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This chapter reconsiders commonly held views on the ownership and management of private property, contrasting capitalist and simple property, particularly in relation to how a firm shareholder governance model has shaped society. This consideration is motivated by the scale and scope of the modern global crisis, which has combined financial, economic, social and cultural dimensions to produce world disenchantment.

By contrasting an exchange value standpoint with a use value perspective, this chapter explicates current conditions in which neither the state nor the market prevail in organising economic activity (i.e. cooperative forms of governance and community-created brand value).

This chapter offers recommendations related to formalised conditions for collective action and definitions of common guiding principles that can facilitate new expressions of the principles of coordination. Such behaviours can support the development of common resources, which then should lead to a re-appropriation of the world.

It is necessary to think of enterprises outside a company or firm context when reflecting on the end purpose and means of collective, citizen action. From a methodological standpoint, current approaches or studies that view an enterprise as an organisation, without differentiating it from a company, create a deadlock in relation to entrepreneurial collective action. The absence of a legal definition of enterprise reduces understanding and evaluations of its performance to simply the performance by a company. The implicit shift thus facilitates the assimilation of one with the other, in a funnel effect that reduces collective projects to the sole projects of capital providers.

Because forsaking society as it stands is a radical response, this historical moment makes it necessary to revisit the ideals on which modern societies build, including the philosophy of freedom for all. This utopian concept has produced an ideology that is limited by capitalist notions of private property.

In every industry there are resources. Some are moving, others more fixed; some are technical, others social. People working with the resources, for example, as buyers or sellers, or users or producers, may not make much notice of them. A product sells. A facility functions. The business relationship in which we make our money has “always” been there. However, some times this picture of order is disturbed. A user having purchased a product for decades may “suddenly” say to the producer that s/he does not appreciate the product. And a producer having received an order of a product that s/he thought was well known, may find it impossible to sell it. Such disturbances may be ignored. Or they can be used as a platform for development. In this study we investigate the latter option, theoretically and through real world data. Concerning theory we draw on the industrial network approach. We see industrial actors as part of (industrial) networks. In their activities actors use and produce resources. Moreover, the actors interact − bilaterally and multilaterally. This leads to development of resources and networks. Through “thick” descriptions of two cases we illustrate and try to understand the interactive character of resource development and how actors do business on features of resources. The cases are about a certain type of resource, a product − goat milk. The main message to industrial actors is that they should pay attention to that products can be co-created. Successful co-creation of products, moreover, may require development also of business relationships and their connections (“networking”).

The purpose of this paper is to explore the joint effects of different types of IT resources and top management support. Especially, the authors attempt to mainly examine a negative synergy or substitution relationship between IT infrastructure resources and CEO support, and a positive synergy or complementary relationship between IT human resources and CEO support among the large-sized enterprises.

A research model that integrates IT infrastructure resources, IT human resources, CEO support and the degree of usage of IT for business objectives (i.e. IT business spanning capability) is developed. Based on a sample of 112 large-sized enterprises, partial least squares is used to analyze the research model.

Whereas the positive moderating role of CEO support in the effectiveness of IT human resources is insignificant, CEO support and IT infrastructure resources have a substitution relationship in predicting IT business spanning capability. Furthermore, the results can explain under which conditions IT infrastructure resources insignificantly or significantly affect IT business spanning capability in large-sized enterprises. Specially, IT infrastructure resources significantly affect IT business spanning capability only when CEO support is low. Thus, in the presence of high CEO support, IT executives in large-sized enterprises should prioritize developing highly effective IT resources, such as IT human resources.

This paper highlights the joint effects of two critical IT resource types (i.e. IT infrastructure and IT human resources) and CEO support in the IT assimilation process among the large-sized enterprises, ultimately contributing to information systems theories and practices.

The purpose of this paper is to contribute to a growing body of research on the applicability of resource-based theory (RBT) to the information systems (IS) area. In particular, the paper provides an understanding of the IS value creation process, and strategies for managing it by demonstrating the application of cross-impact analysis.

RBT and systems theory are adopted as a theoretical framework in this study. Cross-impact analysis is used as a method for investigating interactions among elements of an IS value creation system. These elements were identified through 22 semi-structured interviews with organisational stakeholders, and assessed in terms of direction and strength of their interactions, and depicted in a coordinate system.

The result of the analysis is a meaningful classification of elements in an IS value creation system as: levers, indicators, identities, buffers or trends, based on their position in the system. The results provide additional clarity and insights into the relationships between IS and organisational resources and their effect on IS value.

The research findings have important implications for researchers and managers in terms of understanding the impact of interactions among IS and organisational resources on formulating successful strategies for managing the IS value creation system.

This study explores interactions among IS/information technology resources and organisational resources by using cross-impact analysis. It shows that interactions among the identified resources do have a major influence on the overall IS value creation system.

Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or countries in their efforts to develop and market new products. Looks at the issues from different strategic levels such as corporate, international, military and economic. Presents 31 case studies, including the success of Japan in microchips to the failure of Xerox to sell its invention of the Alto personal computer 3 years before Apple: from the success in DNA and Superconductor research to the success of Sunbeam in inventing and marketing food processors: and from the daring invention and production of atomic energy for survival to the successes of sewing machine inventor Howe in co‐operating on patents to compete in markets. Includes 306 questions and answers in order to qualify concepts introduced.

The purpose of this paper is to examine the effect of the pilot implementation of an industry-specific web portal as an IT resource on textile SMEs organisational performance. Using a resource-based perspective, portal delivery functionalities, considered as non-physical IT resources, are analysed using the dimensions of portal usefulness, portal interface, and service-oriented portal functions on SMEs users’ perceived outcomes of organisational performance.

Qualitative and quantitative approaches are used to explore the research hypotheses. Data were collected using field interviews and survey from senior executives of small- and medium-sized enterprises (SMEs) in the Taiwanese textile industry.

Results indicate that the service-oriented portal function dimension, consisting of portal maintenance service, B2B function, and cloud computing, significantly influences organisational performance. Unexpected findings, such as the negative impact of greater industry benchmark information on perceived SME performance, deserve further investigation.

The study extends the theory and knowledge on the resource-based view and its implications on e-business organisational performance of SMEs. The study also offers findings relevant to the design of portal sites for SME administrators and information service providers. Limitations of the research include a small size and the industry-specific data limiting the generalisability of the findings.

Research results practically serve as informative indicators for policy makers, information service providers, and SMEs executives to evaluate feasible elements for web portal design in traditional industry. Findings from this study may help portal service providers in designing better web portal functionalities for SMEs.

This study contributes to the IT business value literature by identifying the linkages between industry-specific portal delivery functionalities and perceived organisational performance through the examination of portal usefulness, portal interface, and service-oriented portal function for textile SMEs.

The purpose of this paper is to provide an account of who forms what market assets by making what market investments in a business network.

To investigate what market investments were made by certain actors into resource interfaces as market assets, the author draws on a case network based on an investigation of the Chilean salmon production network. To this end, the author chose the fish – being the focal object resource in that network – as a point of departure. The author systematically investigates the resource interfaces that this resource has with three other specific resources: feed, fishmeal, and vaccines in a thick case study.

This study shows that market investments entail committing resources to resource interfaces which turns them into market assets. Resource interfaces as market assets have implications on how we characterize and value resource interfaces. Multilateral resource interfaces become valuable to firms as a result of continuous market investments made into them. This produces different types of resource interfaces, some of which are of mediatory character bridging between distant resources in a network.

This study focuses on the market investments being made to create and sustain market assets. Of course such assets are linked to a firm’s internal assets which this study do not investigate. In addition, this study emphasizes the commitment of resources into existing resource interfaces, the ensuing creation of market assets, and its use and value for firms and downplays a firm’s need to account for market investments and the market investments required to create a new resource interface.

As resource interfaces are valuable market assets, it is important to understand the functioning of different types of resource interfaces so as to exploit their potential as efficient as possible. This paper shows that some resources act as bridging resources connecting the borders of two indirectly related resources. Controlling bridging resources becomes an essential task for managers in business networks.

Understanding the market investments into resource interfaces enables firms to become more skilled in organizing and controlling networks. These networks can play important roles in the economic development of society and create improved societal conditions for people, organizations, and economies.

By combining a market investment and market asset conceptualization of investments in networks with a resource interaction approach, this paper provides an enhanced understanding of resource interfaces as market assets. Theoretical implications for our understanding of resource interfaces – its value and character – are discussed.

The purpose of this paper is to identify the most important IT project management resources and capabilities, and rank them according to the extent to which they are valuable, rare and inimitable.

Using a Delphi methodology, the data collection process was conducted with the collaboration of members of academia and professionals with expertise in IT project management.

The top ten most important resources/capabilities in IT project management were identified, the majority of which were capabilities; 80 per cent of the identified resources/capabilities were the same in the panel comprised of members of academia and the panel of professionals. Results showed that the two most valuable, rare and inimitable IT project management resources/capabilities were: the capability to understand and manage the needs, expectations, priorities and interests of project stakeholders; and the firm's capability to align IT projects to the strategy and business objectives of the organization.

This research guides managers in the development of key IT project management intangible resources/capabilities.

By simultaneously identifying a bundle of important IT project management resources/capabilities, evaluating the extent to which each resource/capability is valuable, rare and inimitable as well as displaying coherence between the results from the different steps of the Delphi method, the resources/capabilities identified in this study are likely to be those few that actually can influence the competitive advantage of the firm. Also, by demonstrating the less important role played by IT resources/capabilities, this study demonstrates that project management is a field of its own.

The purpose of this paper is to analyze the relationships among two types of information technology (IT) resources (technological IT and managerial IT resources), the intrapreneurship culture and firm performance.

The paper is consistent with the perspective on IT‐enabled organizational capabilities. A proposed research model and hypotheses are tested using cross‐sectional survey data from a sample of 203 leading Spanish firms.

Data analysis shows that intrapreneurship culture is a valuable key capability that predicts firm market performance; both technological IT and managerial IT resources have a positive effect on the development of an intrapreneurship culture in the firm, and investment in both technological IT and managerial IT resources influences firm performance positively by means of the capability of intrapreneurship culture.

Among other limitations, the paper uses data provided by only one key informant per firm, and the results can be generalized to only 25 business sectors among Spanish firms.

The research findings have important implications for practising managers. First, our results suggest that the deployment of technological IT and managerial IT resources increases firms' ability to develop an innovation‐supportive culture. Second, intrapreneurship culture is an important intermediate organizational capability through which the benefits of both technological IT and managerial IT resources are converted into performance effects at the corporate level.

First, this paper reveals how firms can develop an intrapreneurship culture. Specifically, the findings of the paper show the key role of IT‐based resources in the development of this type of organizational culture. Second, this paper shows theoretically and empirically how firms can generate business value from IT‐enabled intrapreneurship culture, a topic that has received little attention to date.

The goal of this paper is to identify core IT value drivers in firms and to model them as an IT production function to help disclose and measure the IT value creation process and to guide managers in seeking adequate ways of employing the IT resource.

Based on a critical review of the literature on the resource‐based view, an IT value framework based on the constructs IT capability, resource, and routine is developed and then formalized as an IT production function.

Organizational routines are decisive for turning firm resources into an IT capability and in turn into better business process performance. Shows how the IT value creation process in general and routines in particular can be measured and formalized.

As the interaction between IT and business units is crucial for IT value generation, organizational routines provide for important knowledge flows that turn firm resources into value generating capabilities. Proposes a concrete method to measure and evaluate these routines and thereby contribute to making the IT resource controllable.

The main contribution is the identification and analytical formalization of the role of routines for IT value creation. Shows how insights from the resource‐based view, microeconomic theory (Cobb‐Douglas/CES production function), and Granovetter's strength of ties argument can be used to describe, measure, and guide IT value creation and to develop an IT production function.