The influence of Information Management Capability on Companies’ Sustainable Competitive Advantage: A Multiple-Case Study of Brazilian Market-Leading Companies

Maçada, Antonio Carlos Gastaud; Brinkhues, Rafael Alfonso; Freitas Jr., José Carlos da Silva

doi:10.7819/rbgn.v22i4.4084

Antonio Carlos Gastaud Maçada

UFRGS, EA, PPGA, Porto Alegre, Brazil. E-mail: acgmacada@ea.ufrgs.br

https://orcid.org/0000-0002-8849-0117

Rafael Alfonso Brinkhues

IFRS, Campus Viamão, Viamão, Brazil. E-mail: rafael.brinkhues@viamao.ifrs.edu.br

https://orcid.org/0000-0002-9367-5829

José Carlos da Silva Freitas Jr.

Unisinos, Escola de Gestão e Negócios, São Leopoldo, Brazil. E-mail: josecf@unisinos.br

https://orcid.org/0000-0002-9050-1460

Responsible Editor:

Prof. Dr. João Mauricio Gama Boaventura

1
. Antônio Carlos Gastaud Maçada, PhD in Business, Federal University of Rio Grande do Sul, Rio Grande do Sul, Brazil.

2
. Rafael Alfonso Brinkhues, PhD in Business, Federal University of Rio Grande do Sul, Rio Grande do Sul, Brazil.

3
. José Carlos da Silva Freitas Jr., PhD in Business, Federal University of Rio Grande do Sul, Rio Grande do Sul, Brazil.

Contribuição dos autores

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Contribuição Antônio Maçada Rafael Brinkhues José Freitas Jr 1. Definição do problema de pesquisa √ √ 2. Desenvolvimento das hipóteses ou questões de pesquisa (trabalhos empíricos) √ √ √ 3. Desenvolvimento das proposições teóricas (ensaios teóricos) 4. Fundamentação teórica/Revisão de Literatura √ √ √ 5. Definição dos procedimentos metodológicos √ √ 6. Coleta de Dados √ √ 7. Análise Estatística 8. Análise e interpretação dos dados √ √ 9. Revisão crítica do manuscrito √ √ √ 10. Redação do manuscrito √ √ √ 11. Outra (favor especificar)

Figures (3)
Tables (12)

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Figure 1
Theoretical-conceptual model of the research

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Figure 2
Research stages

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Figure 3
Compilation of Results per Case

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Contribuição Antônio Maçada Rafael Brinkhues José Freitas Jr 1. Definição do problema de pesquisa √ √ 2. Desenvolvimento das hipóteses ou questões de pesquisa (trabalhos empíricos) √ √ √ 3. Desenvolvimento das proposições teóricas (ensaios teóricos) 4. Fundamentação teórica/Revisão de Literatura √ √ √ 5. Definição dos procedimentos metodológicos √ √ 6. Coleta de Dados √ √ 7. Análise Estatística 8. Análise e interpretação dos dados √ √ 9. Revisão crítica do manuscrito √ √ √ 10. Redação do manuscrito √ √ √ 11. Outra (favor especificar)

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Table 1
Interviewees’ Profile

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Construct Definition Dimensions Reference Information Management Capability Set of company skills that connect people and information architecture, infrastructure, access, and outspread in order to allow organizational changes in response to the competitive environment. Access Carmichael et al. 2011; Mithas et al. 2011 Infrastructure Carmichael et al. 2011 Outspreading Carmichael et al. 2011; Mithas et al. 2011; Pahdtare et al. 2011 Information architecture Carmichael et al. 2011; Mithas et al. 2011 Integration Capability Company capability achieved through the implementation of the alignment process that links systems, data, and internal processes (Rai & Tang, 2010; Roberts & Grover, 2012). Access Rai and Tang, 2010; Roberts and Grover, 2008 Information Input Rai and Tang, 2010; Roberts and Grover, 2008 Operations Butler and Murphy, 2008 Sharing Rai and Tang, 2010; Roberts and Grover, 2008, Butler and Murphy, 2008 Flexibility Company capability concerning the degree to which infrastructure can support different needs (Tallon & Pinsonneult, 2011). Versatility Lee and Xia, 2005; Tallon and Pinsonneult, 2011 Robustness Tallon and Pinsonneult, 2011 Responsivity Lee and Xia, 2005; Tallon and Pinsonneult, 2011 Reconfiguration Capability The capability to reconfigure a resource quickly and efficiently in order to implement a new configuration in accordance with the new environment (Wei & Wang, 2009). Adaptation to new suppliers Wei and Wang, 2009; Rai and Tang, 2010 Combination of new and existing resources Wei and Wang, 2009; Rai and Tang, 2010 Market/supplier compatibility Wei and Wang, 2009 Re-use of assets Rai and Tang, 2010 Agility Company capability to adapt and achieve good performance in environments that change fast (Overby et al., 2006). Perception regarding changes Overby et al. 2006; Tallon and Pinsonneult, 2011; Roberts and Grover, 2012 Response to changes Overby et al. 2006;, 2011; Roberts and Grover, 2012 Business adaptation Roberts and Grover, 2012; Tallon and Pinsonneult, 2011 Anticipation Roberts and Grover, 2012 Sustainable Competitive Advantages This occurs when a strategy to create value - that is not simultaneously implemented - is implemented (Barney, 1991). Value Barney, 1991; Mata et al. 1995; Nevo and Wade, 2010. Heterogeneity Barney, 1991; Mata et al. 1995; Nevo and Wade, 2010. Immobility Barney, 1991; Mata et al. 1995; Nevo and Wade, 2010.

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Information management capability Access to information 1) How does access to information about the internal and external environment occur? Information architecture 2) How is it possible to map information to respond to business needs and directions? Information outspread 3) How does the information outspread to employees, customers, and suppliers occur? Infrastructure 4) How are adjustments in the systems and hardware done in order to meet business needs and directions? Integration Capability 5) How does IT integration capability (access, information input, operations, and sharing) help information management capability (information access, infrastructure, outspreading, and architecture)? Integration capability Access 6) How does the company integrate data about internal and external processes? Operations 7) How do information exchange operations take place between different data? Input 8) How can the same data be recovered through different applications in the company? Sharing 9) How and with whom (internal and external) does the company share its data? IMC 10) How does information management (information access, infrastructure, outspreading, and architecture) help IT integration capability (information access, input, operations, and sharing) in the company? Flexibility Robustness 11) How does the company adapt, based on information, to unexpected changes in the environment? Versatility 12) How does the company adapt, based on information, to expected changes in the environment? Responsivity 13) How fast can the company respond, based on information, to changes in the environment? IMC 14) How does information management capability (information access, outspread, and architecture) help company flexibility (robustness, versatility, and responsivity)? IT integration capability 15) How does integration capability (information access, outspread, and architecture) improve company flexibility (robustness, versatility, and responsivity)? Reconfiguration Capability Adapt to new suppliers 16) How does the company, based on information, reconfigure resources in the supply chain in order to adapt to new suppliers? Resource recombination 17) How does the company, based on information, combine existing resources to meet changes in the environment? Market compatibility 18) How are standards applied by company employees accepted by the market? Re-use 19) How does the company, based on information, re-use resources to better meet market needs? IMC 20) How does information management capability (information access, infrastructure, outspread, and architecture) help the reconfiguration capability of company resources (adaptation to new suppliers, resource combination, market compatibility, and resource re-use)? IT integration capability 21) How does IT integration capability (information access, input, operations, and sharing) improve the company’s resource reconfiguration capability (adaptation to new suppliers, resource combination, market compatibility, and resource re-use)? Agility Perception 22) How do mechanisms to monitor client trends and changes in competitors’ actions work? Anticipation 23) How does the company follow changes in the business environment? Adaptation 24) How does the elaboration of a new strategic action in response to changes in the business environment work? Response 25) How does the company respond to changes in the business environment? IMC 26) How does information management capability (information access, infrastructure, outspread, and architecture) improve company agility (perception, anticipation, adaptation, and response)? IT integration capability 27) How does IT integration capability (information access, infrastructure, outspread, and architecture) improve company agility (perception, anticipation, adaptation, and response)? Flexibility 28) How does company flexibility (robustness, versatility, and responsivity) improve company agility (perception, anticipation, adaptation, and response)? Reconfiguration capability 29) How does reconfiguration capability (adaptation to new suppliers, resource combination, market compatibility, and resource re-use) of company resources improve company agility (perception, anticipation, adaptation, and response)? Sustainable Competitive Advantage Value 30) How does the information management capability (information access, infrastructure, distribution, and architecture) add value to the company? 31) How does the capability to perceive and respond (perception, anticipation, adaptation, and response) to changes in the environment add value to the company? Heterogeneity 32) How is it possible to identify differences in the performance of information management strategies implemented between competitors? 33) How can the capability to perceive and respond (perception, anticipation, adaptation, and response) to changes in the environment help the company to become different from its competitors? Immobility 34) How can the same information management resources be acquired by the competitors? 35) How can the information management strategy be copied by the competitors? 36) How can the capability to perceive and respond (perception, anticipation, adaptation, and response) to changes in the environment impair the acquisition of the company’s strategic resources?

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Chart 5.1
Summary of the Case Analysis of the IMC/IISIC relationship

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Chart 5.2
Summary of Case Analysis of the IMC/EIIS relationship

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Chart 5.3
Summary of the Case Analysis of the IMC/Flexibility relationship

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Chart 5.4
Summary of the Case Analysis of the IMC/RC relationship

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Chart 5.5
Summary of Case Analysis of the Flexibility/Agility relationship

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Chart 5.6
Summary of the Case Analysis of the RC/Agility Relationship

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Chart 5.7
Summary of Case Analysis of the Agility/SCA Relationship

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Agility/Anticipation Agility\Action Plan Adaptation Agility\Response Agility\Perception Infrastructure 8 8 24 33 Distribution 4 3 29 21 Architecture 10 8 24 17 Access 12 13 16 29 IMC / IIIS Graph

Interviewee	Function	Time in that Function	Time in the Company	Field of Training
CA1	Core Banking Manager	3 years	8 years	IT
CA2	BI and Business Modeling Manager	9 years	9 years	Management, Accounting
CA3	BI Coordinator	5 years	7 years	IT, Management
CA4	Business Unit Manager	3.5 years	8 years	Management
CA5	Insurance Manager	6 years	11 years	Law, Management
CB1	Head of E-commerce	2 years	5 years	Management
CB2	Information Architecture Coordinator	4 years	9 years	IT
CB3	E-commerce Coordinator	1 year	2 years	Management
CB4	E-commerce Analyst	1 year	3 years	Management
CB5	Marketing Manager	2 years	4 years	Communication
CC1	IT Manager	17 years	17 years	IT, Management
CC2	Information Management Analyst	2 years	30 years	Management
CC3	Operations and IT Coordinator	4 years	15 years	IT, Management
CC4	Integrated Systems Coordinator	5 years	13 years	Management
CC5	Commercial Analyst	2 years	22 years	Management

Construct	Definition	Dimensions	Reference
Information Management Capability	Set of company skills that connect people and information architecture, infrastructure, access, and outspread in order to allow organizational changes in response to the competitive environment.	Access	Carmichael et al. 2011; Mithas et al. 2011
		Infrastructure	Carmichael et al. 2011
		Outspreading	Carmichael et al. 2011; Mithas et al. 2011; Pahdtare et al. 2011
		Information architecture	Carmichael et al. 2011; Mithas et al. 2011
Integration Capability	Company capability achieved through the implementation of the alignment process that links systems, data, and internal processes (Rai & Tang, 2010; Roberts & Grover, 2012).	Access	Rai and Tang, 2010; Roberts and Grover, 2008
		Information Input	Rai and Tang, 2010; Roberts and Grover, 2008
		Operations	Butler and Murphy, 2008
		Sharing	Rai and Tang, 2010; Roberts and Grover, 2008, Butler and Murphy, 2008
Flexibility	Company capability concerning the degree to which infrastructure can support different needs (Tallon & Pinsonneult, 2011).	Versatility	Lee and Xia, 2005; Tallon and Pinsonneult, 2011
		Robustness	Tallon and Pinsonneult, 2011
		Responsivity	Lee and Xia, 2005; Tallon and Pinsonneult, 2011
Reconfiguration Capability	The capability to reconfigure a resource quickly and efficiently in order to implement a new configuration in accordance with the new environment (Wei & Wang, 2009).	Adaptation to new suppliers	Wei and Wang, 2009; Rai and Tang, 2010
		Combination of new and existing resources	Wei and Wang, 2009; Rai and Tang, 2010
		Market/supplier compatibility	Wei and Wang, 2009
		Re-use of assets	Rai and Tang, 2010
Agility	Company capability to adapt and achieve good performance in environments that change fast (Overby et al., 2006).	Perception regarding changes	Overby et al. 2006; Tallon and Pinsonneult, 2011; Roberts and Grover, 2012
		Response to changes	Overby et al. 2006;, 2011; Roberts and Grover, 2012
		Business adaptation	Roberts and Grover, 2012; Tallon and Pinsonneult, 2011
		Anticipation	Roberts and Grover, 2012
Sustainable Competitive Advantages	This occurs when a strategy to create value - that is not simultaneously implemented - is implemented (Barney, 1991).	Value	Barney, 1991; Mata et al. 1995; Nevo and Wade, 2010.
		Heterogeneity	Barney, 1991; Mata et al. 1995; Nevo and Wade, 2010.
		Immobility	Barney, 1991; Mata et al. 1995; Nevo and Wade, 2010.

Information management capability	Access to information	1) How does access to information about the internal and external environment occur?
	Information architecture	2) How is it possible to map information to respond to business needs and directions?
	Information outspread	3) How does the information outspread to employees, customers, and suppliers occur?
	Infrastructure	4) How are adjustments in the systems and hardware done in order to meet business needs and directions?
	Integration Capability	5) How does IT integration capability (access, information input, operations, and sharing) help information management capability (information access, infrastructure, outspreading, and architecture)?
Integration capability	Access	6) How does the company integrate data about internal and external processes?
	Operations	7) How do information exchange operations take place between different data?
	Input	8) How can the same data be recovered through different applications in the company?
	Sharing	9) How and with whom (internal and external) does the company share its data?
	IMC	10) How does information management (information access, infrastructure, outspreading, and architecture) help IT integration capability (information access, input, operations, and sharing) in the company?
Flexibility	Robustness	11) How does the company adapt, based on information, to unexpected changes in the environment?
	Versatility	12) How does the company adapt, based on information, to expected changes in the environment?
	Responsivity	13) How fast can the company respond, based on information, to changes in the environment?
	IMC	14) How does information management capability (information access, outspread, and architecture) help company flexibility (robustness, versatility, and responsivity)?
	IT integration capability	15) How does integration capability (information access, outspread, and architecture) improve company flexibility (robustness, versatility, and responsivity)?
Reconfiguration Capability	Adapt to new suppliers	16) How does the company, based on information, reconfigure resources in the supply chain in order to adapt to new suppliers?
	Resource recombination	17) How does the company, based on information, combine existing resources to meet changes in the environment?
	Market compatibility	18) How are standards applied by company employees accepted by the market?
	Re-use	19) How does the company, based on information, re-use resources to better meet market needs?
	IMC	20) How does information management capability (information access, infrastructure, outspread, and architecture) help the reconfiguration capability of company resources (adaptation to new suppliers, resource combination, market compatibility, and resource re-use)?
	IT integration capability	21) How does IT integration capability (information access, input, operations, and sharing) improve the company’s resource reconfiguration capability (adaptation to new suppliers, resource combination, market compatibility, and resource re-use)?
Agility	Perception	22) How do mechanisms to monitor client trends and changes in competitors’ actions work?
	Anticipation	23) How does the company follow changes in the business environment?
	Adaptation	24) How does the elaboration of a new strategic action in response to changes in the business environment work?
	Response	25) How does the company respond to changes in the business environment?
	IMC	26) How does information management capability (information access, infrastructure, outspread, and architecture) improve company agility (perception, anticipation, adaptation, and response)?
	IT integration capability	27) How does IT integration capability (information access, infrastructure, outspread, and architecture) improve company agility (perception, anticipation, adaptation, and response)?
	Flexibility	28) How does company flexibility (robustness, versatility, and responsivity) improve company agility (perception, anticipation, adaptation, and response)?
	Reconfiguration capability	29) How does reconfiguration capability (adaptation to new suppliers, resource combination, market compatibility, and resource re-use) of company resources improve company agility (perception, anticipation, adaptation, and response)?
Sustainable Competitive Advantage	Value	30) How does the information management capability (information access, infrastructure, distribution, and architecture) add value to the company?
	Value	31) How does the capability to perceive and respond (perception, anticipation, adaptation, and response) to changes in the environment add value to the company?
	Heterogeneity	32) How is it possible to identify differences in the performance of information management strategies implemented between competitors?
	Heterogeneity	33) How can the capability to perceive and respond (perception, anticipation, adaptation, and response) to changes in the environment help the company to become different from its competitors?
	Immobility	34) How can the same information management resources be acquired by the competitors?
		35) How can the information management strategy be copied by the competitors?
		36) How can the capability to perceive and respond (perception, anticipation, adaptation, and response) to changes in the environment impair the acquisition of the company’s strategic resources?

IISIC	Relationship	IMC	Case A	Case B	Case C
Integrated Access	←	Infrastructure	←	←	←
Integrated Access	→	Distribution	→	→	NI
Integrated Access	↔	Architecture	→	←	NI
Integrated Access	→	Access	→	→	→
Integrated Operations	←	Infrastructure	←	←	←
Integrated Operations	↔	Distribution	→	→	←
Integrated Operations	NI	Architecture	NI	NI	NI
Integrated Operations	NI	Access	NI	NI	NI
Sharing	←	Infrastructure	←	←	←
Sharing	→	Distribution	→	→	→
Sharing	←	Architecture	←	←	NI
Sharing	↔	Access	→	→	←
Single Input	←	Infrastructure	←	←	←
Single Input	→	Distribution	→	NI	→
Single Input	←	Architecture	←	NI	←
Single Input	NI	Access	NI	NI	NI

EIIS	Relationship	IMC	Case A	Case B	Case C
Integrated Access	→	Access	NI	→	→
Integrated Access	←	Architecture	←	←	NI
Integrated Access	→	Distribution	NI	→	→
Integrated Access	←	Infrastructure	NI	←	←
Sharing	→	Access	→	NI	→
Sharing	←	Architecture	NI	NI	←
Sharing	→	Distribution	→	NI	→
Sharing	←	Infrastructure	←	NI	←
Single Input	NI	Access	NI	NI	NI
Single Input	←	Architecture	NI	←	←
Single Input	NI	Distribution	NI	NI	NI
Single Input	NI	Infrastructure	NI	NI	NI
Integrated Operations	→	Access	NI	→	→
Integrated Operations	→	Architecture	NI	NI	→
Integrated Operations	→	Distribution	NI	NI	→
Integrated Operations	←	Infrastructure	NI	←	←

Flexibility	Observed Relationship	IMC	Case A	Case B	Case C
Efficiency	YES	Infrastructure	YES	NI	YES
Efficiency	YES	Distribution	YES	YES	YES
Efficiency	YES	Architecture	NI	YES	NI
Efficiency	YES	Access	NI	YES	YES
Responsivity	YES	Infrastructure	YES	YES	NI
Responsivity	YES	Distribution	NI	YES	NI
Responsivity	NI	Architecture	NI	NI	NI
Responsivity	YES	Access	NI	NI	YES
Versatility	NI	Infrastructure	NI	NI	NI
Versatility	YES	Distribution	YES	NI	NI
Versatility	YES	Architecture	YES	NI	NI
Versatility	NI	Access	NI	NI	NI
Robustness	NI	Infrastructure	NI	NI	NI
Robustness	NI	Distribution	NI	NI	NI
Robustness	YES	Architecture	NI	YES	NI
Robustness	NI	Access	NI	NI	NI

RC	Observed Relationship	IMC	Case A	Case B	Case C
Compatibility	YES	Access	NI	NI	YES
Compatibility	NI	Architecture	NI	NI	NI
Compatibility	NI	Distribution	NI	NI	NI
Compatibility	YES	Infrastructure	NI	NI	YES
Re-use	YES	Access	YES	NI	NI
Re-use	YES	Architecture	YES	YES	NI
Re-use	NI	Distribution	NI	NI	NI
Re-use	NI	Infrastructure	NI	NI	NI
Combination	NI	Access	NI	NI	NI
Combination	NI	Architecture	NI	NI	NI
Combination	YES	Distribution	NI	YES	YES
Combination	NI	Infrastructure	NI	NI	NI
Adaptation	YES	Access	NI	YES	YES
Adaptation	YES	Architecture	NI	NI	YES
Adaptation	YES	Distribution	NI	YES	YES
Adaptation	YES	Infrastructure	YES	YES	YES

Agility	Observed Relationship	Flexibility	Case A	Case B	Case C
Anticipation	NI	Efficiency	NI	NI	NI
Anticipation	NI	Responsivity	NI	NI	NI
Anticipation	YES	Robustness	NI	YES	NI
Anticipation	YES	Versatility	YES	YES	YES
Perception	YES	Efficiency	YES	NI	YES
Perception	YES	Responsivity	YES	YES	YES
Perception	YES	Robustness	YES	YES	NI
Perception	YES	Versatility	NI	YES	NI
Action Plan	NI	Efficiency	NI	NI	NI
Action Plan	YES	Responsivity	YES	NI	YES
Action Plan	NI	Robustness	NI	NI	NI
Action Plan	YES	Versatility	YES	NI	NI
Response	YES	Efficiency	YES	YES	YES
Response	YES	Responsivity	YES	YES	YES
Response	YES	Robustness	NI	NI	YES
Response	YES	Versatility	YES	NI	NI

Agility	Observed	RC	Casa A	Case B	Case C
Anticipation	NI	Compatibility	NI	NI	NI
Anticipation	NI	Re-use	NI	NI	NI
Anticipation	YES	Combination	YES	NI	NI
Anticipation	YES	Adaptation	NI	YES	NI
Perception	YES	Compatibility	YES	NI	NI
Perception	NI	Re-use	NI	NI	NI
Perception	NI	Combination	NI	NI	NI
Perception	YES	Adaptation	YES	NI	YES
Action Plan	NI	Compatibility	NI	NI	NI
Action Plan	NI	Re-use	NI	NI	NI
Action Plan	NI	Combination	NI	NI	NI
Action Plan	NI	Adaptation	NI	NI	NI
Response	YES	Compatibility	NI	NI	YES
Response	NI	Re-use	NI	NI	NI
Response	YES	Combination	YES	NI	NI
Response	YES	Adaptation	NI	NI	YES

SCA	Observed Relationship	Agility	Case A	Case B	Case C
Value	YES	Anticipation	YES	YES	NI
Value	YES	Perception	NI	YES	YES
Value	YES	Action Plan	YES	NI	YES
Value	YES	Response	YES	NI	NI
Heterogeneity	YES	Anticipation	YES	NI	NI
Heterogeneity	YES	Perception	YES	NI	YES
Heterogeneity	NI	Action Plan	NI	NI	NI
Heterogeneity	YES	Response	YES	YES	NI
Immobility	YES	Anticipation	NI	YES	NI
Immobility	YES	Perception	YES	YES	YES
Immobility	YES	Action Plan	NI	NI	YES
Immobility	YES	Response	YES	YES	YES

	Agility/Anticipation	Agility\Action Plan Adaptation	Agility\Response	Agility\Perception
Infrastructure	8	8	24	33
Distribution	4	3	29	21
Architecture	10	8	24	17
Access	12	13	16	29

[1] Responsible Editor:

Prof. Dr. João Mauricio Gama Boaventura

Brasil

Brasil

The influence of Information Management Capability on Companies’ Sustainable Competitive Advantage: A Multiple-Case Study of Brazilian Market-Leading Companies

Abstract

Purpose:

Design/methodology/approach:

Findings:

Originality/value:

Contribuição	Antônio Maçada	Rafael Brinkhues	José Freitas Jr
1. Definição do problema de pesquisa	√	√
2. Desenvolvimento das hipóteses ou questões de pesquisa (trabalhos empíricos)	√	√	√
3. Desenvolvimento das proposições teóricas (ensaios teóricos)
4. Fundamentação teórica/Revisão de Literatura	√	√	√
5. Definição dos procedimentos metodológicos	√	√
6. Coleta de Dados		√	√
7. Análise Estatística
8. Análise e interpretação dos dados		√	√
9. Revisão crítica do manuscrito	√	√	√
10. Redação do manuscrito	√	√	√
11. Outra (favor especificar)