This paper seeks to contribute to the management literature by providing a theoretical frame. The authors analyze the dynamic relationship and interactions that exist between three organizational capabilities (collective intelligence, knowledge management and innovation) and the correlation with decision‐making effectiveness. The aim is identifying the interaction between the different dimensions and the mediating role of information technology.
The authors’ research question is to determine how organization can combine these capabilities to create superior value and to understand the role played by information technology. Their conceptual model is founded on the interconnection between different dynamic propositions.
The authors find in the review of the literature that the different capabilities are interdependent and have a positive association with effective decision making and superior value creation.
The authors’ theoretical model could incorporate other organizational capabilities, such as organizational performance. Additionally, ground experimentation and simulation are needed to confirm their proposal.
The findings carry theoretical implications for the decision‐making literature as they extend the scope of the research on information technology management. Moreover, this research allows managers to recognize better how to manage their employees effectively and to extend their strategy space with the aim of identifying new managerial practices.
The conceptual model links various organizational capabilities with strategic notions in the management of organizations. The goal of this theoretical article is to understand how three organizational capabilities affect firms’ decision making and how information technology can optimize the process.
