Abstract
Considers EDI for retailers in the context of innovation theory. A case study of nine retailers who adopted EDI during 1987‐92 is used to discuss the reasons why EDI was delayed until 1986‐93 even though it was technically possible in the early 1980s. Argues that an innovation will not join the portfolio of “possibles” until three issues are resolved. These are (1) innovation “poles” to disseminate EDI know‐how, (2) cost and performance improvements to the technology, and (3) management learning, based (in this case) on learning developed from handling EPoS. Also considers the decision‐making process underlying EDI.
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