Co-creating business value of information technology

Abstract

Purpose – IT-based supply chain performance is co-created through inter-organizational business processes. This research is motivated to explore how business value of IT in supply chain is co-created in downstream process and probe into the possible complementary effect of relational resources from retailers and customers during the cooperative process. The paper aims to discuss these issues. Design/methodology/approach – A model is proposed to conceptualize the process with three dimensions and six constructs, which emerges a causal link between organization resources application, e-supply chain capability (ESCC) and process performance. And then the research model was validated using partial least squares with data collected from 128 manufacturing firms in China. Findings – The results provide broad support for the following: the casual relationship among inter-organizational resources interaction, ESCC and process performance; the mediating role of ESCC in the e-CRM process is more significant than that in e-ordering process; and there is the moderating effect between relational resources and internal resources in e-CRM process. Practical implications – It offers guidelines for managers to plan the roles played by resource, capabilities and performance for e-supply chain success in multi-firm environments. Originality/value – This study provides a novel perspective and offers important implications for e-supply chain research and practice, by exploring intermediate factors and shedding light on the process of co-creating business value of IT in supply chain.

Analyzing the Academic Research Trends by Using University Digital Resources: A Bibliometric Study of Electronic Commerce in China

“…It is emerging research topic in e-commerce and the list of issues related to e-commerce are e-supply chain capability, e-CRM, performance and process of co-creating business value [38].…”

Modeling IT Value based on Meta-Analysis

“…Cost Efficiency, Cost Reduction [6], [78], [68], [73], [76], [70], [28] Process Efficiency Production Effectiveness [40], [50], [73], [52], [28] Operasional Efficiency [65], [39] Time Efficiency [71], [45], […”

“…Internal Capabilities Managing Internal IT Relationship IT Operations/Use Capability [41], [39], [9], [45] System Integration, Collaboration [55] Data/Information Sharing [52], [50], [76] Technology Sensing & Responding [46], [49] Managing Internal Organization Capability…”

“…Knowledge Capability [43], [54] Human Resource Capability [7], [9] Intrapreneurship Culture [44] IT Planning and Management IT Management Capability [52], [39], [54] IT Strategy Planning Capability [39], [73], [54], [58] IT Flexibility [50], [76] Knowledge Management Capability [51], [52], [74], [75] External Capabilities External Relationship Customer or Supply Side Capability [41], [52], [48], [72], [45], [47], [56], [66], [69], [71] Relationship Management [55], [52], [75], [77], [26], [49], [58] Marketing Capability [9], […”

Leveraging e-business process for business value: A layered structure perspective

“…Similarly, RBV indicates that firms obtain value by developing IT-enabled organizational capabilities to acquire, integrate, and reconfigure IT-related resources that are embedded in the firm's structural, cultural and process contexts [6,43,57]. Both views acknowledge that IT resources may not generate business value directly, but they can enable intermediate transformational processes and generate higher order organizational capabilities that are sources of firm performance [37,57,66]. Although prior research has identified relationships among IT, business process, and performance [2,13,62,75], few studies have examined how to leverage the e-business process to create business value in the information systems and operations management disciplines.…”