Abstract
The Internet appears to be a cheap, efficient, and ubiquitous channel for transmitting Electronic Data Interchange (EDI) transactions. This paper contrasts two strategies for implementing Internet-EDI systems. McKesson treated its Internet-EDI system as a traditional information systems development project while Bank of America built its Internet-EDI system with a prototyping approach. The paper discusses the conditions in which either approach may be appropriate in terms of project goals, time constraints, environmental uncertainty; and organizational structures employed. It also suggests that emerging Internet-EDI applications could transform trading partners relationships by reducing the import of EDI-capability as a competitive asset.
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