The Performance Effects of Complementarities Between Information Systems, Marketing, Manufacturing,.pdfVIP

Information Systems Research informs® Vol. 18, No. 4, December 2007, pp. 437–453 doi 10.1287/isre.1070.0148 issn 1047-7047 eissn 1526-5536 07 1804 0437 © 2007 INFORMS The Performance Effects of Complementarities Between Information Systems, Marketing, Manufacturing, and Supply Chain Processes Sundar Bharadwaj, Anandhi Bharadwaj, Elliot Bendoly Goizueta Business School, Emory University, Atlanta, Georgia 30322 {Sundar_Bharadwaj@bus.emory.edu, Anandhi_Bharadwaj@bus.emory.edu, Elliot_Bendoly@bus.emory.edu} Manufacturing firms are increasingly using advanced enterprise-level information systems to coordinate and synchronize externally oriented functions such as marketing and supply chain and internally ori- ented activities such as manufacturing. In this paper, we present a model of manufacturing performance that simultaneously considers the effects of a firm’s integrated IS capability in conjunction with interfunctional and interorganizational coordination mechanisms. Consistent with the complementarity perspective, we view this specific form of IS capability as enhancing manufacturing’s coordination with marketing and supply chain functions to drive manufacturing performance. Additionally, the theoretical model presented here introduces manufacturing-IS coordination, a form of coordination not considered in past research, as a key antecedent to integrated IS capability. The research t