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The strategic innovation alignment (Zoubeir)

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The strategic innovation alignment (Zoubeir)

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Using the paper of Joshi et al (2010) as a basis of discussion, I argue that the introduction of a concept of fit between the innovation and the strategic orientation of the firm might capture best the causal link between the IT enabled knowledge capabilities and the firm performance especially if we focus on the role of the IT-SIC.

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IT Alignment, IT Adaptability, and Agility:Missing Fits in their inter-related mechanisms

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IT Alignment, IT Adaptability, and Agility:Missing Fits in their inter-related mechanisms

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Studies on IT ambidexterity have proposed various conceptual fits of IT alignment and IT adaptability to provide explanations on why and how IT impedes or fosters organizational agility and contributes on firm performance as intermediators. However, a clear understanding on how IT alignment and IT adaptability are interrelated and how they are affecting organizational agility is not yet provided even there are great necessities of studying their interrelations and mechanisms of influencing agility to understand link between IT capability, organizational agility, and firm performance. Therefore, we aim to find missing conceptual fits of IT alignment and IT adaptability and to propose conceptual fits of IT alignment and IT adaptability along with their links with organizational agility. The short paper synthesizes three papers deliberating  the link between IT alignment, IT adaptability, and organizational agility (Lee et al. 2015; Lu and K. Ramamurthy 2011; Tallon and Pinsonneault 2011). First, we distinguish different conceptual fits of IT alignment and IT adaptability in the prior three studies (Appendix 1.). Second, we identify important missing conceptual fits of IT alignment and IT adaptability on their mechanisms of driving organizational agility. Lastly, we propose new conceptual fits of IT alignment and IT adaptability.

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IT Ambidexterity: how can we reach an optimal balance between exploitation and exploration? (Marie-Noëlle)

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IT Ambidexterity: how can we reach an optimal balance between exploitation and exploration? (Marie-Noëlle)

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The articles by Lee et al. (2015) and Joshi et al. (2010) both raise the importance for organizations of both exploring and exploiting their resources to enhance performance. While studying the effect of this ambidexterity on organizational performance allowed to confirm the importance of pursuing both processes, we are left wondering how to reach a good balance between the two. I believe that studying the individual impact of each process on organizational performance, as well as the effect of contextual moderators on those impacts, would allow firms to aim for a balance that would be optimal to their context.

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Paper introducing "convergent innovation" and technology as a key enabler.

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Cameron: Exploring knowledge convergence as an enabler of firm-level agility and innovation

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Cameron: Exploring knowledge convergence as an enabler of firm-level agility and innovation

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Technology has been described as a key enabler of convergent innovation, but the mechanisms/pathways  through which technology can impact convergent innovation are not defined. I propose that if we create a "knowledge convergence" construct, we can study the impact of trans-disciplinary and cross-sectoral knowledge on the agility and innovation pathways described by Joshi (2010) and Park (2016) by feeding into IT-PACAP and sensing capabilities respectively. This framework sets up theoretical foundation for expansion and subsequent empirical work.

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Saeed: Agility as a capacity rather than a capability

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Saeed: Agility as a capacity rather than a capability

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In this short paper, I have gone over SIngh et al (2013) proceeding paper which defines agility as a capacity.

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1. Discussion: what is agility?
How do the different authors define/ conceptualize agility?

2. Joshi et al. (2010)
Why a paper on innovation during a session on agility?

3. Park et al. (2016)

*10 AM = BREAK*

4. Lee et al. (2015)

5. Tallon & Pinsonneault (2011)

6. Lu & Ramamurthy (2011)

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Meaghan: The role of managerial/organizational capabilities and structuration in volatile environments

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Meaghan: The role of managerial/organizational capabilities and structuration in volatile environments

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I argue that the theorizing that is anchored in a capabilities perspective, as seen implicitly in Park et al. (2016) and explicitly in Lee et al. (2015), exemplifies the dual nature of IT as both an objective reality and socially constructed project, incorporating aspects of both strategic choice and technological imperative (Orlikowski 1992, 424). However, given that these authors find that their mediating constructs anchored in either human or organizational ability gain in importance as the environment grows more volatile, I advance that the complexities introduced by an increasingly IT-driven digital world in fact place greater emphasis on strategic choice. In other words, the more our reality is mediated and transformed by technology, the greater the importance of human and organizational agency.

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How Does IT Ambidexterity Impact Organizational Agility?

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UNDERSTANDING THE LINK BETWEEN INFORMATION
TECHNOLOGY CAPABILITY AND ORGANIZATIONAL AGILITY: AN EMPIRICAL EXAMINATION

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COMPETING PERSPECTIVES ON THE LINK BETWEEN STRATEGIC INFORMATION TECHNOLOGY ALIGNMENT AND ORGANIZATIONAL AGILITY: INSIGHTS FROM A MEDIATION MODEL

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The Role of Business Intelligence and Communication
Technologies in Organizational Agility: A Configurational Approach

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Changing the Competitive Landscape: Continuous Innovation Through IT-Enabled Knowledge Capabablity