The Business Value of Process Sharing in Supply Chains: A Study of RosettaNet

Inter-organizational relationships and information sharing in supply chains

“…Relational resources are key determinants of competitive advantage because they provide a firm with a unique resource barrier position in the supply chain (Chang & Shaw, 2009;Dyer & Singh, 1998;Griffith & Harvey, 2001;Griffith et al, 2006;Marcus & Anderson, 2006;Ranganathan et al, 2004). Relational benefits as an important element of relational resources are consistent with the value-based perspective (Ulaga & Eggert's, 2006).…”

“…Resource-based view is a major theoretical perspective for analyzing specific relational resources in supply chains (Chang & Shaw, 2009;Griffith, Myers, & Harvey, 2006;Marcus & Anderson, 2006;Ranganathan, Dhaliwal, & Teo, 2004;Subramani, 2004). Relational resources are key determinants of competitive advantage because they provide a firm with a unique resource barrier position in the supply chain (Chang & Shaw, 2009;Dyer & Singh, 1998;Griffith & Harvey, 2001;Griffith et al, 2006;Marcus & Anderson, 2006;Ranganathan et al, 2004).…”

Adoption and Impacts of Interorganizational Business Process Standards: Role of Partnering Synergy

“…The second key characteristic of IBPS is that implementation of these standards is resource intensive and requires adopting firms to have substantial technical and business process related expertise (Chang and Shaw 2009). These standards are typically based on XML-based protocols and may require service-oriented architecture (SOA) for successful deployment.…”

“…IBPS provide specifications for interrelated, sequential tasks and business documents that are agreed upon and shared by trading partners to achieve a defined and common business objective (Bala and Venkatesh 2007). Articles published in academic and practitioner outlets have noted that despite potential benefits, the adoption and diffusion of IBPS are still limited (Bala and Venkatesh 2007, Chang and Shaw 2009, Malhotra et al 2005, Wailgum 2006). …”

“…This poses a formidable challenge for firms related to how IT can be leveraged to make IORs more successful (Malhotra et al 2005(Malhotra et al , 2007Rai et al 2006). In recent years, many researchers have suggested IT-enabled interorganizational business process standards (IBPS) 1 -open specifications for integrating and automating interorganizational business processes using IT as a solution to improve IORs (e.g., Chang and Shaw 2009, Gosain et al 2003, Malhotra et al 2005, Markus et al 2006, Nelson et al 2005, Zhao et al 2005. IBPS provide specifications for interrelated, sequential tasks and business documents that are agreed upon and shared by trading partners to achieve a defined and common business objective (Bala and Venkatesh 2007).…”