EDI success in small and medium‐sized enterprises: A field study

Raymond, Louis; Bergeron, François

doi:10.1080/10919399609540274

Cited by 71 publications

(48 citation statements)

References 15 publications

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“…The nine activities proposed are grouped under four categories, namely e-communication, ecommerce, e-intelligence and e-collaboration. This categorisation corresponds to various levels of e-business development observed in previous studies (Raymond et Bergeron, 1996;Kula et Tatoglu, 2003;Levy et Powell, 2003;Xu, Zhu et Gibbs, 2004), and adapted to the SME context.…”

Section: Methodsmentioning

confidence: 99%

“…Industry effects are seen to explain in part the heterogeneity of SMEs with regard to performance and strategic behaviour (Mauri et Michaels, 1998), and also with regard to e-business capabilities (Piscitello and Sgobbi, 2004;Coltman, Devinney and Midgley, 2007). A competitive force that also comes into play, for SMEs especially, is related to the power of customers, as large prime contractors or important customers may impose strategic behaviour upon these firms (Freel, 2000), including e-business technologies such as EDI (Raymond and Bergeron, 1996). The underlying hypothesis is that size, age, industry and power of customers will have a moderating effect on the relationship between e-business alignment and performance.…”

Section: Research Model On E-business Alignmentmentioning

confidence: 99%

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Enabling the business strategy of SMEs through e‐business capabilities

Raymond

Bergeron

2008

Industrial Management &Amp; Data Systems

Self Cite

186

119

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SMEs face pressures from an increasingly competitive business environment. They are called upon to implement strategies enabled and supported by information technologies and e-business capabilities. Based upon the Internet and Web technologies, these capabilities are identified in the form of e-communication, e-commerce, e-intelligence and e-collaboration. From a contingency theory perspective, and using survey data obtained from 107 Canadian manufacturing SMEs, this study examines the alignment of e-business capabilities with business strategy, based on Miles and Snow's strategic typology. The performance outcomes of this alignment in terms of growth, productivity and financial performance are also examined. Results indicate that the ideal e-business profiles vary in the relation to the firms' strategic orientation, whether it is of the Defender, Analyzer or Prospector type.

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Section: Methodsmentioning

confidence: 99%

Section: Research Model On E-business Alignmentmentioning

confidence: 99%

Enabling the business strategy of SMEs through e‐business capabilities

Raymond

Bergeron

2008

Industrial Management &Amp; Data Systems

Self Cite

186

119

View full text Add to dashboard Cite

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“…offering information and technical expertise besides financial incentives) is able to foster adoption among SMEs. Similarly, Thong et al (1996) Raymond and Bergeron (1996) likewise report that cooperation received from the various business partners involved significantly influenced decisions of SMEs to adopt IOIS. Ramamurthy et al (1999) analyse the responses from executives of 83 SMEs utilizing SEM techniques, and conclude that the provision of information and expertise is a key variable for influencing the IOIS adoption decisions of SME business partners, and thus suggest that firms provide greater support to partners who may not have the necessary expertise and knowledge.…”

Section: Informing Sme Partners As a Key Strategy To Foster Iois Adopmentioning

confidence: 99%

Who Needs to be Informed? – Empirical Results From a Field Experiment on The Adoption of IOIS Among SMEs

Kreuzer

Born

Bernius

2015

AJIS

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Inter-organizational information systems (IOIS) play a critical role in today's organizations and their relationships with business partners. While large organizations already began utilizing IOIS at the outset, small and medium-sized enterprises (SME) have subsequently been reluctant to adopt and use IOIS. As such systems are subject to high network effects, a firm thus has to reach out especially to its SME partners to achieve a critical mass of adopters among them. Prior research agrees that the provision of support in terms of circumstantial information and expertise can influence organizational adoption decisions. However, research in this direction has remained inconclusive. This study conducts a controlled field experiment at the organizational level to investigate the provision of support as a non-coercive persuasion strategy to foster the adoption of IOIS among 203 SME business partners of a large German organization. A cluster analysis is further conducted to identify distinct clusters of IOIS adopters showing significantly different adoption rates that result from informing them as a strategy. The results first offer evidence for the importance of informing SMEs as a viable strategy to foster IOIS adoption among them. Furthermore, the results provide empirical evidence for the presence of particular arrangements of characteristics describing the strategy and structure of analysed organizations that ultimately interact with the effect of the provision of support as a persuasion strategy.

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“…As for the cost of technical solutions, it can be seen as the direct price of purchase or in relation to both direct costs and expenses resulting from education and training of employees (Raymond & Bergeron 1996). Proposition T1 is related to how managers perceive the importance of the technical level of EDI.…”

Section: The Environmental Context 53mentioning

confidence: 99%

“…Swatman and Swatman (1992) point out that adoption of EDI may lead to organizational restructuring involving staff retraining due to changing work functions. Especially training of all relevant employees has been found to be one of the major determinants for SMEs gaining benefits from EDI adoption (O'Callaghan & Turner 1995;Raymond & Bergeron, 1996). In order to investigate the importance of work environment and human resources in relation to motivation for EDI adoption three propositions were formulated.…”

Section: Ios Adoption In Denmarkmentioning

confidence: 99%

IOS Adoption in Denmark

Henriksen

IT Innovation for Adaptability and Competitiveness

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Abstract:Adoption and especially non-adoption of technologies, which are believed to yield operational and strategic benefits for businesses, are not always easy to comprehend. In this study we have surveyed businesses in the Danish steel and machinery industry to get an insight into what motivates or de-motivates adoption of IOS exemplified by EDI. The reason for choosing this particular industry is that it has been a target for massive information campaigns concerning the potential benefits of EDI adoption. In accordance with the Tornatzky & Fleischer (1990) model for organizational adoption fifteen opinion data items related to organizational, environmental, and technological attributes were operationalized and analyzed. The study suggests that environmental and organizational attributes rather than technological attributes are the main determining forces for adoption of EDI.

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EDI success in small and medium‐sized enterprises: A field study

Cited by 71 publications

References 15 publications

Enabling the business strategy of SMEs through e‐business capabilities

Enabling the business strategy of SMEs through e‐business capabilities

Who Needs to be Informed? – Empirical Results From a Field Experiment on The Adoption of IOIS Among SMEs

IOS Adoption in Denmark

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