The impact of partnership attributes on EDI implementation success

The Interorganizational Relationships Process: An Asset Orchestration Mechanisms Perspective in an SME Context

“…Firms create IORs in order to achieve goals that each firm would otherwise not easily be able to attain when acting alone [26]. As such, IORs allow firms to combine resources and share knowledge and risks, optimize assets use, increase market power, maximize their ability to offer attractive products and services, or capitalize on opportunities for organizational learning [8].…”

Contractual and Consensual Profiles for an Interorganizational Governance of Information Technology

“…Firms create interorganizational relationships with other firms in order to achieve goals that each firm would not easily be able to attain when acting alone (Lee & Lim, 2005). External pressures, including environmental and technological standards, as well as internal firm pressures, are moving firms to seek cooperation in areas previously unsearched (Ring & Van de Ven, 1992).…”

“…Aside from the fact that a large portion of interorganizational relationships fail, or at least fail at meeting the expectations of their participants, loss of proprietary information, management complexities, financial and organizational risks, risk becoming dependent on a partner, partial loss of decision autonomy, culture clash, loss of organizational flexibility and antitrust implications are all potential worries that need to be accounted for and carefully weighed at the inception and development of any interorganizational relationship, a difficult task to manage (Barringer & Harrison, 2000). Furthermore, relationship maintenance requires careful planning of future contingencies and changing factors (Barney & Ouchi, 1986;Macaulay, 1963), as well as mechanisms that adapt to the changes in the relationship itself (Wachter & Williamson, 1978), and maintaining an interorganizational relationship requires heavy commitment from all involved (Lee & Lim, 2005). Furthermore, the formalization of commitments, in the form of contractual obligations-such as service level agreements-can cause opportunism, an "ugly" side effect of mutual dependence (Goo et al, 2009).…”

E-Collaboration Technologies and Organizational Performance

“…The IOS sophistication at different time intervals (t1, t2 and t3) is an outcome of the influence of all the variables, their perceptions, capabilities, dyadic relationships, initial IOS use and some external factors. The model is also driven by performance, which is the result of using the IOS and is regarded as a key factor for organizations to adopt an IOS (Kumar and Van Dissel, 1996;Choudhury, Hartzel and Konsynski, 1998;Frohlich and Westbrook, 2001;Subramani, 2004;Lee and Lim, 2005). In simple terms, organizations would not progress to the next level of adoption maturity, if the current systems did not provide the expected benefits.…”