Intraorganizational information and communication technology diffusion: Implications for industrial sellers and buyers

Papastathopoulou, Paulina; Avlonitis, George J.; Panagopoulos, Nikolaos G.

doi:10.1016/j.indmarman.2005.10.002

Cited by 43 publications

(25 citation statements)

References 112 publications

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“…In many instances, demand uncertainty has either a negative or even no influence on a technology decision [83], making a hypothesis difficult to draw. However, given that tracking technology can provide more data in an uncertain environment than any previously evaluated technology, allowing for a potentially significant reduction in transaction costs, we expect that it will have an influence at all three stages of assimilation.…”

Section: Demand Uncertaintymentioning

confidence: 99%

Assimilation of tracking technology in the supply chain

Basole

Nowak

2018

Transportation Research Part E: Logistics and Transportation Re

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While tracking technology has become increasingly accessible, firms still struggle with deploying these technologies into the supply chain. Using the complementary perspectives of transaction cost and institutional theory, we develop an understanding of how supply network, product, and environmental characteristics jointly impact tracking technology assimilation. We empirically test our model on a global dataset of 535 supply chain executives and decision makers. The results suggest that assimilation is frequently initiated by an external stakeholder in a firm's supply chain and that firms must develop strong collaborative ties with their partners in order to take full advantage of this technology.

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Section: Demand Uncertaintymentioning

confidence: 99%

Assimilation of tracking technology in the supply chain

Basole

Nowak

2018

Transportation Research Part E: Logistics and Transportation Re

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“…Several research studies showed benefits from using information and communication technology (ICT) such as CRM, ERP and Intranet, which is considered significant for creating competitive advantage (Jaworski and Kohli 1993;McKee, Varadarajan and Pride 1989;Papastathopoulou, Avlonitis and Panagopoulos, 2007;Yu et al, 2015). It can be imperative in reducing uncertainties surrounding production and administration processes (Dewett and Jones, 2001) and significant determinant of technical performance and productivity of R&D project teams (Allen 1984;Pelz and Andrew 1966).…”

Section: Ict Innovation Diffusionmentioning

confidence: 99%

Antecedents and consequences of corporate communication management (CCM)

Mohamad

Nguyen

Melewar

et al. 2018

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Middlesex University Research Repository makes the University's research available electronically.Copyright and moral rights to this work are retained by the author and/or other copyright owners unless otherwise stated. The work is supplied on the understanding that any use for commercial gain is strictly forbidden. A copy may be downloaded for personal, non-commercial, research or study without prior permission and without charge.Works, including theses and research projects, may not be reproduced in any format or medium, or extensive quotations taken from them, or their content changed in any way, without first obtaining permission in writing from the copyright holder(s). They may not be sold or exploited commercially in any format or medium without the prior written permission of the copyright holder(s).Full bibliographic details must be given when referring to, or quoting from full items including the author's name, the title of the work, publication details where relevant (place, publisher, date), pagination, and for theses or dissertations the awarding institution, the degree type awarded, and the date of the award.If you believe that any material held in the repository infringes copyright law, please contact the Repository Team at Middlesex University via the following email address:eprints@mdx.ac.ukThe item will be removed from the repository while any claim is being investigated.See also repository copyright: re-use policy: http://eprints.mdx.ac.uk/policies.html#copy 1 Antecedents and Consequences of Corporate Communication Management (CCM): An Agenda for Future Research AbstractPurpose. This paper aims to provide a degree of clarity on the corporate communication management (CCM) concept, by building a conceptual framework that uncovers its underlying antecedents and consequences. Although it is consolidated that corporate communication and information together plays an important role in strategic management planning due to the high relevance of managing positive relationships with multiple stakeholder that have a strong impact on corporate survival, extant literature suggests that there have been few empirical studies so far assessing the contribution of CCM to organisational performance.Design/methodology/approach. The paper is conceptual and a model is developed as a result of an extensive critical multidisciplinary literature review. in order to provide a more systematic and coherent concept that is operational and measureable. Nevertheless, no one method has been defined as the most effective, and assessment methods remain unclear (Christensen and Cornelissen, 2011;van Riel, 1995).Although most corporate communication and information professionals could benefit from using an integrated and more organised framework, the academic field of corporate communication remained scattered, divergent, and lack coherence (Belasen, 2008;Christensen and Cornelissen, 2011). This confusion, regarding the central concept of corporate communication management, has still not been resolved (van Riel 1997) and the kno...

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“…However, it is not possible to understand the contribution of such use in the whole process of building value to clients. Most studies on the use of ICT tools made outside Brazil focus only in some components of this process: i) cost reduction (Kaufmann and Carter, 2004;Barwise and Farley, 2005;Song and Zahedi, 2006;Long, Tellefsen and Lichtenthal, 2007;Michael, 2007;Rao, Senecal and Le, 2007;Tao., Chen and Chang, 2007;Kotabe, Mol and Murray, 2008;Samiee, 2008;Walters, 2008;Wu and Hisa, 2008); ii) information quality and speed (Ahearne, Jelinek and Rapp, 2005;Bush, Moore and Rocco, 2005;Honeycutt Jr, 2005;Papastathopouloua, Avlonitisb, and Panagopoulosc, 2007;Basu and Muylle, 2007;King and Burgess, 2008;Samiee, 2008); iii) productivity raise, efficiency and effectiveness of the commercial team (Bush et al, 2005;Buehrer, Senecal and Pullins, 2005;Schillewaerta, Ahearneb, Frambachc and Moenaertd, 2005;Ahearne et al, 2005;Honeycutt Jr, 2005;Long et al, 2007;Richards and Jones, 2008;Stein and Smith, 2009). Only two studies look at the whole process of construction of value to the Client (Long et al, 2007;Stein and Smith, 2009) and four address the issue from the point of view of the client instead of from the internal point of view of the supplier company (Celuch and Goodwin;Taylor, 2007;Marwaha and Willmott, 2006;Rao et al, 2007;Tao, Chen and Chang, 2007).…”

Section: Ict and Value To Clientsmentioning

confidence: 99%

Choosing ICT Tools: Proposition of a Model to Deliver Value for Clients

Grise

Huertas

2013

Journal of Technology Management & Innovation

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Several tools of Information and Communication Technology (ICT) are being used nowadays to support customer relationship processes. Literature review shows that, in the selection and deployment of these tools, internal goals of productivity and efficiency predominate. In just a few situations, the objective is offering higher value to the client. Therefore, the objective of this research was to propose a process of selection and deployment of ICT tools geared towards offering higher value, in the business to business market. Primary data were collected in depth interviews with high-level executives responsible for ICT areas. For the content analysis, the ATLAS-ti software was used, searching for recurrent themes. A value oriented process for choosing and implementing ICT tools was then proposed.

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Intraorganizational information and communication technology diffusion: Implications for industrial sellers and buyers

Cited by 43 publications

References 112 publications

Assimilation of tracking technology in the supply chain

Assimilation of tracking technology in the supply chain

Antecedents and consequences of corporate communication management (CCM)

Choosing ICT Tools: Proposition of a Model to Deliver Value for Clients

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