EDI system integration: A definition and literature survey

Swatman, Paula M. C.

doi:10.1080/01972243.1992.9960119

Cited by 97 publications

(50 citation statements)

References 15 publications

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“…Of these five forces Scott Morton considers management processes, structure and individuals and their roles to be critical to any organisational transformation. I have already argued (in Swatman and Swatman, 1992) that if organisations are to change as a result of evolving technology, they must focus on the culture of the organisation (as represented by the organisational structure and by the roles and tasks of individuals). It is clear, therefore, that organisations which wish to enter a considered transformation (which can be equated with the term "re-engineering", or with the concept of business process redesign), must take a holistic view of these five forces and then-interaction.…”

Section: Introductionmentioning

confidence: 99%

Business Process Redesign Using EDI: the BHP steel experience

Swatman

1994

AJIS

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EDI should not be seen as a competitive weapon -it does not offer a sustainable competitive advantage to its users as did the earlier inter-organisational systems (such as the various airline reservation systems). Instead EDI provides a standardised infrastructure upon which an adopting organisation can reengineer its business processes and thus confers a long-term, strategic and comparative advantage upon such an adopter. The potential for sustained competitive advantage to be derived from EDI arises from its integration with the organisational structure of its implementor, depending upon the implementing organisation's ability to redesign its business processes appropriately. This paper examines the case of (arguably) the most sophisticated EDI-using company in Australia, BHP Steel, demonstrating the advantages obtainable by an organisation using EDI as a foundation for its reengineered organisational structure and business processes and concludes that:• there are real benefits to be obtained from an inter-organisational electronic trading strategy founded on EDI as the enabling mechanism -benefits which are considerably more extensive than EDI's comparatively simple technical nature would appear to offer; • organisational gateways utilising an Application Generic approach to system integration and isolating the communications issue by insisting on the use of international data communications standards do offer a realistic and successful solution to the problem of internal and external trade for large and sophisticated organisations; • the majority of these achievements would have been either unlikely or totally impossible without BHP Steel's commitment to organisation-wide Business Process Redesign.

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Section: Introductionmentioning

confidence: 99%

Business Process Redesign Using EDI: the BHP steel experience

Swatman

1994

AJIS

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“…Re-training due to changes in staff functions as described by Swatman and Swatman (1992) was the underlying assumption for this proposition.…”

Section: Ios Adoption In Denmarkmentioning

confidence: 99%

“…The EDI literature has to a limited extent focused on issues related to work environment and human resources. 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).…”

Section: Ios Adoption In Denmarkmentioning

confidence: 99%

“…Lai and Guynes (1997) referred to employee's positive attitude to organizational change. One aspect, which has been seen as a parameter for organizational readiness for EDI adoption, is related to whether the adopters are EDI initiators or followers (Swatman & Swatman 1992). Companies that are persuaded or directly forced to adopt EDI are not well prepared for EDI and as a consequence might not immediately reap the full benefits of EDI -if ever.…”

Section: Ios Adoption In Denmarkmentioning

confidence: 99%

“…Such companies are believed to have limited power to initiate an EDI partnership and they are most likely allotted the role of an EDI follower. It is generally found that followers do not derive the same benefits of EDI as initiators (Swatman & Swatman, 1992). Operational and strategic gains from EDI adoption for small companies might therefore be limited.…”

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confidence: 99%

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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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The Impact of a Continuous Replenishment Program on Organisational Flexibility

Kopanaki

Smithson

2003

Towards the Knowledge Society

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It is often argued that inter-organisational systems (lOS) can increase organisational flexibility. A Continuous Replenishment Program (CRP) is an EDI-based lOS that aims to match product flow with consumer demand, yielding improvements in inventory management and logistics. Our aim is to understand not only how the use of CRP affects the complex notion of flexibility, but also how organisational and inter-organisational issues influence the impact of this technology. Flexibility is, thus, examined not only as a characteristic of an individual firm, but also as a property of the interaction between firms. Flexibility is also perceived as a dynamic characteristic changing over time, influenced by the organisational and interorganisational context. A case study of a grocery retail supply chain forms the basis of our research.

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EDI system integration: A definition and literature survey

Cited by 97 publications

References 15 publications

Business Process Redesign Using EDI: the BHP steel experience

Business Process Redesign Using EDI: the BHP steel experience

IOS Adoption in Denmark

The Impact of a Continuous Replenishment Program on Organisational Flexibility

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