a b s t r a c tWe examine sourcing professionals' work context to conceptualize how they use sourcing enterprise systems (SESs) and to understand when SES use results in positive/negative job outcomes. We differentiate between SES use for supplier selection and supplier governance, identify sourcing professionals' work process interdependence as a moderator for the impacts of SES use on job satisfaction, and suggest job satisfaction mediates the impacts of SES use on job performance. We conducted a field study of sourcing professionals' SES use at one of the largest consumer product companies in the United States, which has implemented an SES to innovate its sourcing professionals' work processes. Based on our analysis of the survey and qualitative data we collected, we found the impacts of both types of SES use (1) to be negative on job satisfaction when work process interdependence was high, (2) to be positive on job satisfaction when work process interdependence was low, and (3) to be mediated by job satisfaction for job performance. We discuss the implications of our findings for the literature at the intersection of information systems and operations management as well as for the information technology enabled innovation of sourcing processes and, more generally, complex business processes.

Increasingly, the adoption and use of radio frequency identification systems in hospital settings is gaining prominence. However, despite the transformative impact that radio frequency identification has in healthcare settings, few studies have examined how and why this change may occur. The purpose of this study is to systematically understand how radio frequency identification can transform work practices in an operational process that directly impacts cost and operational efficiency and indirectly contributes to impacting patient safety and quality of care. We leverage an interdisciplinary framework to explore the contextual characteristics that shape the assimilation of radio frequency identification in healthcare settings. By linking the use of radio frequency identification with specific contextual dimensions in healthcare settings, we provide a data-driven account of how and why radio frequency identification can be useful in inventory management in this setting. In doing so, we also contribute to recent work by information systems scholars who argue for a reconfiguration of conventional assumptions regarding the role of technology in contemporary organizations.

Enterprise system (ES) implementations frequently fail to deliver job benefits for employees, many of whom are dissatisfied with these systems that were implemented to support them in their jobs. The literature is clear that the realization of job benefits depends on how these systems are used, motivating us to focus on the determinants and outcomes of effective ES use. Focusing on employees' use of systems to support their work processes, we examine how employees' preimplementation context-specifically, the use of an incumbent system and the associated work processes-affects their performance expectancy of a new ES and, consequently, their effective use of the ES and the resulting job outcomes. Our results suggest that (1) employees' perceptions of two facets of information transparency based on incumbent system use, namely information visibility and information credibility, have different impacts on employees' performance expectancy of a new ES depending on their perceptions of process standardization in the incumbent system context, and that (2) effective ES use mediates the impact of pre-implementation performance expectancy on postimplementation user satisfaction and, consequently, job effectiveness. Our findings provide insights into the mechanisms linking the context of using an incumbent system to post-implementation effective ES use and job outcomes, thereby integrating perspectives from technology acceptance and use, IS success, and work design.

Purpose The purpose of this paper is to show how design thinking can be a useful approach for helping interorganizational partnerships create higher levels of value creation for both parties. By integrating concepts related to human cognition, contracts and performance, the authors show how interorganizational relationships often hit a brick wall. The authors show how they can break through such obstacles in a systematic way using design thinking. Design/methodology/approach The authors anchor their conceptual and prescriptive advice in a real-life case study between a large logistics company and a global technology firm. The case study was conducted over a multiyear period with many sources of data collected: interview data, observational, participant observation, archival presentations, etc. Findings The authors show the factors that lead to rigidity in interorganizational relationships over time, and the cycle of confirmation and exploitation that truly squeezes the life out of relationships if firms are not careful. They offer a prescriptive approach for addressing this issue that should be valuable for many firms across the globe. Research limitations/implications The study is based on a single-case study, so generalizability is always an issue. However, we think that most practicing managers who have been involved (in any way) with managing an interorganizational relationship will attest to the fact that they often experience the patterns that the authors illuminate in their study. Practical implications By applying the design thinking methodology within the context of interorganizational relationships, managers will help their firms break fixation and enter entirely new plateaus of value creation for both firms. Social implications The world of work occurs through partnerships and relationships, companies rarely “go it alone”. Thus, developing the capacities in managers to continuously assess relationship efficacy, break from inertia and discover new ways of creating value will lead to positive social implications. Additionally, the design thinking methodology is based on developing empathy for others, and the authors would argue that such capabilities are sorely needed in this world. Originality/value There is a lot of work on interorganizational partnerships, but an absence of help for practicing managers on how to make such relationships great. Grounded in a real-life case study, this paper provides practical contributions to those currently managing such relationships.

No abstract