ABSTRACT
In this paper we explore strategic decision making in new technology adoption by using economic analysis. We show how asymmetric information affects firms' decisions to adopt the technology. ...We do so in a two‐stage game‐theoretic model where the first‐stage investment results in the acquisition of a new technology that, in the second stage, may give the firm a competitive advantage in the product market. We compare two information structures under which two competing firms have asymmetric information about the future performance (i.e., postadoption costs) of the new technology. We find that equilibrium strategies under asymmetric information are quite different from those under symmetric information. Information asymmetry leads to different incentives and strategic behaviors in the technology adoption game. In contrast to conventional wisdom, our model shows that market uncertainty may actually induce firms to act more aggressively under certain conditions. We also show that having better information is not always a good thing. These results illustrate a key departure from established decision theory.
The focus of this study is to identify the critical risk factors that can be used to assess the impact of B2B e-commerce on overall enterprise risk. We apply the Khazanchi and Sutton (2001) framework ...for B2B e-commerce assurance as the organizing conceptual model for the study. The framework focuses on three primary risk components: (1) technical risks, (2) application-user risks, and (3) business risks. To identify a critical set of B2B risk factors, structured focus groups applying a nominal group technique were conducted with three internal constituency groups (corporate groups consisting of IS security, internal IT audit, and e-commerce development managers) and two external constituency groups (e-commerce consultants and external IT auditors). Tests of consistency between the groups confirm strong agreement on the identified critical B2B risk factors. Tests were also conducted on participant groups' perceived relative importance of the critical B2B risk factors. The only substantial inconsistencies were between the internal constituency groups and the e-commerce consultants' group for the business risk factors. This would appear to indicate that the priorities of internal groups might be different from the e-commerce consultants who appear more focused on management support of projects than on active involvement of trading partner staff with systems integration. Subsequent testing of the three-component B2B risk assurance model with a follow-up questionnaire suggests that the identified risk factors support the model, including theorized interrelationships among the three risk components. PUBLICATION ABSTRACT
Characterizing plans as means of interaction and influence among organizations rather than as mechanisms of control over a complex multiorganizational environment frames the question: In what ...circumstances should plans be shared widely? Organizations have persistent and repeated interactions about many issues, have fractured capabilities and authorities, and make multiple, overlapping, and interacting plans. Some of these plans are public and some of them are kept private because the plan makers and plan users can benefit from doing so. The public-ness or privateness of plans and that of the processes that make plans serve distinct purposes. Examples from recent recovery planning in New Orleans illustrate why and in what circumstances individuals, voluntary groups, and governments choose to plan in public, make their resulting plans public, and find the public plans of others credible. Plans as rhetorics of action, intention, commitment, and influence can be more effective if revealed strategically to particular audiences at particular times.
Prior literature has documented the performance benefits from the use of electronic data interchange (EDI) and the Internet. Using purchase and fulfillment records from the U.S. government's Federal ...Supply Service, we provide a direct comparison of performance between a private network EDI channel and an Internet electronic market. Performance is measured using order cycle time and complete orders fulfilled. Our findings show that the Internet-based electronic market outperforms the EDI-based channel on these two important measures. Order cycle times were significantly lower when using the Internet-based electronic market, whereas the percentage of complete shipments was significantly higher after controlling for product, transaction, seller, and buyer-specific factors. The electronic market even outperforms the EDI channel when buyer and transaction characteristics favor the use of EDI. Because EDI is still prevalent in many industries, these results point to the gains that may be realized by switching to the newer technology.
Real-time and continuous monitoring of high value goods can considerably improve the reliability and effectiveness of supply chains. Wireless Sensor Networks (WSN) offer technical capabilities for ...continuous sense and respond capabilities. WSN offer complementary advantages over the use of Radio Frequency Identification (RFID) in supply chains. Still, WSN have not been massively adopted. While some success stories on the use of RFID in supply chains have appeared, little research is available that studies the slow adoption of WSN. This paper presents results of a qualitative case study of the ongoing adoption of WSN in a Pharmaceutical Cold Chain to prevent loss of high value shipments. Based on interviews with various actors in the supply chain, benefits and barriers that impact the adoption process are identified. Using a process view and inter-organizational adoption model, the complex relationships between adoption factors are analyzed. The results show that WSN can effectively improve process quality and reduce waste in the cold chain. However, careful attention needs to be paid to managing the various interconnected factors that may support or hinder adoption. The study demonstrates that a process view contributes to understanding the adoption process. Moreover, an inter-organizational view to the adoption process is needed to successfully introduce WSN in the Pharmaceutical Cold Chain. PUBLICATION ABSTRACT
Despite their business value and return on investment, multi-enterprise integration projects are unbearably costly for many companies. With a view to realizing lower integration costs and resources, ...enterprises are seeking partner attributes that display the ease of B2B collaboration. This paper examines the relationship of B2B interoperability to integration effort. It breaks down enterprise interoperability into five layers (network, data, process, application, business) and investigates the particularity and effect of each. The research model is validated by a field study using data from 239 firms. Interoperability at the business, process, and data levels is found to be significantly but negatively associated with integration efforts. Interoperability at the application level showed little relation to integration efforts, and interoperability at the network level had a nonsignificant positive relationship with integration efforts. The research model and findings are a starting point for assessing interoperability with a potential partner at each layer and for estimating the involved integration effort, with a view to aiding e-partnership decisions and B2B integration management.
Interorganizational systems (IOS)-distributed computing systems that support processes shared by two or more firms-have become fundamental to business operations, opening avenues to unprecedented ...collaborative linkages, even among competitors, and to growing "co-opetition." As the role of IOS expands, electronic networks have become more complex and dense. This paper introduces competitive dynamics research and social network analysis into the study of IOS. A model of the associations between the constructs of IOS use, competitive action, and network structure is developed, and hypotheses are advanced about the relationships among the constructs. As a step toward external validation, measures are devised for operationalizing the constructs and examining the linkages suggested by the hypotheses in the context of an IOS-intensive network consisting of sports car makers and their value/supply-chain partners. The study (1) addresses interactive firm behaviors in e-business and highlights the value of competitor analysis, (2) provides new operational measures that can be generalized and thus enables systematic analysis of IOS use, and (3) identifies new roles of IOS in influencing firm behavior and performance beyond its traditional focus on efficiency and power functions.
This paper addresses the need to incorporate the increasing trend of partnership formation into a framework for business-to-business interorganizational systems. The existing frameworks for ...classifying interorganizational systems (IOS) are either conceptually too complex to be readily applicable to IOS planning or too outdated to explain numerous forms of emerging communication networks. Based upon two dimensions, role linkage and system support level, we propose a new framework that classifies IOS into four basic types: (1) resource pooling; (2) operational cooperation; (3) operational coordination; and (4) complementary cooperation. The framework conceptually draws upon the linkage of roles played by business organizations joining the IOS. We review select cases that fit into each category and consider the characteristics of systems in each category. It is argued that each category of IOS needs to be linked with a specific business strategy, although they employ a common technical infrastructure.
B2B (business-to-business) electronic commerce provides firms with different business value depending on how organizations use the online network. In this paper, we distinguish two different types of ...B2B e-commerce adoption: basic and collaborative B2B e-commerce. With “basic B2B e-commerce”, firms implement the electronic network simply to automate the exchange of commercial documents. In contrast, B2B networks are used to create new inter-firm operations with channel partners in “collaborative B2B e-commerce.” The central claim of this paper is that firms are unlikely to achieve significant benefits with Basic B2B e-commerce. B2B electronic networks offer dramatic performance improvement only when the B2B network is used to create new collaboration with channel partners. Based on the survey conducted in the grocery industry, this study suggests that the real source of performance improvement in the B2B electronic commerce is not an electronic linkage itself, but the collaboration enabled by the electronic network.
E-Collaboration at Celadon Trucking Services Nochebuena-Evans, Leiza; De La Garza, Lina M
International journal of e-collaboration,
07/2016, Volume:
12, Issue:
3
Journal Article
Peer reviewed
Technology has influenced industries around the world. Not only is the use of technology essential to the success of a business, but the continuous improvement of technology is a determinant factor ...in obtaining a competitive advantage. Electronic collaboration (e-collaboration) has made a presence in the supply chain of international trade. The logistics industry, in particular the area of trucking, has to continuously improve their technology and use e-collaboration in order to continue having a profitable advantage in a highly regulated and competitive arena. Some methods of e-collaboration used by a particular trucking company along the U.S.—Mexico border will be discussed.
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