Moreover marinagi et al 2014 explored the influence

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Moreover, Marinagi et al ., (2014) explored the influence of IT practices on competitive advantage throughout the supply chain. The data was gathered from 76 manufacturing firms in Greece which confirmed the crucial role of IT practices and techniques on the formation of a sustainable competitive advantage based on the supply chain management. Furthermore, Mao et al . (2016) evaluated three types of IT resources (i.e., IT infrastructure, IT human, and IT relationship) effect on knowledge management capability, which positively leads to competitive advantage among 168 organizations in China. The evaluative result supported all hypothesis of the study. Mikalef and Pateli (2017) empirically searched the relationship between IT-enabled dynamic capabilities and competitive performance. Finding showed that IT-enabled dynamic capabilities facilitate market capitalizing and operational adjustment agility, which in result improve competitive performance. In addition, Gunasekaran et al . (2017) extended the previous studies and highlighted the role of top management in creating capabilities through the orchestration of resources, which support companies to achieve competitive advantage. They discussed that RBV is important to understand big data and predictive analytics and its effect on organization performance which subsequently lead to the achievement of competitive advantage at a firm and supply chain level. In another study, Zhou et al . (2017) have done a research among traditionally low-tech industries and evaluated the role of IT in the resource orchestration processes of incumbent firms. They found that low-tech companies which attempt to implement modern IT in their resource orchestration process were more likely to reach enhanced organizational performance and gain competitive advantages than their competitors. Further, Neirotti and Raguseo (2017) assessed the importance of the capabilities enhanced through the utilization of IT in Small and Medium Enterprises. They indicated that externally oriented IT-based capabilities have a superior effect on the firm‟s intra -industry differential in profitability and revenue growth than those focused on internally oriented IT-based capabilities. Various studies have identified different essential factors in relation to measure IT, for instance, the IT infrastructure (Li et al. , 2000), IT capabilities (Bhatt and Grover, 2005; Bi and Zhang, 2008; Santhanam and Hartono, 2003), the IT resources (Jamporazmey et al. , 2011), the IT investment (Bazaee, 2010; Bi and Zhang, 2008; Hong and Ghobakhloo, 2012; Li et al., 2000), and the IT acquisition (Majumdar and Chang, 2010; Sohn and Yang, 2006), and many more. According to Bergerona et al . (2004), IT could be classified into two categories: IT strategy and IT structure. IT strategy refers to information processing required by organizations, which has been examined by many researchers. In an instance, Das et al . (1991) determined a construct with four dimensions for IT strategy, which incorporated i) role, ii) competencies, iii) infrastructure, as well as iv)
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