Strategic Alternatives and Interorganizational System Implementations: An Overview

Barrett, Stephanie S.

doi:10.1080/07421222.1986.11517767

Cited by 30 publications

(9 citation statements)

References 4 publications

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“…Despite its increased use, however, the goals of collaboration are difficult to achieve and collaborative ventures frequently end in frustration and failure (Webb 1991;Bryson and Crosby 1992). Indeed, multi-organizational collaboration usually suffers from internal conflict, and mixed performance in regards to the use of shared information systems and the implementation of shared strategies (Barrett 1986). …”

Section: Review Of Collaboration Literaturementioning

confidence: 99%

GSS for Multi-Organizational Collaboration: Reflections on Process and Content

et al. 2005

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Multi-organizational collaboration has become the norm for modern organizations as they seek to survive and prosper in increasingly turbulent times. These collaborations can take many forms, but face problems due to different management styles, different cultures, and different operating modes of the participant organizations. These differences usually cause difficulties for the multi-organizational teams that are set up to make the collaboration operational. Group Support Systems (GSSs) is one possible way of supporting these multi-organization collaboration teams (MCTs). This paper builds and describes a conceptual framework that highlights the critical characteristics of these teams and how GSS might support their activities. The framework is based on a detailed analysis of three case studies using three different GSSs.

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Section: Review Of Collaboration Literaturementioning

confidence: 99%

GSS for Multi-Organizational Collaboration: Reflections on Process and Content

et al. 2005

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“…After assessing environmental trends within a given industry and community, firms are then required to formulate and select favorable strategic alternatives. The formulation of strategic alternatives provides firms with a set of strategic choices that all seek to provide prosperous outcomes for the firms, which is considered an essential part of strategic planning that leads to the firms’ continual presence (Barrett, 1986). Given the importance of formulating and selecting of strategic alternatives, we argue that the existence of a basic and supreme power can be incorporated into firms ’ formulation and selection of strategic alternatives.…”

Section: A Spirituality Mode Of Firm Strategic Planning Processesmentioning

confidence: 99%

Toward a spirituality mode of firm sustainability strategic planning processes

Barron

Chou

2017

SBR

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Purpose This paper aims to develop a spirituality mode of firm strategic planning processes that incorporate four basic firm spirituality elements, namely, transcendence, an inexhaustible source of will, a basic and supreme power and interconnectedness and oneness, used for promoting corporate and community sustainability. Design/methodology/approach A conceptual analysis was performed. Findings Drawing upon prior research, this paper suggests that there are four major spiritual elements of the firm, namely, transcendence, an inexhaustible source of will, a basic and supreme power and interconnectedness and oneness. Additionally, this paper proposes that to promote long-term sustainability and survival of the firm and community, firms can place strong emphasis on firm transcendence when establishing the vision and mission statements. Moreover, firms may need to assess environmental conditions based upon an inexhaustible source of will. Furthermore, when formulating and selecting strategic alternatives, firms can utilize a basic and supreme power. Finally, firms may implement selected strategic alternatives and strategic controls with interconnectedness and oneness mentality. Originality/value This paper is one of the first studies that develop a spirituality mode of strategic planning processes focusing on both corporate and community sustainability.

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“…Barrett and Konsynski (1982), for example, proposed a five-level typology based on the intensity of a firm's IOS participation. In another article, Barrett (1986) discussed a range of strategic options and IOS implementations. She demonstrated that an IOS can be a powerful strategic tool, a means of establishing control within a distribution chain, and can have an industrywide scope, or can be a traditional information system (IS) built around independently owned units.…”

Section: Theoretical Foundationsmentioning

confidence: 99%

How to bridge the boundary? Determinants of inter-organizational social software usage

2015

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Based on their positive experiences with intraorganizational enterprise social software (ESS), the first organizations are currently deploying ESS in an interorganizational context. Nevertheless, hardly any research has addressed aspects pertaining to the commonalities of and differences between ESS and existing forms of interorganizational information systems (IOS). Following an information-processing view, and based on a systematic literature review, as well as on the results of an exploratory interview study, we propose a conceptual model of interorganizational ESS usage and relevant usage determinants. Some of these are known from prior studies, but have not yet been applied to an inter-organizational context (e.g., trust, knowledge sharing, security), whereas others were newly identified in our interview study (e.g., confidentiality, productiveness, dynamics). The proposed model extends the current understanding of IOS and helps address the field of interorganizational ESS usage more appropriately in theory and practice.

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Strategic Alternatives and Interorganizational System Implementations: An Overview

Cited by 30 publications

References 4 publications

GSS for Multi-Organizational Collaboration: Reflections on Process and Content

GSS for Multi-Organizational Collaboration: Reflections on Process and Content

Toward a spirituality mode of firm sustainability strategic planning processes

How to bridge the boundary? Determinants of inter-organizational social software usage

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