Examining collaboration and information sharing in Inter-Organisational Information System (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.

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.

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.

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.

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.

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.

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.

Supply chain digitalization: An integrated MCDM approach for inter-organizational information systems selection in an electronic supply chain

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.

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.

Businesses are increasingly engaging in inter-organizational collaboration. At the same time, assessing the benefits and the success of an inter-organizational system is still a challenge. Academia and businesses alike struggle with insufficient assessment methods and benefits measurement processes. Our research applies and extends a recently developed framework for the assessment of expected and realized benefits in IS implementation projects (expectations-benefits framework). The framework was developed using an established case study methodology (experience methodology) including more than 140 case studies of real-world IS projects. In this paper we selected a sample of 16 suitable cases for the study of inter-organizational information systems and found 190 realized and 59 unexpected benefits in the described implementation projects. The findings show several patterns in the benefits in relation to the existing integration scenarios and the benefits categories.

PurposeThe purpose of this study is to explore the relationship between interorganizational information system (IOIS) adoption in supplier coordination and operations performance improvements.Design/methodology/approachThe paper focuses on the association between dyadic and multilateral IOISs and improvements in performance priorities associated with stable and dynamic supply networks, using data on 201 manufacturers in 13 countries from the international manufacturing strategy survey (IMSS) database. Regression models were used to test relationships between IOIS adoption and operations performance improvements.FindingsAnalysis indicates that dyadic IOISs appear to be more associated with the performance priorities of stable supply chains (cost, delivery, and quality), while multilateral IOISs appear to be more associated with the performance priorities of dynamic supply chains (flexibility and quality).Research limitations/implicationsSurvey data were collected in the years 2000 and 2001. Some of the conclusions might be reassessed in light of recent developments in information technology. Data were limited to medium/large manufacturers of fabricated metal products, machinery, and equipment.Practical implicationsFindings suggest that the choice of IOISs must follow the company's product portfolio and supply chain configuration. Dynamic networks with innovative products may benefit from multilateral IOISs; stable networks with functional products may benefit from dyadic IOISs.Originality/valueThis appears to be the first study to provide empirical evidence to performance effects of IOISs in light of existing supply chain frameworks.

Kenya government, in collaboration with other stakeholders involved in enhancing teaching and research in the learning institutions have constructed a terrestrial fiber-optic network that connects most institutions of higher learning to enable them integrate their facilities for the purpose of sharing resources. Despite these efforts, adoption of Inter-Organization Information Systems (IOIS) by universities inKenyais far from being realized. This creates the need of finding out the relationship between the IOIS technological factors and the IOIS adoption. This study filled this gap by analyzing IOIS technological determinants of IOIS adopting in the universities in Kenya, given the mixed results from empirical evidence on IOIS adoption generally. A logit regression procedure was used to analyze the collected data. Two factors were found to hinder the IOIS adoption, while one factor was found to motivate IOIS adoption.

The impact of inter-organisational information systems (IOSs) on governance structures is analyzed. The research question considered is what are the factors and mechanisms of change driving the evolution of different forms of governance structures and how do IOSs affect this process? Based on previous research by the authors and a review of the management and IS literature, an integrated research framework is proposed that is a synthesis of theoretical constructs from marketing, economics and strategy subject disciplines. Data were collected by applying the research framework to a theoretical sample of five focal organisations and their trading partners. The case results reveal a wide variety in construct values. It is shown that organisations are employing the enabling effects of IOSs to develop business relationships in which elements of both market and hierarchy are evident simultaneously. These new forms of competitive behaviour are termed mixed mode business relationships and are significant because they allow organisations to gain the benefits of a hierarchy such as coordinated response to external change and in addition retain an element of market competition to spur innovation and control costs. Finally, a general model of the inter-relationships between IOSs and the constructs asset specificity, market complexity, governance structure and coordination strategy is proposed.< <ETX xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">&gt;</ETX>