To explain this phenomenon, this study explores the financial effect of firm digitalization and reveals boundary conditions under which digitalization influences firm performance. However, a “paradox” exists about how digitalization affects firm performance. Accordingly, through examining product launch quality as a deployment mechanism for leveraging market orientation on new product performance, not only does this study address inconsistent findings, but it noticeably contributes to the resource-based view by casting light on the mechanism through which market orientation as a strategic knowledge-based resource leads to superior new product performance.ĭigitalization has been reshaping business structure and has had a tremendous impact on firm development. Besides, considering this insufficient view, prior studies have revealed mixed and inconsistent results. The current static characterization of the resource-based view signifies strategic resources have potential value, but unleashing this potential requires incorporation of deployment mechanisms in the resource-performance link.
The results also reveal while market orientation significantly impacts new product performance, product launch quality is a crucial deployment mechanism for leveraging market orientation as it fully mediates impacts of market orientation on new product performance. The empirical findings indicate market orientation is a critical knowledge-based resource enhancing firms’ product launch quality, and right decisions concerning the product launch elevate new product performance. Conducting an on-site survey of Iranian manufacturing industries, this study applies covariance-based structural equation modeling to test research hypotheses and verify the proposed theoretical model. Grounded on the resource-based view, this study aims to examine the mediating role of product launch quality as a deployment mechanism in the association between market orientation and new product performance.
Furthermore, the outcomes can help decision-makers justify and guide their EA investments while implementing a digital strategy. This research contributes to the academic knowledge base on EAM benefit realization and supports the needed reconceptualization and evolution of EA and EAM to better support organizations' digital transformations. Furthermore, setting up clear standards and rules, and developing and planning the migration to target architectures is particularly important to align business and IT in larger organizations. The results indicate the importance of system changes induced by the EAM function itself to improve technical IT capabilities. Survey data (N = 110) was used in a set-theoretic approach (fsQCA) to identify EAM configurations that lead to a presence of technical IT capabilities and strategic IT alignment. This research conceptualized EAM as a particular type of dynamic managerial capability. However, empirical research on EAM benefit realization is limited. Many organizations make significant investments in enterprise architecture management (EAM) to manage the transformation of their complex information technology (IT) and information systems (IS) landscape and to guide their digital transformation. Organizations must stay abreast of the latest developments and respond to them continuously to remain competitive. The rapid development of novel, innovative digital technologies significantly impact organizations and their business ecosystem.
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