Diffusion Of Electronic Data Interchange Research Articles

EDI의 확산 요인과 확산 정도에 관한 연구

지금까지 EDI의 연구는 EDI 도입과 성과에 초점이 맞추어져 왔다. 그러나 최근 EDI의 확산에 관한 연구가 증가하고 있다. 이 연구의 목적은 첫째, EDI 확산의 여러 요인을 찾고, 두 번째 EDI 확산 요인과 EDI 확산 정도와의 관계를 밝혀보고자 한다. 이러한 목적을 달성하기 위해 본 연구에서 채택된 두가지 방법론은 첫째, 선행연구들을 폭넓게 분석하여 모델을 구축하는 것이며, 둘째 EDI 확산요인을 탐색하는 실험적 연구방법이다. 본 연구가설을 검증한 결과 첫째, EDI 내부확산에 영향을 미치는 중요한 변수들은 최고경영자의 지원, 업무범위, 정보기반, 적합성, 복잡성, 상대적 이익, 경쟁정도, 거래상대방 압력을 들 수 있고, 둘째 EDI의 외부확산에 영향을 미치는 주요 변수들은 최고 경영자의 지원, 업무범위, 정보기반, 적합성, 상대적 이익, 경쟁정도, 거래상대방 압력 이다. 최고경영자의 지원, 업무 범위, 정보기반, 적합성, 상대적 이익, 경쟁 정도 그리고 거래상대방 압력이 EDI 내부확산과 외부확산에 동시에 영향을 미치는 것을 알 수 있다. Until now, most of studies on Electronic Data Interchange(EDI) have been focused on the introduction of EDI and the performance of EDI. But recently, there have been increasing researches on diffusion of Electronic Data Interchange. The aims of this study are twofold. First, to find the impacts of various factors on EDI diffusion, second, to examine the relationship between EDI diffusion factors and EDI diffusion degree. To accomplish those aims of study, two kinds of methodologies are adopted in the studies, First, model building by wide investigation on previous papers, Second, empirical research for finding the determinants of diffusion of EDI. The results of testing the hypotheses of this research are summarized as follows. First, The important EDI diffusion variables influencing internal diffusion of EDI consist of top management support, scope for EDI, IS sophistication, compatibility, complexity, relative advantages, competition intensity and external pressure. Second, Top management support, scope for EDI, IS sophistication, compatibility, relative advantages, competition intensity and external pressure are associated with external diffusion of EDI. We are aware of the important fact that top management support, scope for EDI, IS sophistication, compatibility, relative advantage, competition intensity and external pressure were simultaneously associated with internal and external diffusion of EDI.

Some Economics of Vertical Standards: Integrating SMEs in EDI Supply Chains

Despite the benefits associated with vertical communication standards such as electronic data interchange (EDI) or WebEDI, their diffusion among small and medium‐sized enterprises (SMEs) has failed to a surprising extent. Accordingly, SME integration into value chains is still a critical issue for information systems research on standards diffusion. The goal of this contribution is to reveal the reasons for the slow diffusion of EDI and WebEDI among SMEs and to propose concrete solutions. Based on an empirical survey among SMEs in the German office supply industry, economic and technical obstacles to vertical standard diffusion are identified. First, it is shown that EDI and especially WebEDI solutions are economically dominated by a widespread practice in SMEs, which is using faxes for business document exchange. Second, as many SMEs do not deploy automated material management systems (MMS), they lack the necessary technical preconditions for economically viable EDI. Third, based on these findings an EDI...

The Role of Intermediating Institutions in the Diffusion of Electronic Data Interchange (EDI): How Industry Associations Intervened in Denmark, Finland, and Hong Kong

Electronic data interchange (EDI) provides means for interorganizational communication, creates network externalities, requires an advanced information technology (IT) infrastructure, and relies on standards. In the diffusion of such innovations, institutional involvement is imperative. Such institutions contain governmental agencies, national and global standardization organizations, local government, and nonprofit private organizations like industry associations. The last type of organizations we call intermediating institutions. They intermediate or coordinate ("inscribe") the activities of a group of would-be adopters. Unfortunately, little is known of how these organizations shape the EDI diffusion trajectory. In this article we examine one specific type of intermediating organizations?industry associations?and how they advanced the EDI diffusion process in the grocery sectors of Hong Kong, Denmark and Finland. We identify six institutional measures, placed into a matrix formed by the mode of involvement (influence vs. regulation) and the type of diffusion force (supply push vs. demand pull), that can be mobilized to further the EDI diffusion. Industry associations were found to be active users of all these measures to varying degrees. Their role was critical especially in knowledge building, knowledge deployment, and standard setting. Furthermore, institutional involvement varied due to policy and cultural contingencies and power dependencies.

The Role of Intermediating Institutions in the Diffusion of Electronic Data Interchange (EDI): How Industry Associations Intervened in Denmark, Finland, and Hong Kong

The Role of Intermediating Institutions in the Diffusion of Electronic Data Interchange (EDI): How Industry Associations Intervened in Denmark, Finland, and Hong Kong

Organizational and Interorganizational Determinants of EDI Diffusion and Organizational Performance: A Causal Model

Electronic data interchange (EDI), a specific form of interorganizational systems, has the potential to significantly influence business operations and the exchange of business documents in a number of industries and to provide substantive tangible and intangible benefits to the participating firms. However, successful implementation and diffusion of these systems innovations requires the cooperation and commitment of all participating member firms. A number of interorganizational as well as internal, organization-specific factors can influence both the extent to which EDI is diffused and used and the level of subsequent benefits that accrue to the firms. Research from sociopolitical process framework in marketing, organizational theory, innovation theory, use of information technology for competitive advantage, and information systems (IS) implementation was used to identify 3 interorganizational variables (customer support, customer expertise, competitive pressure) and 4 organizational variables (internal support, EDI's benefits potential, EDI compatibility, resource intensity). In this study, we develop a multidimensional measure for EDI diffusion to capture both external integration and internal integration. We then examine the influence of these 7 variables on the extent to which EDI adopter firms pursue diffusion and whether more diffusion leads to superior organizational-level outcomes. Two senior executives (the chief executive officer and a senior manager responsible for the IS function or EDI) from 83 firms in the motor carrier industry participated in a field survey. The results from a structural equation model (SEM), developed using LISREL, provide quite a strong support for the hypothesized relations. All 4 organizational variables and 2 of the 3 interorganizational variables (customer support and competitive pressure) influence EDI diffusion. The results also indicate that external integration dimension of diffusion enables adopter firms to achieve improved operational and market-oriented performance, whereas internal integration contributes only to operational performance.

Contours of diffusion of electronic data interchange in Finland: Overcoming technological barriers and collaborating to make it happen

Electronic Data Interchange (EDI)—despite its basic simplicity—forms a complex and inter-organizational innovation. This necessitates multiple points of observation and the use of multiple theoretical frames in accounting EDI diffusion processes. Based on field study data we deliver a multi-level account of EDI diffusion in Finland. The study clarifies how factors located on three levels of analysis can be applied to understand the unfolding of EDI adoption in different organizational constellations, here called diffusion patterns. We examine three families of diffusion patterns: local dyadic patterns; industry-wide networks; and national initiatives. Overall we discern five distinct diffusion patterns. The analysis of the five patterns demonstrates that EDI diffusion is a complex interplay of organizational, industry and institutional factors. On the theory plane our study calls for the need to orchestrate multi-level approaches to study the diffusion of complex, and networked technologies.

International diffusion of a new tool: the case of Electronic Data Interchange (EDI) in the retailing sector

This paper studies the diffusion of EDI in the retailing sector of a number of European countries. It contains a comparative analysis between these countries with respect to different aspects of this tool. It also sets out to demonstrate the relationship between the telecommunications sector, the retailing sector and the demand for information on the one hand, with the diffusion and the lag in the adoption of EDI in this sector on the other.

EDI security — re-evaluation of controls and its implications on the organizations

Electronic Commerce presents many opportunities for public and private sectors to capitalize on technologies such as Electronic Data Interchange (EDI). A significant barrier to the organizational adoption and diffusion of EDI, however, is the lack of knowledge in the need for adequate security and control. This paper validates and extends the results of a previous survey and reports the findings of seven case studies using EDI systems. The importance in implementing controls and the lessons learnt from it will be discussed.

Measuring organizational benefits of EDI diffusion

Draws on recent research on the impact of electronic data interchange (EDI) on the Australian automotive industry. The often considerable efforts by large corporations towards the globalization of production and distribution has led such firms (typically multi‐national corporations) to invest in technologies designed to improve the efficiency and effectiveness of their global operations. In this context, one such technology is EDI. Much has been written about EDI and, in particular, the benefits that adopters can expect from using this comparatively simple, facilitating technology. While many authors are quick to extol the virtues of EDI, rarely have they documented the actual benefits and costs to an organization from adoption. Examines the impact of EDI on trading partners in the Australian automotive industry. Research consisted of a longitudinal study (between 1992 and 1994) of all component manufacturers which were supplying components to the large locally‐based multi‐national vehicle assemblers (Ford, General Motors‐Holden (GMH), Mitsubishi and Toyota). It is the component manufacturers who have felt the major impact of their larger customer’s requirements to become EDI capable.The alternative was to cease supplying the automotive industry. Following the establishment of a conceptual model, path analysis was used to analyse support for a number of hypotheses in measuring the extent of benefits to the organization from using EDI. Conclusions so far drawn support the hypothesis that benefits were being achieved depending on the degree of commitment of the organization to issues such as system integration, and level of senior management involvement. A number of suppliers found that despite being forced into EDI adoption, they were obtaining some competitive advantage, and having received new business (e.g. international contracts) partly as a result of being EDI capable.

Diffusion and management of electronic data interchange: barriers and qpportunities in the uk pharmaceutical and healthciare industries

This paper is based on evidence from a survey, conducted during 1992, investigating the adoption of electronic data interchange (EDI) amog neraly 20 furms in the pharmaceutical and healthcare sector within the UK. In particular, it focuses on the factors behind the adoption and diffusion of EDI, and the barriers to its uptake and spread. It also analyzes some of the strategic, organizational and managerial issues behind its implementatio and development. The survey highlights the relatively slow rate of adoption of EDI within this sector and key problems that inhibit its uptake. These include issues of costs, standards and the increasingly fragmented nature of purchasing and logistics that results from reorganization within the UK healthcare system.

Determinants and outcomes of electronic data interchange diffusion

Protagonists of electronic data interchange (EDI), a specific form of inter organizational systems (IOS), claim that it has the potential to dramatically alter the exchange of business documents and business operations (particularly material procurement and sales functions) in a number of industries. Drawing upon past research on innovation diffusion and information systems (IS) implementation, this study examines the role of key innovation and organizational factors in influencing the extent to which EDI is diffused within organizations, and whether more extensive diffusion leads to improved organizational outcomes. Two senior executives (one from the IS and the other from selling/buying function) from over 200 large American companies participated in the field study. The path analyses results indicate that compatibility and relative advantage (two of the three classical innovation attributes), championing, scope for use of EDI within the firm's task environments, and being an early adopter determine the extent to which EDI gets internally diffused through greater integration with other IS applications within the organization. Technical compatibility, top management support and being an early adopter emerge as the key variables influencing the extent to which EDI gets externally diffused through greater external diffusion of business transactions with trading partners. The results also indicate that greater internal as well as external diffusion of EDI facilitates improved organizational outcomes that was measured on six dimensions such as implementation success, organizational performance, influence on market structure, standardization of transactions, etc.

Competing through EDI at Brun Passot: Achievements in France and Ambitions for the Single European Market

To differentiate its customer service, Brun Passot, a small French company specializing in the distribution of office supplies, developed a set of telepurchasing applications. In 1982, it launched Bureautel, a videotex-based service that allows customers to electronically place their orders. In 1986, at the request of its large customers, it developed a PC-based ervice, then in 1989 an advanced electronic data interchange (EDI) application linking customers to its supply information system. These services allow data on products availability, price lists, orders, acknoledgement receipts, delivery notices, invoices, and related bank payments to be electronically transmitted. Using ISDN, they also make it possible to look up the photos of the 12,000 products that Brun Passot markets.This article illustrates how a small-sized company has used IT to improve the quality of its customer service, shorten lead time and reduce management costs, as well as create new business opportunities in France. It also raises some issues related to the adoption and diffusion of EDI, and presents Brun Passot ambitions to use this technology as the ''trojan horse'' to expand its geographical coverage. The expected fall of mobility barriers within the European Community, leading to the formation of the single European market, presents for Brun Passot a unique business opportunity to further leverage its IT infrastructure and gain new markets.

Implementation of Electronic Data Interchange: An Innovation Diffusion Perspective

Electronic data interchange (EDI) has dramatically changed the manner in which interorganizational transactions are conducted. The electronic exchange of transaction documents has had a significant impact on business practices, particularly in the sales and purchase/merchandising functions of organizations. EDI brings in many benefits to the organization such as reduced costs, faster turnaround, better customer service, and in some firms strategic advantage over their competitors. Despite these benefits, firms still have problems in implementing EDI.This study, drawing upon research in innovation theory and information systems, examines the relationship between various innovation characteristics (complexity, two forms of compatibility, costs, relative advantage, and communicability) and various attributes of diffusion (adaptation, internal diffusion, external diffusion, and implementation success) of EDI in organizations. The data for the study were collected from a large-scale field survey of 201 firms in the United States that have implemented EDI. Two senior executives, one from information systems (IS) and the other from the sales/purchase function, provided matched responses to a questionnaire that measured the various research constructs.The results of the multivariate regression analyses revealed that relative advantage, costs, and technical compatibility were the major predictors of adaptation. While relative advantage and duration were important predictors of internal diffusion, technical compatibility and duration were found to be important predictors of external diffusion. Both forms of compatibility (technical and organizational) and costs were found to be important predictors of implementation success in EDI.

EDI in retailing: implementation and prospects in Ireland

This paper presents a detailed examination of a pilot study carried out to investigate the application of Electronic Data Interchange (EDI) in the retail sector, in the Republic of Ireland. EDI is evaluated in the context of recent developments in the information technology area. The paper identifies the barriers/obstacles that need to the addressed if the diffusion of EDI is to be speeded up. Some of these barriers are common to those experienced in comparable investigations in America, the United Kingdom and mainland Europe. Finally a strategy for the implementation of EDI in the Republic of Ireland is presented, based on the findings of the pilot study. In this section, the paper highlights the difficulties arising from the situation where there is a lack of commonly internationally agreed standard in operation. While competitive advantages can be attained by adopters of EDI, this will be contingent upon other participants within the sector network also adhering to the system. It is envisaged that, by ...