Toward a Characterisation of the Maturity of Organisational Online Capabilities: The Case of Hotel Distribution in Morocco

Conference paper

Abstract

Applying the resource-based view (RBV), this article examines two organisational capabilities in the hotel distribution sector: strategic alignment and dynamic capabilities. Exploratory interviews conducted with business managers (BMs) and technology managers (TMs) from the hotel sector allowed to operationalise three constructs used in this research: the maturity of strategic online alignment, the maturity of dynamic online capabilities, and organisational performance. A subsequent questionnaire survey administered among BMs and TMs from 101 hotels in Morocco then allowed to validate the three hypotheses of this research: H1 Strategic alignment maturity has a direct and positive effect on the maturity of dynamic online capabilities; H2 The maturity of dynamic online capabilities is significantly linked to organisational performance; H3 The maturity of strategic online alignment is significantly linked to organisational performance.

Keywords

Strategic alignment maturity Maturity of dynamic capabilities Organisational performance Internet Hotel Morocco 

References

  1. Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120.CrossRefGoogle Scholar
  2. Benbasat, I., Dexter, A., & Mantha, R. (1980). Impact of organizational maturity on information system skill needs. MIS Quarterly, 4(1), 21–34.CrossRefGoogle Scholar
  3. Bergeron, F., Raymond, L., & Rivard, S. (2004). Ideal patterns of strategic alignment and business performance. Information and Management, 41(8), 1003–1020.CrossRefGoogle Scholar
  4. Bharadwaj, A. (2000). A resource-based perspective on information technology and firm performance: An empirical investigation. MIS Quarterly, 24(1), 169–196.CrossRefGoogle Scholar
  5. Carter, M. C., Hoffman J. J. & Culien J. (1994). The Effects of Computer Technology and decision-making structure on organizational performance: A dual-core model approach. The Journal of High Technology Management Research 5(1), 59–76.Google Scholar
  6. Chan, Y., & Reich, B. (2007). Alignment: What have we learned? Journal of Information Technology, 22, 297–315.CrossRefGoogle Scholar
  7. Chan, Y. E., Huff, S. L., Barclay, D. W., & Copeland, D. G. (1997). Business strategic orientation, information systems strategic orientation, and strategic alignment. Information Systems Research, 8(2), 125–150.CrossRefGoogle Scholar
  8. Chan, Y. E., Sabherwal, R., & Thatcher, J. B. (2006). Antecedents and outcomes of strategic IS alignment : An empirical investigation. IEEE Transactions on Engineering Management, 53(1), 27–47.CrossRefGoogle Scholar
  9. Ciborra, C. U. (1997). De profundis? Deconstructing the concept of strategic alignment. Scandinavian Journal of Information Systems 9(1).Google Scholar
  10. Delone, W. H., & Mclean, E. R. (1992). Information systems success: The quest for the dependant variable. Information Systems Research, 3(1), 60–95.CrossRefGoogle Scholar
  11. Desq, S., Fallery, B., Reix, R., & Rodhain, F. (2002). 25 Ans de recherches en systèmes d’information. Systèmes d’information et management, 3(7), 5–31.Google Scholar
  12. Donaldson, L. (2001). The contingency theory of organizations. In R. G. Eccles & N. Nohria (Eds.), Beyond the hype: Rediscovering the essence of management. Boston: Harvard Business School Press.Google Scholar
  13. Drazin, R., & Van de Ven, A. H. (1985). Alternative forms of fit in contingency theory. Administrative Science Quarterly, 30, 514–539.CrossRefGoogle Scholar
  14. Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: What are they? Strategic Management Journal, 21(10/11), 1105–1121.CrossRefGoogle Scholar
  15. Grant, R. M. (1991). The resource-based theory of competitive advantage: Implications for strategy formulation. California Management Review, 114–135.Google Scholar
  16. Helfat, C. E., & Peteraf, M. A. (2003). The dynamic resource-based view: Capability lifecycle. Strategic Mangement Journal, 24(10), 997–1010.Google Scholar
  17. Helfat, C., Finkelstein, S., Mitchell, W., Peteraf, M., Singh, H., Teece, D., et al. (2007). Dynamic capabilities: Understanding strategic change in organizations. Malden: Blackwell.Google Scholar
  18. Henderson, J. C., & Venkatraman, N. (1993). Strategic alignment: Leveraging information technology for transforming organizations. IBM Systems Journal, 32(1), 4–16.CrossRefGoogle Scholar
  19. Horwath HTL (2009). Horwath HTL Hotel Year Book 2009. Retrieved from http://horwathhtl.com/category/publications/hotel-year-books/.
  20. Huang, C. D., & Hu, Q. (2007). Achieving IT-business strategic alignment via enterprise-wide implementation of balanced scorecards. Information Systems Management, 24(2), 173–184.CrossRefGoogle Scholar
  21. Kearns, G. S., & Sabherwal, R. (2007). Strategic alignment between business and information technology: A knowledge-based view of behaviors, outcome, and consequences. Journal of Management Information Systems, 23(3), 129–162.CrossRefGoogle Scholar
  22. Lorino, P. (1997). Méthodes et pratiques de la performance. Edition d’Organisations.Google Scholar
  23. Luftman, J. & Kempaiah, R. (2007). An update on business-IT alignment: “A line” has been drawn. MIS Quarterly Executive 6(3).Google Scholar
  24. Luftman, J. & Brier, T. (1999). Achieving and sustaining business-IT alignment. California Management Review 1, 109–122.Google Scholar
  25. Luftman, J. (2000). Assessing business-IT alignment maturity. Communications of the AIS, 4(14), 1–50.Google Scholar
  26. Mata, F. J., Fuerst, W. L., & Barney, J. B. (1995). Information technology and sustained competitive advantage: A resource-based analysis. MIS Quarterly, 19(4), 487–505.CrossRefGoogle Scholar
  27. Moore, G. C., & Benbasat, I. (1991). Development of an instrument to measure the perceptions of adopting an information technology innovation. Information Systems Research, 2(3), 192–222.Google Scholar
  28. Raymond, L., Croteau A.-M., Bergeron, F. (2010). La performance des TI expliquée par leur rôle stratégique, leur gestion et leur utilisation. 15em Colloque de l’association information et management (AIM), La Rochelle, France, 1–15.Google Scholar
  29. Reich, B. H. & Benbasat, I. (1996). Measuring the linkage between business and information technology objectives. MIS Quarterly 20(1).Google Scholar
  30. Sabherwal, R., & Chan, Y. (2001). Alignment between business and IS strategies: A study of prospectors, analyzers, and defenders. Information Systems Research 12(1): 11–33.Google Scholar
  31. Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509–533.CrossRefGoogle Scholar
  32. Venkatraman, N. (2000). Five steps to a dot-com strategy: How to find your footing on the web. Sloan Management Review, 41(3), 15–28.Google Scholar
  33. Wernerfelt, B. (1984). A resource-based view of the firm. Strategic Management Journal, 5, 171–180.CrossRefGoogle Scholar

Copyright information

© Springer International Publishing Switzerland 2013

Authors and Affiliations

  1. 1.School of ManagementUniversité du Québec à MontréalMontrealCanada

Personalised recommendations