Abstract—The main goal of the Resource-based View is to explain the prerequisites for obtaining and sustaining a competitive advantage. How the capabilities related to the Resource-based View are influencing Experience, Satisfaction and Loyalty of internal users of E-services is not a researched topic. Therefore we undertook our research to determine this influence. We found that a positive relationship exists between ICT Capabilities and Experience. Experience is mediating the effect from ICT Capabilities on Satisfaction and Loyalty. Capabilities related to business issues have a stronger effect on ICT Capabilities than capabilities related to the ICT issues. Index Terms—E-service, ICT capabilities, resource-based view. I. INTRODUCTION The dominant research in the literature of a strategic management and strategic planning is related to the competitive advantage. The relationship between resources and a competitive advantage is the basis for Resource-based View [1]. To be the source of a sustainable competitive advantage, resources must be valuable, rare, imperfectly imitable and non-substitutable. According to the Resource-based View, the company’s resources consist of all assets, capabilities, organizational processes, the company’s attributes, information, knowledge etc. that are controlled by the company with the aim of improving efficiency and effectiveness in business strategy implementation [1]. The main goal of the Resource-based View is to explain the prerequisites for obtaining and sustaining a competitive advantage. When value creating strategy is not simultaneously implemented by the competitors, in that case the company has a competitive advantage. But, if competitor companies are unable to duplicate the benefits of the value creating strategy, then the company possesses a sustained competitive advantage [1]. According to the Resource-based View, for one resource to be the source of a sustained competitive advantage it must have four attributes: the resource must be valuable, it must be rare, imperfectly imitable and substitute for the valuable resource should not exist. There is a distinction between resources and capabilities [2]. Resources are the input into the production process and they include capital equipment, skills of employees, patents Manuscript received June 24, 2012; revised August 9, 2012. Gjoko Stamenkov is with the field of ICT, ICT governance, information security and project management. Zamir Dika is with the several universities and his research interest is in the field of information systems. etc. On the other hand, capability is the capacity for a team of resources to perform some task. The capabilities are built on top of the existing resources. The competitive advantage on the market is based on a company’s capabilities. Finally, a strategy is based on the competitive advantage and the company’s resources and capabilities. The performance effects of IT, based on the Resource-based View, are the focus of the research stated in [3]. The key IT-based resources are classified in three types of resources: the tangible resources including IT infrastructure, human IT resources consisting of technical and managerial IT skills, and intangible IT-enabled resources such as knowledge assets, customer orientation and synergy. As a result of the research, the focus for future researches is suggested to be put on developing better metrics for evaluating IT resources, such as implementation of SERVQUAL instrument used as a tool for determining the quality of Information Systems and IT effectiveness. Using Resource-based View, the effects that five different IT resources and capabilities have on the performance of the customer service process are investigated [4]. The first class of IT-related resources includes raw IT spending, technical IT skills and generic information technologies used in customer service process. The second class consists of two capabilities that are crucial factors influencing how the first class of resources is used: shared knowledge and IT infrastructure flexibility. The main goal of the research was to explore whether the mentioned resources and capabilities could explain the variance in performance of the customer service unit. The focus should be on IS/IT capabilities that are core to the business future capacity, not on IS/IT as core or non-core [5]. The goal of our study is to determine the relation between ICT Capabilities, as assessed by the internal users, and their experience, satisfaction and loyalty. We conducted two analysis: in the first analysis, ICT Capabilities are defined as a reflective construct, while in the second analysis they are defined as a formative construct [6], [7], [8]. The research is based on the presented articles. The research is part of the bigger research project to define the relationship between Business/IT Alignment, Service Climate, ICT Capabilities and other constructs as predictors, and Quality Assurance as an effect. We set forth the following hypotheses for our study: Hypothesis 1: There is a positive relationship between the ICT Capabilities and the Experience of the internal users from using E-services. Hypothesis 2: The Experience of the internal users from consuming E-services is mediating the effect from ICT Capabilities to the Satisfaction and Loyalty of the internal The Effect of ICT Capabilities on the Experience of Using e-Services in Banks Gjoko Stamenkov and Zamir Dika 788 International Journal of Computer Theory and Engineering, Vol. 4, No. 5, October 2012