Integrated value chains and their implications from a business and technology standpoint

Papazoglou, Michael P.; Ribbers, P.M.A.; Tsalgatidou, Aphrodite

doi:10.1016/s0167-9236(00)00081-6

Cited by 82 publications

(44 citation statements)

References 7 publications

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“…Corporate resources are needed to fund joint projects and programs that can provide competitive advantage for the total firm. Unlike the past, where independence was prized, the future will call for value chains comprising alliance partners competing as single integrated entities [42].…”

Section: Corporate Strategy Linkages and Value Chain Analysismentioning

confidence: 99%

Value Chain Analysis and Competitive Advantage

Ensign

2001

Journal of General Management

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Section: Corporate Strategy Linkages and Value Chain Analysismentioning

confidence: 99%

Value Chain Analysis and Competitive Advantage

Ensign

2001

Journal of General Management

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“…As interorganizational systems have become more tightly coupled, a focus on the opposite side of the equation (i.e., associated business risks) seems particularly critical. While prior research has addressed a variety of general risk factors in extended-enterprise systems linkages (e.g., Papazoglou et al, 2000;Unal, 2000;McIvor et al, 2003;Hempel and Kwong, 2001;Westland, 2002;Kumar and van Dissel, 1996), a focused effort on identifying specific risk factors within various general categories can aid managers in risk management and inform future extended-enterprise systems development and innovation. guidance for assessing or addressing B2B (inter-organizational) concerns and risks associated with extended enterprise linkages (IT Governance Institute and the Office of Government Commerce, 2005).…”

Section: Introductionmentioning

confidence: 99%

Risk Analysis in Extended Enterprise Environments: Identification of Critical Risk Factors in B2B E-Commerce Relationships

Sutton

Khazanchi²,

Hampton

et al. 2008

JAIS

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The focus of this study is to identify the critical risk factors that can be used to assess the impact of B2B e-commerce on overall enterprise risk. We apply the Khazanchi and Sutton (2001) framework for B2B e-commerce assurance as the organizing conceptual model for the study. The framework focuses on three primary risk components: (1) technical risks, (2) application-user risks, and (3) business risks. To identify a critical set of B2B risk factors, structured focus groups applying a nominal group technique were conducted with three internal constituency groups (corporate groups consisting of IS security, internal IT audit, and e-commerce development managers) and two external constituency groups (ecommerce consultants and external IT auditors). Tests of consistency between the groups confirm strong agreement on the identified critical B2B risk factors. Tests were also conducted on participant groups' perceived relative importance of the critical B2B risk factors. The only substantial inconsistencies were between the internal constituency groups and the ecommerce consultants' group for the business risk factors. This would appear to indicate that the priorities of internal groups might be different from the e-commerce consultants who appear more focused on management support of projects than on active involvement of trading partner staff with systems integration. Subsequent testing of the three-component B2B risk assurance model with a follow-up questionnaire suggests that the identified risk factors support the model, including theorized interrelationships among the three risk components.

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“…The trend toward services sees new partnerships between supplier and customer organizations called for, whose combined capabilities have the potential to deliver services with a value greater than its component parts [ 57 ]. For this reason, the move to service demands stronger relationships than those needed for the successful deployment of telehealth equipment.…”

Section: Key Sum M Ary Pointsmentioning

confidence: 99%

“…For this reason, the move to service demands stronger relationships than those needed for the successful deployment of telehealth equipment. The formation and development of effective partnerships is regarded as a significant enabler in the design of new telehealth service offering [ 57 ]. The successful creation of partnerships presents challenges for suppliers and customers alike, particularly in England, where the National Health Service (NHS) is widely criticized for its disconnected approach to users during the design of services.…”

Section: Key Sum M Ary Pointsmentioning

confidence: 99%