique - EESC-GEM Grenoble Ecole de Management)

  • Gabriele Piccoli,

    (UNISS - Università degli Studi di Sassari = University of Sassari [Sassari])

Abstract

Dynamic Capabilities are often considered as the factor justifying the different degrees of success of organizations in turbulent environment. In this pa-per we investigate whether companies that have achieved a Digital Data Genesis dynamic capability hold an IT-based competitive advantage. Further, we evaluate whether environmental turbulence has a moderating effect on this relationship. We based our findings on a survey of 92 Italian companies gathering data in 2011 and 2012. We find that Digital Data Genesis Dynamic Capability has a positive influ-ence on IT-based competitive advantage and that environmental dynamism mod-erates such relationship.

Suggested Citation

  • Elisabetta Raguseo & Claudio Vitari & Gabriele Piccoli,, 2012. "Gaining Competitive Advantage from Digital Data Genesis Dynamic Capability: the Moderating Role of Environmental Turbulence," Working paper serie RMT - Grenoble Ecole de Management hal-00866968, HAL.
    • Handle: RePEc:hal:gemwpa:hal-00866968
    Note: View the original document on HAL open archive server: http://hal.grenoble-em.com/hal-00866968
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    References listed on IDEAS

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    1. Paul A. Pavlou & Omar A. El Sawy, 2006. "From IT Leveraging Competence to Competitive Advantage in Turbulent Environments: The Case of New Product Development," Information Systems Research, INFORMS, vol. 17(3), pages 198-227, September.
    2. Richard Makadok, 2010. "The Interaction Effect of Rivalry Restraint and Competitive Advantage on Profit: Why the Whole Is Less Than the Sum of the Parts," Management Science, INFORMS, vol. 56(2), pages 356-372, February.
    3. Kathleen M. Eisenhardt & Jeffrey A. Martin, 2000. "Dynamic capabilities: what are they?," Strategic Management Journal, Wiley Blackwell, vol. 21(10‐11), pages 1105-1121, October.
    4. Sidney G. Winter, 2003. "Understanding dynamic capabilities," Strategic Management Journal, Wiley Blackwell, vol. 24(10), pages 991-995, October.
    5. David J. Teece & Gary Pisano & Amy Shuen, 1997. "Dynamic capabilities and strategic management," Strategic Management Journal, Wiley Blackwell, vol. 18(7), pages 509-533, August.
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    Cited by:

    1. Claudio Vitari & Federico Pigni, 2014. "DDGS affordances for value creation," Grenoble Ecole de Management (Post-Print) halshs-01923531, HAL.
    2. Claudio Vitari & Federico Pigni, 2014. "DDGS affordances for value creation," Post-Print halshs-01923531, HAL.
    3. Federico Pigni & Claudio Vitari, 2013. "DDGS affordances for value creation," Grenoble Ecole de Management (Post-Print) halshs-01924254, HAL.
    4. Federico Pigni & Claudio Vitari, 2013. "DDGS affordances for value creation," Post-Print halshs-01924254, HAL.

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