Interorganizational Systems Research Articles

Collaboration électronique et investissement relationnel. Étude de cas exploratoire d'un SIIO dans le secteur du meuble

Based on the case of the leading European furniture haulage company, this article contributes to works about the respective roles of inter-organizational information systems and relational investment. The relational perspective we chose allowed to observe empirically a double innovation: technological, with the implementation of the tool by top management; but also organizational, through a form of ??human re-connection??, first implemented by the operators themselves before being gradually integrated by management. Finally, the case study highlights how important it is to develop transversality and knowledge diffusion at the operational level of collaborations.

Do organisational and environmental factors moderate the effects of Internet-based interorganisational systems on firm performance?

We developed a model of the relationships among several organisational, interorganisational and technological factors, the adoption of Internet-based interorganisational systems (IBIS) and various measures of firm performance. We used structural equation modelling to empirically test these relationships. The findings showed that adopting IBIS indirectly improves the operational performance of firms through business process performance. The positive effect on financial performance of adopting IBIS is not direct, but through the mediating effects of operational performance and business process performance. We also utilised multiple group analysis to test some of the model relationships across firms using several organisational and environmental factors as moderators. The organisational factors tested are firm type, age and ownership type. The environmental factors consisted of dynamism, complexity and hostility. We found that the organisational factors are significant moderators and that complexity and hostility are not significant moderators. However, the effects of dynamism as a moderator are less clear.

Leveraging IT Capabilities and Competitive Process Capabilities for the Management of Interorganizational Relationship Portfolios

Firms are increasingly dependent on external resources and are establishing portfolios of interorganizational relationships (IRs) to leverage external resources for competitive advantage. However, the systems of information technology (IT) and process capabilities that firms should develop to manage IR portfolios dynamically are not well-understood. In order to theorize how key structural IT capabilities (IT integration and IT reconfiguration) and competitive process capabilities (process alignment, partnering flexibility, and offering flexibility) operate as systems of complements, we draw on the competitive dynamics perspective and resource dependency theory and on the literature for IT business value, interorganizational systems, and interorganizational relationship management. We also theorize how a firm's IR portfolio moderates the effects of structural IT capabilities on competitive process capabilities and why a firm's environmental turbulence moderates the effects of complementary process capabilities on competitive performance. We test our model using survey data from 318 firms in 4 industries. Our results provide broad support for the following: (1) structural IT capabilities and process capabilities operating as a system of complements, (2) the effects of structural IT capabilities on competitive process capabilities being contingent on IR portfolio concentration, and (3) the effects of complementary process capabilities on competitive performance being contingent on environmental turbulence. We discuss the theoretical and practical implications of how firms should develop complementary systems of structural IT capabilities and competitive process capabilities to manage IR portfolios dynamically and leverage external resources.

Governance tools for board members. Adapting strategy maps and balanced scorecards for directorial action

The accountability of members of the board of directors of publicly traded companies has increased over years. Corresponding to these developments, there has been an inadequate advancement of tools and frameworks to help directorial functioning. This paper provides an argument for design of the Balanced Scorecard and Strategy Maps made available to the directors as a means of influencing, monitoring, controlling and assisting managerial action. This paper examines how the Balanced Scorecard and Strategy Maps could be modified and used for this purpose. The paper suggests incorporating Balanced Scorecards in the Internal Process perspective, ‘internal’ implying here not just ‘internal to the firm’, but also ‘internal to the inter-organizational system’. We recommend that other such factors be introduced separately under a new ‘perspective’ depending upon what the board wants to emphasize without creating any unwieldy proliferation of measures. Tracking the Strategy Map over time by the board of directors is a way for the board to take responsibility for the firm’s performance. The paper makes a distinction between action variables and monitoring variables. Monitoring variables are further divided on the basis of two considerations: a) whether results have been met or not and b) whether causative factors have met the expected levels of performance or not. Based on directorial responsibilities and accountability, we take another look at how the variables could be specified more completely and accurately with directorial recommendations for executives.

Trust factors influencing the adoption of internet-based interorganizational systems

This study aims to empirically examine the trust factors that affect the adoption of Internet-based interorganizational systems (IIOS). A trust model with five trust factors is constructed. The model is tested using data gathered from 295 practitioners. Confirmatory factor analysis is used to validate the model, and structural equation modelling is used for data analysis. The adoption of IIOS is influenced by trust factors including usability, reliability and availability, audit and verification mechanisms, and interoperability, while security is insignificant in this case. The generalization of the findings is currently limited, as the subjects were all Chinese people living in Hong Kong. Future studies could study individuals belonging to other types of professions, industries, and cultures to test the generalizability of the model. The study provides a trust model to facilitate practitioners for the effective adoption of IIOS. It also adds a trust model to the literature of IIOS in the electronic supply chain context.

Toward a Theory of IOIS Variance

Observing that existing models of inter-organisational information systems (IOIS) have not been developed to explain IOIS variance, in this paper the authors develop three criteria a new theoretical framework should meet: 1) It should support identification of and distinction between essential properties of IOIS; 2) it should explain the resilience of IOIS, that is, why (properties of) IOIS persist in the face of environmental change; and 3) it should offer a way of describing IOIS on organisational and collective levels, that is, the level of various types of collectives of organisations, such as networks, associations or industries. This paper then assesses four theories commonly used in IOIS studies (Transaction Cost Theory, Resource Dependence Theory, Neo-Institutionalism, and Structuration Theory) in view of these three criteria. Based on this discussion, the authors develop a new framework for studying IOIS variance which views IOIS as constellations of aligned practices.

Harnessing Interagency Collaboration in Inter-Organizational Systems Development

In spite of the increasing need for building interagency systems, the literature on effective inter-organizational collaboration is practically inexistent, both from the methodological and practical perspectives. Using an action research approach, this paper reports the findings of a four-year long action research that seeks to identify critical success factors for establishing and maintaining interagency collaboration in a large-scale inter-organizational system development project. The findings were drawn from direct experiences during the implementation of the cross-border internet-based system for trade and transport facilitation in Thailand, which required an involvement of more than 40 governmental and business stakeholders. This paper suggests a stepwise approach for the establishment and maintenance of interagency collaboration, and derives methodological and practical implications from this large-scale experience.

Strategic choices of inter-organizational information systems: A network perspective

As cooperation in a networked manner increases via various inter-organizational information systems (IOISs), it is important to choose appropriate IOISs for different types of organizations in the network environment. In this study, we analyzed customer-supplier relationships among organizations in five industries using social network analysis (SNA) methods and empirical data, aiming to help organizations strategically choose appropriate IOISs. Three types of customer-supplier networks were identified based on the network centralization comparison rate: customer-centric, supplier-centric and balanced networks. Based on the empirical findings in our analysis, we then propose strategies about how to choose appropriate IOISs for the firms in these networks and discuss the pros and cons of the choices. To the best of our knowledge, this is the first empirical research that applied SNA methods to study customer-supplier networks in the context of inter-organizational information systems.

An Integrative Approach to Inter-organizational System Implementation and Evaluation: the Case of Government-to-Business

Over the years, government-to-business (G2B) as an inter-organizational system has emerged as an essential part of e-government systems. Its development and usage have not only been expected to contribute to efficient and effective operations, but G2B is also anticipated for better transparency, reduced costs and improved process. However, although a rich body of literature exists regarding G2B, there is a lack of empirical research finding in understanding the system from multiple stakeholders’ perspectives. Hence, using a qualitative case study research approach, we seek to understand the inter-organizational system motivations, issues and challenges for its implementation and success evaluation from the context of system sponsor, government agencies and business organizations. Using the Malaysian background, a specific G2B system is being investigated which is the public e-procurement system. Discussion of the case findings is offered and implications of the study are explained.

The role of the quality of shared information in interorganizational systems use

This study develops and tests a three-stage model that examines the role of the quality of shared information in interorganizational systems (IOS) use. The model provides a more inclusive method of measuring quality of shared information in IOS use through a re-examination of the impact of top management support and IT infrastructure capability, and by assessing the mediating effect of operational supply chain performance on the relationship between quality of shared information and overall firm performance. Our results suggest that the impact of the quality of shared information in IOS use on overall firm performance starts with top management support and IT infrastructure capability, and that these success factors positively impact the quality of shared information in IOS use. Moreover, our results indicate that the quality of shared information positively impacts operational supply chain performance, which, in turn, leads to improvements in overall firm performance. Overall, our results highlight the importance of high quality of shared information in IOS use.

Impacts of internal and interorganizational information systems on the outsourcing of manufacturing

Drawing on transaction cost economics, this paper looks at the relationship of IT use to the outsourcing of manufacturing using survey data from US manufacturers. We find that greater use of interorganizational systems (IOS) is associated with greater outsourcing, but we do not find any main effects between internal IT and outsourcing. A negative interaction effect is found between measures of internal IT and IOS, suggesting that the two may be substitutes rather than complements. This distinction between internal IT and IOS, and the relationship of the two, offers scholars a more nuanced understanding of the nature and impacts of IT. It provides managers insight into how different types of IT can support different sourcing options.

Exploring the Impacts of Interdependent Relationships on IOS Use: The Roles of Governance Mechanisms

Existing studies have empirically tested the impacts of interdependence on the use of inter-organizational systems (i.e., IOS) by many firms to deal with inter-firm coordination requirements. It is also proposed that proper governance mechanisms are necessary for firms to really benefit from their inter-firm coordination. However, the roles of governance mechanisms in inter-firm relationships have not been fully integrated into the studies about the impacts of interdependence on IOS use for better inter-firm coordination. To fill this gap, this study developed a conceptual model and using survey data, it empirically tested the roles of governance mechanisms in mediating the impacts of interdependence on IOS use. The model test shows that various governance mechanisms indeed play important roles. Limitations of this study and future research are also discussed at the end.

The determinants of long‐term relationship on inter‐organizational systems performance

PurposeThis study aims to explore the relations among inter‐organizational, organizational, technical factors, inter‐organizational systems (IOS) use, IOS performance and long‐term relationship.Design/methodology/approachTo test the research hypotheses, this study primarily used LISREL 8.52 to do the SEM in order to ensure the relation across various dimensions. After SEM, path analysis is applied to test each of the hypotheses.FindingsThe findings of this study show that organizations exerting more power on suppliers are more likely to be aggressive in expanding the extent of IOS use. Organizations with strong executive support for IOS are more likely to be aggressive in expanding the extent of IOS use, and the extent of IOS use has significant and positive moderating effects on long‐term relationships and IOS performance.Research limitations/implicationsFuture studies may focus on competition pressure and IS compatibility. It may increase the number of samples, while including small companies for the study, in order to achieve generality.Practical implicationsThis study found that IOS will not only improve a company's productivity, product quality and costs, but also strengthen the long‐term relationship with their partner. Both buyers and suppliers can pay attention about how to improve and expand the extent of IOS use by three major factors: inter‐organizational, organizational, and technological perspectives.Originality/valueThis study is the first to examine three dimensions of factors (inter‐organizational, organizational, and technical factors) and their interaction with the use of IOS. This study is also the first to simultaneously discuss the relationships among IOS usage, IOS performance and long‐term relationships.

The relationship among formal EDI controls, knowledge of EDI controls, and EDI performance

As new technologies and software applications are supplanting traditional electronic data interchange (EDI) applications, new fraud concerns due to the ubiquitous connectivity of the Internet have increased the interest in EDI controls. Traditional outcome (or process)-oriented views of (formal) control should be supplemented by knowledge management considerations, and user knowledge of contents control and its importance should be enhanced in order to maximize performance. This research addresses the indirect effect of EDI control usage levels on EDI performance through knowledge enhancement. EDI controls were categorized as internal and third-party in order to highlight their internal and external aspects in inter-organizational systems. Knowledge of controls has two parts: knowledge of control content and an understanding of control importance. The research model was empirically tested using a structural equation modeling approach with data collected from Korean companies that have adopted EDI. The results indicate that knowledge plays an important role in mediating the effect of controls on performance. That is, EDI adopters can achieve operational and competitive benefits from high levels of knowledge in relation to control content and its importance.

Modelling physical barriers to interorganisational system implementation success

For interorganisational systems to provide benefits to all partner organisations typically requires well designed internal systems and processes and integration between enterprise systems and the IOS. Organisations frequently do not make these investments and the resulting physical implementation details, such as duplicated data storage, manual reentry of data and other workarounds, lead to less than optimal benefits. This paper describes an approach to modelling interorganisational business processes that can be used by process and system designers to diagnose and correct physical barriers to the success of interorganisational system. The modelling approach is illustrated with an example of an actual interorganisational system that exhibited less than optimal benefits owing to physical implementation barriers.

Determinants and performance outcome of manufacturing SMEs use of internet-based IOISs to share inventory information

This identifies the determinants and performance outcome of internet-based Interorganisational Information Systems (IOISs) to share inventory information with their key customers. The proposed model is tested on data collected from 240 senior managers of Canadian SMEs. Results indicate that: both determinants related to the technology and those related to business relationships affect SME's use of internet-based IOISs; the use of IOISs to share inventory information positively impacts manufacturing SMEs' operational performance; under greater use of internet-based IOISs to support transactions, an increase in the use of internet-based IOISs to share inventory information does not lead to an increase in performance.

The reconfiguration of practical knowledge in competitive alliances

The nature and value of knowledge transfer and inter-organisational learning processes within cooperative alliances are well known. Less attention, however, has been paid to inter-organisational learning processes within 'competitive collaborations'. Particularly, the nature and extent of information system use within inter-organisational knowledge management practices has been under-explored. In this paper, we use a micro-political change lens to reveal the nature of inter-organisational learning and practical knowledge transformation. Drawing upon two case studies of competitive alliances in the retail sector, our findings suggest that inter-organisational learning and practical organisational knowledge transfer is uneven at an operational level. We investigate the relationship between value creation and inter-organisational information system use in competitive collaboration processes and argue that further development of competitive alliance theory at the sub-organisational level is required.

A Knowledge-Based Framework for Measuring Organizational Readiness for the Adoption of B2B Integration Systems

Organizational readiness has long been identified as a critical success factor for the adoption of inter-organizational systems. This article presents a knowledge-based methodology for constructing readiness assessment instruments for B2B integration solutions and examines its validation by conducting structural equation modeling analysis with input data from wholesale trading firms in Greece. Strong emphasis is given to the usability and appropriateness of the produced indicators and the relevant gap in literature is addressed. The B2Bi success factors that are presented and the final set of their underlying indicators can provide a starting point for conducting organizational readiness evaluations for the successful adoption of multi-enterprise integration solutions. Our methodology and findings can assist enterprises and public bodies to utilize, share, and enrich a knowledge base about B2Bi organizational readiness, throughout their evolution as part of the Knowledge Society.

Transportation Collaboration: Partner Selection Criteria and Inter-Organizational System (IOS) Design Issues for Supporting Trust

The empty truck problem is a costly logistics issue that many companies have faced. Collaboration among competitors providing logistical solutions is very difficult and might not take place at all without support and intervention by the government. This study addresses the horizontal transportation collaboration among competitors that has been initiated by a government agency in Thailand. A survey was carried out of two groups comprising 31 “would be” collaborators – shippers and carriers – using a convenient sampling scheme. The study was designed to explore partner selection criteria during the formation stage and to explore the related design factors of an inter-organizational system (IOS) that supports trust among these collaborators. The result includes a comparison of the pre- and post-exposures to the IOS paper-based prototype that has incorporated some theoretically desirable features of collaboration. The results show positive relationships between direct prior alliance experience and some elements of trust and also between commitment and trusting intention in potential partners.

Understanding the influence of multiple levels of governments on the development of inter-organizational systems

In the arena of international trade, multiple levels of governments (ranging from national to supranational) play an important role in regulating and controlling cross-border trade activities. Recently, they have also become powerful players in influencing decisions about inter-organizational systems (IOS). The influences of these multiple levels of governments on IOS are of an enormous scale and impact on businesses and national economies. Understanding them is a prerequisite for informed actions. From a theoretical point of view we contribute with the MLxMC framework, a conceptual framework, which combines a processual, multi-level approach with the motors of change. We use the MLxMC framework to explicitly highlight the influences of multiple levels of governments on IOS developments that take place in the highly regulated environment of international trade. We demonstrate how the framework can be applied to analyze such developments, extending the existing IOS research with models that explicitly acknowledge the role of government. The framework makes use of multi-level analysis by taking the political and institutional aspects into account. As an analytical tool, the framework can support business practitioners as well as policy-makers in their strategic choices of which level to engage at and with whom to collaborate in order to influence the debate.