Part 2 of a special ‘Lantern’ issue on 3D3C Virtual Worlds of the Journal of Virtual Worlds Research, which I have co-edited, is now available. Part 1 was published in Q1 / 2014 and is available here. Part 2 was published in Q3 / 2014 and is available here.
One of my research papers, co-authored with Mariana G. Andrade Rojas, a Ph.D. candidate at The University of Hong Kong, was recognized at the recent Academy of Management Annual Meeting held in Philadelphia, USA. The Academy of Management is the preeminent professional association of management and organizational scholars and its annual meeting draws more than 10,000 students, academics, scholars, and professionals. The paper, titled “Competitive Brokerage: External Resource Endowment and Information Technology as Antecedents” was conferred the Best Student Paper 1st Runner Up Award by the Organizational Communication & Information Systems Division.
Having a prominent position in a firm’s competition network is a prerequisite for success in the global and embedded environment of the 21st century. In our study, we assert that IT-enabled information management capability, M&A, and strategic centrality act in differing ways to individually and jointly enable firms to obtain such a position. Specifically, we propose the “competitive brokerage” construct to assess firms’ multi-industry competitive positioning and posit that information management capability acts as a substitute for M&A and strategic centrality to attain competitive brokerage. In other words, we posit that an organization’s information technology, acquisitions of other firms and strategic alliances with other organizations endow it with the ability to bridge multiple markets and successfully compete across them with multiple brands.
Analysis of a longitudinal multi-industry competition network supports our assertions. This work offers a novel set of insights to the evolutionary dynamics of network structures literature and the IT business value literature by arguing and empirically demonstrating that in addition to structural elements, firms’ external resource endowment and IT-enabled capabilities influence network positioning.
An abridged version of this paper was accepted for inclusion in the Best Paper Proceedings of the conference (approximately ten percent of all papers are selected as “Best Papers” and accepted for inclusion).
The Business Value of IT is a dominant focus of my research and teaching, and this topic draws heavily from the Resource Based View (RBV). During our discussions on the value of IT in #hkuiom, we often talk about IT resources and capabilities. While the RBV is covered in detail during the Strategic Management courses at the MBA level, it helps to provide the students a brief overview of it as part of the IT resources and capabilities discussion.
Strategy – It’s game of life (Photo credit: Anil Jadhav)
I’ve found the below mini-lecture video by David Kryscynski, my senior colleague from the Emory Doctoral Program, to be very helpful in this endeavor.
In the past, I’ve used these slides (The Resource Based View) to communicate the difference between the ‘5 Forces’ view (something that most audiences are well versed with) and the RBV, along with a brief on how competencies fit into the picture.
The Financial Times is reporting that China is expected to overtake the United States as the world’s largest economy in 2014. India, is now the world’s third largest economy.
These numbers are based on Purchasing Power Parity calculations done by the International Comparison Program of the World Bank. Considered to be the authoritative source for global GDP figures, the first round was conducted in 2005. Results of the second round, in which country GDPs were calculated for 2011, were released today.
The International Comparison Program (ICP) is a worldwide statistical partnership to collect comparative price data and compile detailed expenditure values of countries’ gross domestic products (GDP), and to estimate purchasing power parities (PPPs) of the world’s economies. Using PPPs instead of market exchange rates to convert currencies makes it possible to compare the output of economies and the welfare of their inhabitants in real terms (that is, controlling for differences in price levels).
via ICP 2011: International Comparison Program.
The summary report, available here, states that India’s GDP in 2011 was $5.75 trillion, China’s was $13.5 trillion and the US was $15.52 trillion. In the period 2005-2011, China and India’s economies doubled in size as a percentage of US GDP. China’s GDP grew from 43% to 87% of the size of the US economy, while India went from 19% to 37%. Based on economic growth estimates for the period 2011-2014, it is expected that the China will overtake the US this year.
A surprising finding of the ICP is that India has one of the lowest price level indexes in the world. Or in other words, India has some of the lowest priced goods & services in the world. [This is something the average Indian will find hard to digest due to the double digit inflation witnessed over the past decade!]. Unsurprisingly, India ranks 127 in per capita GDP.
Reading a good novel can boost brain function. A recent research study from Emory University, co-authored by my dissertation co-adviser, Michael Prietula, has found “changes in resting-state connectivity of the brain that persist“. The study used a functional magnetic resonance imaging (fMRI) to identify brain networks associated with reading stories.
The results showed heightened connectivity in the left temporal cortex, an area of the brain associated with receptivity for language, on the mornings following the reading assignments.
Heightened connectivity was also seen in the central sulcus of the brain, the primary sensory motor region of the brain. Neurons of this region have been associated with making representations of sensation for the body, a phenomenon known as grounded cognition. Just thinking about running, for instance, can activate the neurons associated with the physical act of running.
From Emory University
or in other words, the study shows that reading makes you smarter, reading stories makes you even more smarter. This explains why some of us (me included) have to read a story or a research study to ‘kick start’ our brain into ‘writing mode’.
The original study can be accessed here. This news was also covered at Futurity.org and The Independent.
A special ‘Lantern’ issue on 3D3C Virtual Worlds of the Journal of Virtual Worlds Research, which I have co-edited, is now available. The special issue is being published in two parts – Part 1 has been published in Q1 / 2014 and is available here. Part 2 will be published in Q2 / 2014.
Part 1 of JVWR Special Issue
One of my research papers was recently nominated as a candidate for the Best Paper award at the 2012 International Conference on Information Systems (ICIS), the flagship conference and most prestigious gathering of information systems researchers in the world. Titled “Juggling Paradoxical Strategies: The Emergent Role of IT Capabilities”, the paper has been co-authored with Benn Konsynski, the George S. Craft Distinguished University Professor of Information Systems & Operations Management at Emory University. In this study, we assert that in the 21st century, different IT capabilities act in differing ways to individually and jointly enable or impede firms to simultaneously pursue paradoxical strategies as an emergent means of attaining competitive advantage.
Paper presentation at ICIS 2012
Such an ability to follow two conflicting strategies at the same time is termed organizational ambidexterity. Firms which concurrently engage in the paradoxical strategies of exploration (or radical innovation) and exploitation (or incremental innovation) are able to address the needs of new and existing customers and thereby attain higher competitive performance. Our research finds that Transform IT capability, which leads to redefining and recreating business practices, strongly supports this instance of ambidexterity. On the other hand, IT Informate Capability, which results in greater information access across the organization, and IT Automate Capability, which facilitates automation of existing business processes, both hamper ambidexterity by ossifying business processes and reducing flexibility. Transform IT capability reduces these harmful effects. Our findings also suggest that a balance of IT Automate, Informate and Transform capabilities enables organizational ambidexterity, hitherto a challenging competitive possibility.
Data for the study was gathered from 352 manufacturing firms of all sizes in high growth sectors in India – a setting that provides an exemplar for the world’s enterprises undergoing rapid changes in the 21st century. These findings not only showcase the emergent role of IT in facing the complexities inherent in juggling paradoxical strategies, but also throw light upon previously unexplained variance in IT payoffs in the emerging economy and small and medium enterprise contexts.
A link to the paper in the conference proceedings is here.