Benefits Identification in Inter-organizational Information System Implementation Projects: A Multi-case Study Approach

This paper uses fractal theory to analyze interorganizational information systems (IOS). Firstly, IOS’s structure has fractal characteristics of self-similarity, self-optimization and self-organization, consequently, gives the concept and definition of fractal interorganizational information systems (FIOS). Thirdly, builds IOS topological structure fits actual needs based on Diffused-Limited Aggregation (DLA) model to optimize the growth rule of IOS, then, designs six topological structures of FIOS and estimates approximatively their fractal dimension values. Finally, gives fractal interorganizational information systems application to optimize the supply chain network structure to improve operation efficiency.

Collaboration is now considered as a strategic advantage for enhancing effectiveness in Inter-Organisational Information System (IOIS) implementation, particularly in electronic government (e-government). As governments strive to improve their service delivery systems with constraint resources, IOIS was seen as the key factor for efficacy. Findings in this study revealed that the rhetoric and the reality of IOIS implementation were misaligned. Social and human factors were revealed as pertinent for this disparity and good governance was seen as the redeeming factor for IOIS implementation. Understanding these factors is critical in improving the probability of success in future IOIS implementation.

Despite extensive research and practitioner literature on inter-organizational information systems (IOIS), our understanding of non-adoption still has some under-explored issues. This paper offers an explanation of non-adoption that focuses on the potential structural changes that IOIS adoption entails; in particular, we contend that the contradictions between the initial social structure and the structure enacted in the use of an IOIS can be a cause of non-adoption. This paper analyses adoption from a logic of opposition where non-adoption occurs because forces of transformation are offset by forces of persistence. Relying on the concepts of social structure, duality of structure, and structural contradiction from Structuration theory, we develop a framework that categorizes the underlying social structure where an IOIS is to be adopted, and formulate some theoretical propositions. From a practitioner perspective, this paper contends that the fact that IOIS management uncovers the contradictions in the social structure that result from IOIS adoption can help avoid dead ends. Accordingly, this framework, which can be used as a coarse-grained picture for anticipating adoption problems, can inform managers when devising an IOIS implementation strategy.

The objective of this paper is to clarify the complex notion of flexibility and to explore the impact of inter-organisational information systems (IOS) on the flexibility of the interaction between organisations. Based on previous research and on Vickers's appreciative systems thinking, the paper examines flexibility as a multidimensional concept, influenced by the inter-organisational context. Following an interpretive approach and a multiple case design, it analyses the flexibility of the interaction of two retailers and two suppliers. Based on the empirical findings, it shows that the use of IOS can constrain even competent organisations. It also shows how different organisational contexts affect the flexibility of inter-organisational collaboration. It finally discusses the socio-technical and dynamic nature of flexibility, as well as examining the relationships between its different dimensions.

As corporations rely on collaborations with partners to enhance their competiveness, they use interorganizational information systems (IOIS) as a powerful tool to link with their partners in the supply chain. The purpose of this study is to measure IOIS performance in the supply chain. The proposed framework considers both internal and external organisational perspectives and is based on the balanced scorecard. This study also uses experts’ pairwise comparisons in the fuzzy analytic hierarchy process approach to consider the relative weight or importance of diverse indicators of the framework. Then, this study applies the proposed framework to the Taiwanese information technology industry. The results provide references for managers and future researches when assessing IOIS performance in the supply chain. The proposed model can serve as a useful instrument for helping managers to better understand the main facets of IOIS performance, to be more capable of prioritising improvement projects, and to adopt the right solutions to enhance overall performance.

Business integration is no longer optional. With the opening of local and world markets to international competition, businesses have been actively looking at managing their costs, their competition, and their customers' expectations. Integrating business processes amongst partners was deemed as an efficient way to meet these objectives. Amongst various concepts, Inter-Organizational Information System (IOIS) has seen a significant interest from organizations and researchers alike. IOIS is an inter-partners information system that enables adding seamlessness to business processes crossing these partners' systems. The component inside IOIS responsible for the bridging between different partners' systems is the Inter-Organizational Middleware System (IOMS). IOMS is both a technical tool managing communication and data exchange between heterogeneous systems and a business tool proactively participating in the business process. This duality has been a strength but also a problem for IOMS. Indeed, organizations tend to resist updating and upgrading it and in the process causing it to suffer the problem of legacy processes. When these legacy processes become unupgradable, i.e. can no longer be updated using standard methods and tools, the risk to business increases and the cost of keeping these processes functioning becomes excessive. The authors embarked on a four-year journey investigating the problem of Unupgradable Legacy Processes (ULP) in IOMS and propose numerous artifacts addressing various elements of the issue. Riding on these artifacts, this paper looks at their journey from an implementational perspective and assesses lessons learnt for organizations to both manage and avoid ULPs. First, the concept of IOMS is presented. Then the problem of ULPs in IOMS is discussed. Research findings are then presented as lessons learnt before the outcomes are analyzed and limitation of the research are debated.

Although the Earned Value Method (EVM), a multi-dimensional project control system, has been widely used since 1960, there has been little research focused specifically on its application in IS implementation. The management of IS projects--including the accurate forecasting of project duration--is complicated by the strong impact of the learning curve on the effectiveness of EVM. This study makes new contributions by advancing formulas for the accurate prediction of project duration, and by developing a decision support model in which the learning curve is fully integrated with EVM, and performance changes due to learning are isolated from other factors affecting project duration. The study makes three contributions to the understanding and use of EVM in IS implementation: (1) It provides an extended version of EVM, (2) it provides an illustration of the application of EVM to a real project situation based on empirical data from an ERP implementation project, and (3) it provides a theoretical basis for empirical studies of IS project control techniques. The decision support model can be used to determine both the learning curve coefficient and the project completion date during the early stages of a project, and it thus offers a significant practical contribution to the management of IS projects.

Jointly developing a business case for inter-organizational information systems (IOS) is difficult as: (1) in a business network there are benefits that may not appear at the site where costs occur, and (2) the involved stakeholders often have different or even conflicting organizational goals. This paper analyzes the use of value modeling as a way to address these two challenges and support business case development in a network. We carried out a case study to explore the usefulness of the value modeling logic during an IOS implementation project and conclude that the integration of value modeling into business case development can help to improve the quality of the business case. The value model allows business partners to get insights into the way value is exchanged in the network and check the distribution of costs and benefits, yet doing so without having to reveal confidential details about internal business processes.

Outsourcing of IT-supported business processes (systems development; customer relationship management; helpdesk, etc.) has become increasingly common in Western economies since the late 1990s. Such outsourcing is totally dependent on the provision of inter-organizational information systems (IOSs), which act as the “glue” to link vendor(s) and client(s). Hence understanding the importance of IOSs, and conversely, the downsides or risks they embody, is a critical part of ensuring that outsourcing arrangements are successful. In this chapter the theory behind outsourcing is unpacked, and readers are alerted to sometimes-overlooked aspects of the IOSs on which outsourcing depends. These raise the risks, and reduce the benefits, of outsourcing if they are not well thought through. Decision makers are advised to explicitly include the notion of risk in their outsourcing business cases, including those risks associated with the IOSs that support outsourcing arrangements.

This paper explores the challenges in the collaborative implementation of interorganizational interoperability through observations of social dynamics. We focus on an inter-organizational information system that has interfaces with several information systems managed by different organizations. This complexity increases degrees of difficulty of the implementation projects. Our main finding is that as the inter-organizational nature of the problem increases considerably the technical complexity of the implementation, it also significantly increases difficulties in the social dynamics. We argue that a careful analysis of these social issues can reveal some interesting viewpoints that otherwise may stay hidden. We limit this paper to consider only the implementation of an inter-organizational information system that is implemented to support pre-defined joint functionalities.

Information and communication technology (ICT) is applied to support the creation of electronic markets (e-markets). Electronic data interchange (EDI) is the exchange of structured data between information systems of different organizations. EDI is often considered as the first step towards e-markets. In the course of time EDI was extended and interorganizational information systems (IOS) were used to create electronic marketplaces. IOS serve as intermediaries between buyers and sellers. Probably the most well known examples of IOSs are airline reservation systems, which are closed systems having typically a limited number of participants.

PurposeKnowledge loss and retention are common phenomena not only for organizations but also for interorganizational projects, where multiple organizations are involved. This paper sets out to understand why knowledge loss occurs and how to retain knowledge, particularly in the context of interorganizational projects. For this purpose, the Orange Line Metro Rail Transit System in Lahore, the Bus Rapid Transit in Peshawar and the Green Line Metrobus in Karachi, all in Pakistan, were examined.Design/methodology/approachA multi-case study approach is employed in this paper. Empirical data were collected through semi-structured interviews and archival documents. To analyze the data, we used a three-step thematization procedure, which included data condensation, data presentation and conclusion.FindingsThe findings present the determinants of knowledge loss, including high time pressure, memory decay, lack of sharing of personal knowledge and tenuous relationships between salary and experience. For knowledge retention, the findings provide evidence of the transformation of the working environment, externalization, job shadowing, the hiring and rehiring individuals and the provision of incentives.Originality/valueBy examining knowledge loss and retention in interorganizational projects, this article contributes to the literature on knowledge-based theory.

Nowadays, high competitive market needs fast, effective, high responsiveness, online interactive, 24 hours 7 days availability and easy to follow up order processing. Consequently, there is a need for a model in which interdisciplinary approaches for understanding the range of Supply Chain Management (SCM) Information System (IS) capabilities are provided. In this study, an integrated model of SCM IS was developed that is supported by empirical evidence specific to SCM IS implementations. The developed model integrates and enriches theories of competitive strategy, supply chain management and inter-organizational information systems. Then, a case study of an automotive manufacturing industry was conducted to demonstrate the proficiency of the proposed model. As a result, better understanding of capabilities of implemented supply chain management information systems and expected future capabilities could be identified by practitioners and decision makers. Finally, findings of this study are listed together with some future works.

Critical success factors of inter-organizational information systems

Connecting with the actual using issues of inter-organizational information systems(IOS), this study focuses on analysis assimilation of inter-organizational information systems in the post-implementation stage within organizations. Based on knowledge related theory, There has been a growing stream of research on organizational memory systems which is a major research direction in organizational memory nowadays. With the development of communication technology, the technology of organizational memory systems have promoted upgrade and update, from purely software management to the combination of hardware and software implementation; from wired communication technology to wireless communication technology and RFID (Radio Frequency Identification). What's more, the ad hoc network technology further pushes forward the historic leap in organizational memory systems; and instinct revolution of the impact of organizational memory systems on knowledge has taken place as the technology increasingly changes.