Combining the rational and relational perspectives of electronic trading

Redondo, Eduardo Peis; Daniel, Elizabeth; Ward, John M.

doi:10.1057/ejis.2008.61

Cited by 7 publications

(7 citation statements)

References 58 publications

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“…We examine the combination of contextual factors from all four levels that influence IOIS-adoption variances at the IO level. The figure also illustrates that IO configurations could operate directly between buyers and sellers (e.g., Ibrahim et al, 2012;Lee et al, 2017;Redondo et al, 2009) and/or via intermediaries such as distributors and warehousing partners (e.g., Guo et al, 2014;Ibrahim et al, 2012;Kurnia et al, 2015). We manage the complexity involved in multilevel research (Sun & Compeau, 2016) by not considering the directional/causal links among factors and levels.…”

Section: Overview Of the Multilevel Theoretical Frameworkmentioning

confidence: 99%

“…Ibrahim and Ribbers (2009) argue that trading partners can use their resources (e.g., complementary expertise) to mutually attain a competitive advantage and build trust. Some studies use concepts from resource dependence theory (RDT) (e.g., Kurnia et al, 2015;Redondo et al, 2009;Xiao et al, 2013) posits that organizations can use mechanisms (e.g., form alliances and mergers, introduce switching costs) to reduce or equalize the power imbalance with their trading partners regarding access to critical resources.…”

Section: Io-level Iois-adoption Factorsmentioning

confidence: 99%

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The Impact of Multilevel Contextual Factors on IS Adoption at the Inter-organizational Level

Kurnia¹,

Parker²,

Ali³

et al. 2019

CAIS

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Inter-organizational information systems (IOIS) offer many potential benefits to organizations, and IOIS adoption has increased in the last few decades. However, IOIS adoption varies significantly across different contexts, and little research has investigated how contextual factors affect IOIS-adoption variances at the inter-organizational (IO) level in depth-particularly from a multilevel perspective. This paper proposes a novel multilevel framework to analyze what combinations of contextual factors at the national, industry, inter-organizational, and organizational levels influence IOIS-adoption variances at the inter-organizational level. We present an in-depth, exploratory case study of the Indonesian grocery industry that identified three inter-organizational configurations between manufacturers, distributors, and retailers with IOIS-adoption variances. We found that the combinations of multilevel contextual factors varied for each configuration and, thus, explain the IOIS-adoption variances we observed at the IO level in a nuanced and holistic way. We argue that our multilevel framework may help scholars avoid contextual fallacy by encouraging them to examine the influence of higher-level factors on IOIS-adoption variances at the IO level and to avoid the atomistic fallacy that results when they make the wrong assumption that IOIS adoption at the organizational level implies adoption at a higher level.

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Section: Overview Of the Multilevel Theoretical Frameworkmentioning

confidence: 99%

Section: Io-level Iois-adoption Factorsmentioning

confidence: 99%

The Impact of Multilevel Contextual Factors on IS Adoption at the Inter-organizational Level

Kurnia¹,

Parker²,

Ali³

et al. 2019

CAIS

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“…Previous studies tend to characterize a dichotomy between rational objectivity and the subjectivity of emotional or socially conditioned responses (e.g. Ansari and Euske, 1987;Boland and Pondy, 1983;Hopper and Powell, 1985;Redondo, Daniel, and Ward, 2009). …”

Section: Rationales For Adoptionmentioning

confidence: 99%

Adoption rationales of new management practices

Daniel

Myers²,

Dixon

2012

Journal of Business Research

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This study considers that multiple and diverse rationales, including rational, emotional and socially conditioned responses can influence the adoption of management practices. The study includes four case studies in order to subject the adoption rationales that Sturdy (2004) posits to empirical inquiry and to explore the impacts of these differing rationales on characteristics of the subsequent adoption. The findings show that five of the six rationales Sturdy proposes are empirically identifiable. The findings also suggest that, subject to the exploratory nature of the study, earlier adoption of management practices is associated with political and psychodynamic rationales, consistent with notions of being seen to adopt new ways of working. The findings also suggest that the political and dramaturgical rationales are associated with more rapid adoption due to influential individuals or groups acting as champions. Whilst Sturdy proposes his rationales as a simple list, the findings of this study suggest a more complex relationship between the rationales. The study contributes to the growing body of literature that addresses the important topic of management practices, particularly those that provide an expository consideration.

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“…It is not to say that the focal firm is necessary and sufficient to become a part of the network of IOS integration. The focal firm may still be a part of pre-established network practicing its extant information systems, processes, and resource allocation mechanisms (Redondo et al, 2009;Rodon and Sese, 2010). Thus, the dominant firm may have to use its power to lure the focal firm to implement IOS integration and to mutually adjust their original systems, processes, and resources allocation (Grover and Saeed, 2007).…”

Section: Mapping Enrolment To Ios Contextmentioning

confidence: 99%

Translation to Inter-organizational Systems Integration: The Effect of Power and the Mediating Role of the Obligatory Passage Point

Lee

Wang

2016

PAJAIS

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IOS integration has become a competitive necessity in recent industrial environment. Thus, in the supply chain, dominant firms often try to exert their power to influence their dependent firms to implement IOS integration. However, whether power helps or hurts an integrated IOS implementation is still an unresolved issue. Mixed results on this issue from prior studies demand a further examination on such a context. Based on the circuits of power framework and the concept of obligatory passage point (OPP), this study identifies three factors that mediate the effect of power on the implementation of IOS integration, including competitive necessity, interestingness, and firm readiness. We accordingly develop a theoretical model with six hypotheses. Based on a sample of 134 manufacturing firms and PLS analysis, all hypotheses receive empirical support from the data. The findings suggest that the flows of exercised power and potential power into IOS integration can go through those mediators. Exercised power can promote competitive necessity that lead dependent firms to perceive greater interestingness and achieve higher firm readiness, resulting in a high level of IOS integration. Potential power supplements exercised power in facilitating interestingness and firm readiness. These two types of power also demonstrate different effects on those mediators. While exercised power has a greater impact on competitive necessity and no impact on interestingness, potential power produces an opposite result. This study therefore clarifies the effect of different types of power on IOS implementation. Theoretical and practical implications of the results are provided.

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Combining the rational and relational perspectives of electronic trading

Cited by 7 publications

References 58 publications

The Impact of Multilevel Contextual Factors on IS Adoption at the Inter-organizational Level

The Impact of Multilevel Contextual Factors on IS Adoption at the Inter-organizational Level

Adoption rationales of new management practices

Translation to Inter-organizational Systems Integration: The Effect of Power and the Mediating Role of the Obligatory Passage Point

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