Strategic Payoff from EDI as a Function of EDI Embeddedness

Chatfield, Akemi Takeoka; Yetton, Philip

doi:10.1080/07421222.2000.11518271

Cited by 116 publications

(89 citation statements)

References 39 publications

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“…This is because when it is adopted and used effectively by a critical mass of stakeholders in the supply chain network, it impacts positive network externalities (or network effects) on supply chain logistics optimization, inter-firm information sharing, and inter-firm knowledge and technology transfer. Evidence supporting this hypothesis exists in prior research on the IT-enabled business and network transformation for business value (Venkatraman, 1994;Teo & Pian 2003), on the electronic data interchange-enabled buyer-supplier operational and strategic benefits realization at the network level (Chatfield & Bjørn-Andersen, 1997;Chatfield & Yetton, 2000;Lai et al, 2008), as well as on the collaborative advantage through extended enterprise supplier networks at Toyota and Chrysler (Dyer, 2000). However, these diverse literatures also show the imperative of organizational transformation beyond the traditional firm boundaries, and the challenge for such a large-scale radical change.…”

Section: Introductionmentioning

confidence: 85%

“…Much has been written in the IOS literature on business value creation for networked organizations through IT-enabled business process redesign (Venkatraman, 1994;Chatfield & Bjørn-Andersen, 1997;Chatfield & Yetton, 2000;Grover & Saeed, 2007). For example, Venkatraman (1994) proposed a conceptual framework for IT-enabled business transformation, which is relevant for us to understand the role of organizational transformation in realizing the potential RFID benefits, and hence creating business value from RFID supply chain projects.…”

Section: Venkatraman Frameworkmentioning

confidence: 99%

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A contingency model for creating value from RFID supply chain network projects in logistics and manufacturing environments

Wamba

Chatfield

2009

European Journal of Information Systems

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104

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In the growing literature on RFID and other network technologies, the importance of organizational transformation at the supply chain level has been recognized. However, the literature lacks conceptual model development and salient mechanisms for achieving the level of organizational transformation required for stakeholders to realize the full business benefits from RFID projects. Furthermore, the RFID adoption, use, and impact studies to date largely focus on a single firm setting and on the retail sector. Therefore, this study intends to fill this knowledge gap in the literature, and develop a contingency model for creating value from RFID supply chain projects in logistics and manufacturing environments. For our model development, we draw upon extant diverse literatures; particularly the framework for IT-enabled business transformation (Venkatraman, 1994), and leadership and organizational learning. The framework postulates a positive relationship between the level of organizational transformation effected by the use of information technology (IT) and the level of business benefits realized from IT. The contingency model draws on the framework and explicates five contingency factors influencing value creation from RFID supply chain projects: environmental upheaval; leadership; second-order organizational learning; resources commitment; and organizational transformation. Using the contingency model as a conceptual guide, we also perform an analysis of longitudinal real-world case data from a Canadian third-party logistics service firm's seven-layer supply chain RFID projects. The case study analysis provides evidence for the imperative of the contingency factors identified in the model for creating value from the RFID projects. Furthermore, it also reveals the differential costs for the focal firm and the up-stream manufacturing as a key barrier to realizing the full RFID benefits at the supply chain level. A Contingency Model for Creating Value from RFID Supply Chain Projects in Logistics and Manufacturing Environments AbstractIn the growing literature on RFID and other network technologies, the importance of organizational transformation at the supply chain level has been recognized. However, the literature lacks conceptual model development and salient mechanisms for achieving the level of organizational transformation required for stakeholders to realize the full business benefits from RFID projects. Furthermore, the RFID adoption, use, and impact studies to date largely focus on a single firm setting and on the retail sector. Therefore, this study intends to fill this knowledge gap in the literature, and develop a contingency model for creating value from RFID supply chain projects in logistics and manufacturing environments. For our model development, we draw upon extant diverse literatures; particularly the framework for IT-enabled business transformation (Venkatraman, 1994), and leadership and organizational learning. The framework postulates a positive relationship between the level of organi...

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Section: Introductionmentioning

confidence: 85%

Section: Venkatraman Frameworkmentioning

confidence: 99%

A contingency model for creating value from RFID supply chain network projects in logistics and manufacturing environments

Wamba

Chatfield

2009

European Journal of Information Systems

Self Cite

104

View full text Add to dashboard Cite

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“…Low-level embeddedness is defined in terms of inter-firm alignment only in the IT domain; moderate-level embeddedness adds alignment in the strategic domain; while high-level alignment relies on social ties between individuals in the firms. Strategic payoff for hub firms is highly correlated with EDI embeddedness for the six case studies considered (Chatfield and Yetton, 2000). For example, Honda in Japan exhibits high-level EDI embeddedness for high strategic payoff, while Ford in the USA exhibits low-level EDI embeddedness with its suppliers and has achieved low strategic payoff.…”

mentioning

confidence: 93%

“…Chatfield and Yetton (2000) introduce a concept of EDI embeddedness 14 as a basis for examining levels of inter-organisational cooperation. The theory of embeddedness suggests that embedded inter-firm relationships rely on exchange of sensitive information, joint problem solving and trust.…”

mentioning

confidence: 99%

Determining Benefits from B2B e-Commerce: A Strategic Approach

Tanewski¹,

Collier²,

Leech³

2003

IJDAR

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Abstract.A request from a powerful customer to exchange information electronically is an important external stimulus to the business strategy of a supplier. Prior research indicates that sub-optimal benefits, if any, are the typical result of such a stimulus. In this research, B2B ecommerce alignment between business strategy and IT strategy is proposed as a determinant of enhanced business benefits from electronic information exchange. A multiple case study approach in the Australian automotive industry is used to examine this proposition. As more electronic information is exchanged using a range of electronic modes, thus creating complex interorganizational systems, this research provides insights for suppliers about how to achieve greater benefits from B2B e-commerce.

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“…Uzzi"s (1997) study of embedded relationships has become a wellestablished work in this field (e.g., Chatfield & Yetton, 2000;Hansen, 1999;McEvily & Marcus, 2005;. Uzzi (1997) identified three main components in embedded relationships: trust, fine-grained information transfer, and joint problemsolving arrangements.…”

Section: Embedded Relationships In Remote Diagnostics Servicesmentioning

confidence: 99%

Embedded Relationships in Information Services

Jonsson

2009

Journal of Information Technology Research

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Information technology (IT) is increasingly used in the production of services, enabling a selfserve channel that challenges the embedded relationship in services. To examine the implications of IT for embedded relationships, we undertook an interpretative case study of a remote diagnostics service in the mining industry. Our analysis suggests that the combination of IT and social efforts by the participants can support embedded relationships to a larger extent than has been shown in previous research.

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Strategic Payoff from EDI as a Function of EDI Embeddedness

Cited by 116 publications

References 39 publications

A contingency model for creating value from RFID supply chain network projects in logistics and manufacturing environments

A contingency model for creating value from RFID supply chain network projects in logistics and manufacturing environments

Determining Benefits from B2B e-Commerce: A Strategic Approach

Embedded Relationships in Information Services

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