How information systems help create OM capabilities: Consequents and antecedents of operational absorptive capacity

• Published in: Journal of operations management 2013-09, Vol.31 (6), p.409-431
• Main Authors: Setia, Pankaj, Patel, Pankaj C.
• Format: Article
• Language: English
• Subjects: Absorptive capacity; Absorptivity; Business; Construction; Design engineering; Environmental complexity; Information systems; Information systems capabilities; Information technology; Knowledge management; Operational absorptive capacity; Operations management; Operations research; Organizations; Strategic IT alignment; Studies; Tobin's Q
• ISSN: 0272-6963; 1873-1317
• DOI: 10.1016/j.jom.2013.07.013

In contemporary business environments, the ability to manage operational knowledge is an important predictor of organizational competitiveness. Organizations invest large sums in various types of information technologies (ITs) to manage operational knowledge. Because of their superior storage, processing and communication capabilities, ITs offer technical platforms to build knowledge management (KM) capabilities. However, merely acquiring ITs are not sufficient, and organizations must structure information system (IS) designs to leverage ITs for building KM capabilities. We study how technical and strategic IS designs enhance operational absorptive capacity (OAC) – the KM capability of an operations management (OM) department. Specifically, we use a capabilities perspective of absorptive capacity to examine potential absorptive capacity (POAC) and realized absorptive capacity (ROAC) capabilities – the two OAC capabilities that create and utilize knowledge, respectively. Our theory proposes that integrated IS capability, – an aspect of technical IS design – is an antecedent of POAC and ROAC capabilities, and business-IT alignment – an aspect of strategic IS design – moderates the relationship between integrated IS capability and ROAC capability. Combining data gleaned from a multi-respondent survey with archival data from COMPUSTAT, we test our hypotheses using a dataset from 153 manufacturing organizations. By proposing that IS design enables an OM department's KM processes, i.e., the POAC and ROAC capabilities, our interdisciplinary theoretical framework opens the “black box” of OAC and contributes to improved understanding of IS and OM synergies. We offer a detailed discussion of our contributions to the literature at the IS-OM interface and implications for practitioners.