Applying internet‐based information systems to facilitate business alliance activities

Abstract

Purpose -The purpose of this study is to explore the feasibility of applying an internet-based information system (IBIS) to facilitate business alliance activities, especially for small and median enterprises whose business performance is highly dependent on their strategic alliance partnerships. Design/methodology/approach -A case study of six firms was conducted to understand current business alliance practices in Taiwan and to investigate the demand for applying IBIS systems in business alliance activities. A prototype of the IBIS system was also developed and evaluated. Findings -We found that communication and information sharing are the most appropriate activities in business alliances for the application of an IBIS system and that the decision to adopt an IBIS system is dependent on the allied partners' support and the technological capabilities they possess. However, the lack of trust in internet security is one of the key factors that may hinder enterprises from applying the IBIS system to business alliance activities.Research limitations/implications -The prototype IBIS system was tested by two case firms. Though the test result was positive, a larger test group might be helpful in discovering ways of improving the system for practical use. Practical implications -The positive result of the system evaluation supports the feasibility of applying the IBIS system to facilitate business alliance activities. Originality/value -Both the IBIS system and strategic alliance are important research issues in business. However, integrative research of the two issues is seldom undertaken. This study validates the feasibility of applying the IBIS system to increase the operational efficiency of a strategic alliance.

The Influence Mechanism of Strategic Partnership on Enterprise Performance: Exploring the Chain Mediating Role of Information Sharing and Supply Chain Flexibility

“…At the outset, some researchers believed that the partnerships had a positive effect on firm performance [3,39], while some suggested that the effect could be negative [2], and yet others argued that the two are unrelated [6]. To resolve these inconsistencies, scholars conducted in-depth investigations using dimensional analysis [27,44], comparisons of different types of firms [45] or modes of cooperation [46,47], or dynamic analysis of different development stages [6], with a variety of research methodologies [48] to examine the paths and boundaries between strategic partnership and firm performance [14,18,[49][50][51] (Table 2).…”

On network externalities, e‐business adoption and information asymmetry

“…E‐business‐based internet technologies may redefine how companies communicate with their partners and customers (Yang et al , 2007; Koh and Nam, 2005). For example, internet technologies may be leveraged to redefine marketing channels and customer communication, resulting in improved interaction with partners and customers (Burn and Ash, 2005) and thus valuable information from partners and customers (Lunce et al , 2006).…”

Knowledge management approach in build‐to‐order supply chains

“…Therefore, WeBid is a knowledge portal that allows different SC partners to share and view information and knowledge they require so as to improve their collaboration and responsiveness. The company has identified a number of benefits from the implementation of the system:it provides potential suppliers with a clearer understanding of the priorities of the organization with regard to key design performance criteria;it allows the internal suppliers to benchmark their performance with the external suppliers through benchmarking exercises;time to market is reduced in order to enhance the speed of response to customers; anddiscussion of vendor selection is eliminated.By employing this type of enterprise information portal or web platform, industry associations can provide not only a marketing mechanism but also joint learning and resource sharing mechanisms through accessing the business information and knowledge sources (Chou et al , 2005; Yang and Tang, 2005; Yang et al , 2005; Yang et al , 2007).…”