Understanding computer‐mediated interorganizational collaboration: a model and framework

Abstract

Purpose-To develop a process model of interorganizational systems (IOS) collaboration and systematic framework for understanding and classifying IOS technologies for interorganizational collaboration. Design/methodology/approach-This paper synthesizes relevant concepts and findings in the IOS, economics, and management literature. It also presents empirical examples to illustrate key issues, practices, and solutions involved in IOS collaboration. Findings-An integrative model of IOS collaboration is introduced and knowledge sharing, participative decision making, and conflict governance identified as three behavioral process elements underlying effective interorganizational collaboration. Extending Kumar and van Dissel's IOS framework to directly recognize these elements, a more complete collaboration-oriented framework for characterizing key elements of interorganizational collaboration and classifying IOS technologies is developed. Research limitations/implications-This paper brings together diverse ideas into a systematic view of collaboration via interorganizational systems. It contributes to a deeper, fuller understanding of issues involved in achieving collaborative advantage with IOS technologies. The paper also identifies factors and relationships that researchers should consider in designing empirical studies, posing hypotheses about collaboration via IOS, and analyzing results. Practical implications-The model and framework can serve as a checklist of considerations that need to be dealt with by leaders of collaboration-oriented IOS initiatives. The IOS framework and technology classification may also suggest ways in which IT vendors might provide better technological solutions, services, and software for interorganizational collaboration.

Exploring collaboration technology use: how users’ perceptions twist and amend reality

“…For practitioners, this study also suggests guidelines on what could influence use, adoption and ultimately success, thus complementing the guidelines offered by other studies (Chi and Holsapple, 2005 …”

“…Successful deployment of the technology is a necessary but insufficient premise (Chi and Holsapple, 2005;Lee et al, 2012). This research shows that social and material dynamics influence knowledge-sharing practices and therefore the use of a collaboration technology.…”

“…Business executives may find the benefits of collaboration tools alluring (Rozwell and Sussin, 2012), but a recent Gartner study (Landry, 2012) also observed "a great deal of confusion, hype and risk aversion" (p. 3) that keeps a significant number of organizations from pursuing IT-enabled collaborative initiatives. For the successful and effective use of inter-and intra-organizational collaboration technologies, organizations require not only successful deployment of the technology, but also -and this is, in fact, the more daunting part -cultural and behavioural changes leading to new work practices and new ways of thinking (Chi and Holsapple, 2005;Lee et al, 2012).…”

Contractual and Consensual Profiles for an Interorganizational Governance of Information Technology

“…Efficiency simply requires synchronicity; attempting to improve the use of all participants' resources requires coordination, and a lack of synchronicity simply implies a certain level of waste (Oliver, 1990). Standards are derived and adopted in order to satisfy a maximum of complexity (Gereffi et al, 2005) in the processes, satisfying a requirement of stability by attempting to minimize error (Chi & Holsapple, 2005). Finally, relationships cannot be legitimate without a certain level of openness.…”

“…Firms in today's volatile market strive to increase the value of their IT investments; in doing so, the current trends, and even the next generation of strategies, have come to emphasize collaborative partnerships in the form of interorganizational relationships. The combination of firms' capabilities allow these firms to more easily control and adapt to market forces and uncertainties (Brown & Grant, 2005;Chi & Holsapple, 2005). These partnerships induced an added role for IT, which is a cooperation enabler between businesses (Hong, 2002).…”