Limits to Interfirm Coordination through Information Technology: Results of a Field Study in Consumer Packaged Goods Distribution

An Empirical Analysis of the Contractual and Information Structures of Business Process Outsourcing Relationships

“…It has been shown in prior research (e.g., Bakos and Brynjolfsson 1993) that when the user firm has no bargaining power, it does not get an adequate share of the noncontractible surplus; yet if it has all the bargaining power, then service providers might not make any noncontractible investments, engendering little surplus to bargain over. These studies find that in order to decrease the opportunism risks that stem from the provider's concerns that returns to its investment will be expropriated in ex post bargaining, the user firm invests in increasing the supplier's bargaining power through development of close relations and this approach to partnering is especially facilitated by the use of technology in the relationship (Clemons et al 1993). The positive impact of the user firm's bargaining power on the level of joint action and technological investments is consistent with this theoretical argument.…”

Institutional isomorphism and the adoption of information technology for supply chain management

“…On the other hand, although the dominant firm provides support and assistance for the technology adoption, the adopting firm bears the risks of revealing its internal processes and trade secrets to the dominant firm. As a result, the adopting firm may end up with higher operating costs if the dominant firm shifts activities and costs (e.g., products storage and handling) to its followers [1].…”

Information Technology Systems for Interorganizational Connectitivy

“…A tecnologia da informação pode facilitar a cooperação, agilizando o fluxo e o processamento das informações entre as empresas (CLEMONS;ROW, 1993). Bovet e Martha (2001) e Hagel III (2003 propõem arranjos estratégicos que criam redes de empresas que, com apoio dos sistemas interorganizacionais, cooperam entre si para responder com agilidade e alta competitividade às demandas do mercado.…”

“…O fortalecimento da cooperação e coordenação entre as organizações parece estar modificando a forma como as empresas interagem entre si (CLEMONS;ROW, 1993). Parcerias estratégicas estão reduzindo o tempo de desenvolvimento de novos produtos, facilitando o gerenciamento da qualidade total e ajudando as empresas a serem mais ágeis e competitivas LAWRENCE, 1988).…”