Joint collaborative planning as a governance mechanism to strengthen the chain of IT value co-creation

Hadaya, Pierre; Cassivi, Luc

doi:10.1016/j.jsis.2012.03.001

Cited by 35 publications

(26 citation statements)

References 95 publications

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“…Relational governance has been considered to be an effective means of gaining support from business partners for inter-firm operations [83,86]. Acting as an incomplete contract, relational governance contributes to the expectation of long-term relationships and mutual trust among supply chain partners [30,86]. Mutual trust and the commitment to long-term relationships make supply chain partners willing to forgo short-term benefits and invest in complementary technology and process capabilities to support e-business operations [80].…”

Section: Relational Governance and E-business Process Capabilitiesmentioning

confidence: 99%

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

Zhu

Jing

Tang

et al. 2015

Information & Management

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Section: Relational Governance and E-business Process Capabilitiesmentioning

confidence: 99%

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

Zhu

Jing

Tang

et al. 2015

Information & Management

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“…Regular inter-stakeholder knowledge-sharing sessions allow for creation, integration and transfer of specialised knowledge and generation of innovative ideas (Hadaya and Cassivi, 2012).…”

Section: Early Engagementmentioning

confidence: 99%

Data management in project planning and control

Caron

2015

IJDS

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Abstract:The paper focuses on the importance of an early engagement of stakeholders to manage the project along its entire life cycle. An increasing level of uncertainty and complexity tends to generate an increasing level of unpredictability, since it is difficult to anticipate all the possible dynamics, internal and external, affecting a complex project. Improving the forecasting/ planning process requires the usage of all the data available to the project team, in particular when facing a high level of uncertainty and complexity. In fact, stakeholders are the main sources of knowledge about the project and their early engagement may significantly increase the amount of knowledge, both explicit and tacit, available. As a consequence, project planning and control may be considered as a participatory process resulting from the interaction of the project team with all the stakeholders involved in the project.Keywords: data management; project planning and control; project uncertainty and complexity; forecasting process; knowledge sources; early engagement of project stakeholders.Reference to this paper should be made as follows: Caron, F. (xxxx) 'Data management in project planning and control', Int.

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“…Interfirm IT capability profiles of higher sophistication help co-create greater relational value [15]. Hadaya et al [16] demonstrates that the greater the partner-specific IT investments made by the firm, the greater its use of collaborative systems with those partners, the greater its benefits, through the generation of relational rents.…”

Section: Research Perspectives On the Co-creation Of It Valuementioning

confidence: 99%

Proposing an Entrepreneurial Process for the Co-creation of IT Value

Solli‐Sæther

Flak

2014

Lecture Notes in Computer Science

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Abstract. Co-creation of IT value has received substantial focus from the IS research community over the past years. However, few if any have studied this phenomenon from a process perspective, and our understanding of the processes leading to successful co-creation is therefore limited. To address this shortcoming, we studied a complex, e-government case involving 38 government agencies intending to co-create value from a common IT platform. We used a mixed method approach, involving both qualitative and quantitative data. Data analysis was guided by two strands of theory, namely the theory of institutional entrepreneurship and the co-creation of IT value. Our findings suggest that neither theory is sufficient to provide a processual7 understanding of co-creation. Consequently, we propose a novel process for the entrepreneurial co-creation of IT value.

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Joint collaborative planning as a governance mechanism to strengthen the chain of IT value co-creation

Cited by 35 publications

References 95 publications

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

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

Data management in project planning and control

Proposing an Entrepreneurial Process for the Co-creation of IT Value

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