Interfirm collaboration through interfirm networks

Li, Feng; Williams, H. Paul

doi:10.1046/j.1365-2575.1999.00053.x

Cited by 30 publications

(31 citation statements)

References 7 publications

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“…Even before the advent of the Internet, the use of information technology (IT) has been claimed to lead to a tighter coupling between buyer and supplier organizations (Malone et al 1987), allowing organizations to integrate their various business processes and enabling the formation of vast networks of interorganizational relationships (Venkatraman 1994). The 1970s and 1980s witnessed a widespread diffusion of interorganizational systems (IOS), in particular electronic data interchange (EDI) systems to enable exchange of data among organizations (Li and Williams 1999). Through IOS, business partners such as suppliers and customers in the same value chain, strategic partners or even competitors in the same or related market (Cunningham and Tynan 1993) were able to arrange routine business transactions (Turban et al 2000).…”

mentioning

confidence: 99%

Shaping IT Standardization in the Automotive Industry - The Role of Power in Driving Portal Standardization

Gerst

Bunduchi²

2005

REMA

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The advent of Internet technologies during the past decade has accelerated the diffusion of interorganizational networks and has intensified collaboration among organizations. Currently, most interorganization systems have moved to the public Internet network and rely on Internet and associated standards such as XML to codify and exchange data. Though often portrayed as a narrow technical matter, interorganizational systems standard setting is a complex social process, shaped by the power relations among the potential participants. This paper discusses the role that the power relations among the automotive industry actors played during the early development stages of Covisint -an interorganizational system aiming to set up a de-facto platform for e-commerce in the automotive industry. Whereas current empirical studies on standardization focus on the success of coalitions of large users to establish de facto standards, our study explores the failure of such an initiative. The study finds that changes in the balance of power among car manufacturers and suppliers and the inability of car manufactures to relinquish control over standard development to suppliers can explain why coalitions can fail to set up and adopt industry wide e-commerce platform standards.

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confidence: 99%

Shaping IT Standardization in the Automotive Industry - The Role of Power in Driving Portal Standardization

Gerst

Bunduchi²

2005

REMA

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“…When cooperative organizations acquire technical, strategic, and cultural compatibility, IOIS adaptability affects alliance capabilities [29]. Li and Williams [72] demonstrated the direct relationship between inter-organizational information system compatibility and organizational alliance activities. However, other researchers found an indirect link between inter-organizational compatibility and multi-organizational communication systems, such as the IOIS [73,74].…”

Section: Hypotheses Of Imoa As a Mediating Variablementioning

confidence: 99%

Adaptability of Inter-Organizational Information Systems Based on Organizational Identity: Some Factors of Partnership for the Goals

2019

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Given the current trade friction between the United States of America and the People’s Republic of China, the progress of the Sustainable Development Goals (SDG) may slow down in some areas in both countries, and there is a need for organizations to understand more of the factors that affect the adaptability of inter-organization information systems (AIOISs) in order to support the 17th Sustainable Development Goal. This research proposes a new model for the adaptability of IOISs based on organizational identity. The hypotheses for this research were deduced from the literature in order to identify and extract the factors for adaptability and partnership. Subsequently, a conceptual model has been developed and empirically tested using the data from 259 samples. The exploratory and confirmatory analysis showed that organizational learning mechanisms (OLM) and knowledge sharing (KS) have a significant positive effect on the identity of multi-organization alliances (IMOAs), and on the adaptability of IOISs, as well as indirectly affecting the adaptability of IOISs through the mediating role of the identity of the multi-organization alliance. In addition, organizational collaboration (OC), commitment, and trust have a significant positive effect on the identity of a multi-organization alliance, whereas there is no direct relationship between organizational collaboration, commitment, trust, and the adaptability of the IOIS. Lastly, the mediating roles of IMOA on AIOIS are supported.

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“…For instance Tencati and Zsolnai (2009) state that the enterprise concept helps a business fit better within its [business] environment, social, and cultural contexts. Likewise Binder and Clegg (2006) Li and Williams (1999) indicate that "firms should focus on their core competences and share expertise and risks with each other in order to develop inter-firm collaboration in strategic processes…" This thinking indicates that competitiveness relies on the overall performance of all partners in an enterprise rather than just one company's internal operations. This research focuses on the three main types of enterprises:…”

Section: Literary Context From Erp To Erpii and On Towards Erpiiimentioning

confidence: 99%

Managing enterprises and ERP systems: a contingency model for the enterprization of operations

Clegg

Wan

2013

International Journal of Operations &Amp; Production Management

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Purpose -The purpose of this paper is to investigate enterprise resource planning (ERP) systems development and emerging practices in the management of enterprises (i.e. parts of companies working with parts of other companies to deliver a complex product and/or service) and identify any apparent correlations. Suitable a priori contingency frameworks are then used and extended to explain apparent correlations. Discussion is given to provide guidance for researchers and practitioners to deliver better strategic, structural and operational competitive advantage through this approach; coined here as the "enterprization of operations". Design/methodology/approach -Theoretical induction uses a new empirical longitudinal case study from Zoomlion (a Chinese manufacturing company) built using an adapted form of template analysis to produce a new contingency framework. Findings -Three main types of enterprises and the three main types of ERP systems are defined and correlations between them are explained. Two relevant a priori frameworks are used to induct a new contingency model to support the enterprization of operations; known as the dynamic enterprise reference grid for ERP (DERG-ERP).Research limitations/implications -The findings are based on one longitudinal case study. Further case studies are currently being conducted in the UK and China. Practical implications -The new contingency model, the DERG-ERP, serves as a guide for ERP vendors, information systems management and operations managers hoping to grow and sustain their competitive advantage with respect to effective enterprise strategy, enterprise structure and ERP systems. Originality/value -This research explains how ERP systems and the effective management of enterprises should develop in order to sustain competitive advantage with respect to enterprise strategy, enterprise structure and ERP systems use.

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Interfirm collaboration through interfirm networks

Cited by 30 publications

References 7 publications

Shaping IT Standardization in the Automotive Industry - The Role of Power in Driving Portal Standardization

Shaping IT Standardization in the Automotive Industry - The Role of Power in Driving Portal Standardization

Adaptability of Inter-Organizational Information Systems Based on Organizational Identity: Some Factors of Partnership for the Goals

Managing enterprises and ERP systems: a contingency model for the enterprization of operations

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