Motivating interorganisational system implementation: Evidence from the Australian automotive industry (original) (raw)
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Asia Pacific Management Review
The factors leading to the initial adoption of an interorganizational system (IOS) are reasonably well understood, but this is not true of the determinants of the activities performed following that decision. This paper proposes that the motivation to implement a system is the starting point for understanding the implementation process and develops a theory about the relationship between the motivation to implement an IOS system and the types of activities likely to be performed in the project. We then compare predictions against activities actually performed in three electronic data interchange (EDI) projects, and find that the patterns predicted are observed. On this basis, we assert that motivation influenced business decisions regarding which activities to conduct in each project. We finally assess the likely long-run consequences of each organization's activity pattern, noting that each motivation-based pattern brings with it a number of potential risks and opportunities th...
A cross industry comparison of inter-organisational systems implementation activities
Electronic Commerce Research, 2011
The Inter-organisational systems (IOS) Motivation Model (IMM) has recently been proposed as a theory that explains variations in IOS implementation processes initiated by organisations. The IMM classifies IOS adoption projects (regardless of the underlying technology used) into four generic motivation scenarios and explains different implementation processes for each motivation scenario. The theory was tested in the Australian pharmaceutical industry where
Motivations for Inter-Organisational Systems Adoption: A Framework and Initial Case Study
Despite the potential of inter-organisational systems (IOS) to improve organisational effectiveness, their uptake is slow. Many studies have investigated the slow diffusion of IOS and have identified some success factors. We however argue that adoption of IOS is also contingent upon the motivations of organisations. In this paper, we present a framework that proposes four generic types of IOS adopters, identifies the actions that are likely to be undertaken by these adopters, and predicts the possible outcomes. We also demonstrate a case of a "Passive IOS Follower" adopter and argue that the activities undertaken by this organisation to adopt EDI are consistent with our predictions, thus providing evidence in support of part of the framework.
A leading Australian automotive manufacturing company has introduced an internet-enabled electronic data interchange (EDI) system recently that links the company with its small suppliers. In this paper, we use a scientific case study approach to examine the internet-enabled EDI implementation experience of the automotive company, and explain its implementation process by referring to a theoretical model known as the IOS Motivation Model (IMM) which we have developed based on the notion of ‗organizational motivation' for IOS adoption [16]. The case study findings highlight the key role of organisational motivation as a determinant of IOS implementation process undertaken by the company. This finding is useful to e-business practitioners because it provides them with a means of assessing IOS implementation related activities, and for researchers, because it provides a theoretical framework for understanding the role of motivation in the activities conducted when implementing a system.
A Theory of Industry-Level Activity for Understanding the Adoption of Interorganizational Systems
European Journal of Information Systems, 2000
Increasingly we wish to ask and research questions about the adoption of interorganizational systems and electronic commerce at the industry level but are hampered by the lack of a theory of concerted purposeful action at this large level of analysis. In this paper we give the outlines of such a theory and indicate the uses to which it can be put. Particular attention is paid to how the routine day-to-day activities of the firms and support organizations that make up an industry group can be coordinated in such a way that we can speak of an industry as engaged in purposeful activity. We contend that only through a deep understanding of the possibilities and nature of routine coordinated activity at this level can issues concerning promotion, implementation and adoption of interorganizational systems by whole industries be properly framed.
Integration of management systems such as for quality, environment, occupational health and safety, risk management, and corporate social responsibilities is a viable organisational approach to cost reduction, efficient utilization of resources, greater motivation of employees, and better compliance to social obligations and stakeholders' requirements. Identification of drivers for corporate motivation for IMS decision making and its implementation is a matter of interest for academicians, practitioners, industry, and government regulatory agencies; paradoxically literature on this subject is pretty thin. This paper describes the literature review and research agenda for the exploration of drivers of IMS implementation and factors influencing IMS implementation. The exploratory research is meant to be executed by an inductive approach through case studies in Pakistani manufacturing firms.
Journal of Organizational Computing and Electronic Commerce, 1999
Electronic data interchange (EDI), a specific form of interorganizational systems, has the potential to significantly influence business operations and the exchange of business documents in a number of industries and to provide substantive tangible and intangible benefits to the participating firms. However, successful implementation and diffusion of these systems innovations requires the cooperation and commitment of all participating member firms. A number of interorganizational as well as internal, organization-specific factors can influence both the extent to which EDI is diffused and used and the level of subsequent benefits that accrue to the firms.
2004
The adoption of inter-organisational system (IOS) has become important for many organisations because of its many benefits, which can be categorised into operational, managerial and strategic benefits. While some organisations have gained many benefits, some have experienced very limited benefits from IOS adoption. Existing studies have identified a number of factors affecting the achievement of IOS benefits. This is a research-in-progress study that is aimed at assessing the relevance of factors identified from the literature in explaining the benefits obtained by Australian organizations from IOS adoption, using four case studies conducted with two pharmaceutical and two grocery manufacturing companies.
A Theory of Constraints approach to interorganizational systems implementation
Information Systems and e-Business Management, 2008
Interorganizational systems (IOS) may provide substantial benefits, however many organizations are reluctant to implement them. This empirical research takes a novel approach and develops a model of IOS feasibility, which is based on the Theory of Constraints (TOC). It introduces the notion of maximal infeasibility, which is the highest among the values of five factors: economic infeasibility, organizational infeasibility, technological infeasibility, risks, and lack of financial resources. The highest value was selected because implementation is hindered even if only one of the feasibility requirements is not fulfilled. Data collected from 139 medium and large Israeli business organizations validated the model, and indicated that strategic motivation is the main driving force for an organization to initiate or to join an IOS, while the main barriers are organizational infeasibility issues such as lack of management support or uninterested potential partners. Adopting a TOC approach to IOS implementation may assist organizations to overcome these obstacles and increase the chance of a successful implementation.