{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,2,10]],"date-time":"2026-02-10T19:00:03Z","timestamp":1770750003331,"version":"3.50.0"},"reference-count":62,"publisher":"Emerald","issue":"6","license":[{"start":{"date-parts":[[2015,7,13]],"date-time":"2015-07-13T00:00:00Z","timestamp":1436745600000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2015,7,13]]},"abstract":"\n Purpose<\/jats:title>\n \u2013 Based on the literature of IT strategic alignment and e-collaboration, the purpose of this paper is to specify how e-business strategic alignment (e-alignment) influences e-collaboration capabilities and improves firm performance, and whether the time-lag effect existed in this relationship. <\/jats:p>\n <\/jats:sec>\n \n Design\/methodology\/approach<\/jats:title>\n \u2013 The authors tested the research hypotheses using a field survey of 145 Chinese corporations. The research model was validated using SmartPLS 2.0 with both subjective and objective data collected from the survey and Oriana database. <\/jats:p>\n <\/jats:sec>\n \n Findings<\/jats:title>\n \u2013 The results support the notion of a positive and significant link between e-alignment and e-collaboration capabilities and between e-collaboration capabilities and firm performance. The authors also show that the effect of e-alignment on performance is fully mediated by e-collaboration capabilities and that e-collaboration with suppliers has a one-year time-lag effect on firm performance. <\/jats:p>\n <\/jats:sec>\n \n Research limitations\/implications<\/jats:title>\n \u2013 This research extends and integrates the literature on IT strategic alignment and e-collaboration, and explains why and how e-alignment generates firm performance. <\/jats:p>\n <\/jats:sec>\n \n Practical implications<\/jats:title>\n \u2013 This paper includes two implications for managers. First, when formulating e-business strategies, managers should focus on establishing e-collaboration capabilities with partners. Second, the downstream process is the direct sources of business value. Managers should take the establishment of e-selling process as a critical business strategy. <\/jats:p>\n <\/jats:sec>\n \n Originality\/value<\/jats:title>\n \u2013 By focussed on intermediate factors and time-lag effects, this study provides significant implications for IT strategic alignment and e-collaboration literature.<\/jats:p>\n <\/jats:sec>","DOI":"10.1108\/imds-01-2015-0016","type":"journal-article","created":{"date-parts":[[2015,6,25]],"date-time":"2015-06-25T09:19:32Z","timestamp":1435223972000},"page":"1113-1131","source":"Crossref","is-referenced-by-count":12,"title":["Mediation and time-lag analyses of e-alignment and e-collaboration capabilities"],"prefix":"10.1108","volume":"115","author":[{"given":"Maomao","family":"Chi","sequence":"first","affiliation":[]},{"given":"Jing","family":"Zhao","sequence":"additional","affiliation":[]},{"given":"Joey 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