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PurposeThe purpose of this paper is to discover strategic implications and successful factors leading to the development of an attractive model for other firms to follow based on a typical case study.Design/methodology/approachThis paper used a case study methodology to examine the case of a business‐to‐business (B2B) collaborative information system based on the first textile company in Taiwan to implement a RosettaNet‐like for B2B process integration.FindingsThe results showed that some key success factors included: support and understanding from the entire team, simple process redesign, standard process development, government support, distinctive operation collaboration model, total support from top management, and an effective and experienced team.Practical implicationsManagerial implications are as follows: employ vertical process integration to quickly exchange data, establish a platform to share information, establish vendor‐managed inventory (VMI) to lower costs, and a cross‐organization centre to effectively operate the platform.Originality/valueThe complete information structure provided in this case, the distinctive collaborative and the proposed implementation models can all serve as a reference for other enterprises whose size, scope and information technology level are similar to the focal firm in this case.

In this paper, fuzzy hierarchical analysis (FHA) is used to explore the process by which the criteria weights of the Taiwan National Quality Award (TNQA) are assigned by TNQA committee members. Each member is allowed to employ fuzzy scales in place of exact scales. Each pairwise comparison of criteria is made through a questionnaire from each TNQA committee member. The membership function of trapezoidal fuzzy numbers is introduced to specify TNQA committee members’ intentions. After FHA, the reasonable range of each criterion weight of TNQA is determined. The current criteria weights of TNQA are properly verified.

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