Appendix 2 - Within Organization Comparison of Inter-organizational Information System Between Sales and Purchasing Staff

 < Day Day Up > 



Table 8: Types of information exchanged by sales and purchasing staff

Type of Information Exchanged

Sales

Purch

Total %

Pearson Chi-

Staff %

Staff %

Square

Problem resolution

100

100

100

0.0 c

On-time delivery

94

100

96

11.7 a

Product quality

97

100

98

5.4 b

Accurate invoicing

97

100

98

5.4 b

Forecast demand and supply

92

97

93

4.5 b

Complete orders

91

95

92

2.4 c

Flexibility to accept order changes

90

95

92

3.2 c

New product development

95

96

96

0.1 c

Opportunities and threats

97

98

97

2.4 c

Price negotiation

97

97

97

0.0 c

Percent calculated out of a total possible count of 176 purchasing staff and 297 sales staff.

Significance: a = 99% confidence; b = 95% confidence; and c = no significant difference.

Table 9: Frequency of different types of information were exchanged by sales and purchasing staff

Sales Staff

Purchasing Staff

Pearson

Type of Information

Weekly

Monthly Several

Weekly

Monthly

Several

Chi-

or

or

Times

or

or

Times

Square

More

Several

a Year

More

Several

a Year

Often

Times a or Less

Often

Times a

or Less

Month

Often

Month

Often

Problem resolution

73

21

6

59

18

24

45.5 a

Completeness of orders

45

21

34

40

21

39

1.8 c

Price negotiation

41

37

22

6

6

87

188.1 a

Timeliness of deliveries

29

23

48

49

12

39

20.3 a

Forecast supply and demand

20

33

47

40

17

43

26.0 a

Order change flexibility

17

20

63

40

20

40

30.8 a

Product quality

13

23

63

30

29

41

26.6 a

Opportunities and threats

13

28

60

13

44

43

14.4 a

New product development

2

13

85

15

18

68

31.0 a

Invoice accuracy

0

43

57

6

29

65

20.3 a

Percent who responded (total possible count of 30 suppliers and 34 customers).

Significance: a = 99% confidence; b = 95% confidence; and c = no significant difference.

Table 10: Sales and purchasing staff perceived adequacy of information exchanges

Information Type

Sales

Purchasing

Diff in

Mean S. D.

Mean

S. D.

Means

Sig

Problem resolution relative frequency

6.9

0.5

7.0

0.3

-0.1

c

Quality relative frequency

6.8

0.9

7.0

0.2

-0.2

b

Delivery timeliness relative frequency

6.4

1.6

7.0

0.0

-0.6

a

Order completeness relative frequency

6.3

1.8

6.7

1.3

-0.4

a

Order flexibility relative frequency

6.4

1.7

6.7

1.3

-0.3

c

Invoice accuracy relative frequency

6.8

1.0

7.0

0.0

-0.2

a

Price negotiation relative frequency

6.7

1.0

7.0

0.5

-0.2

a

Forecast relative frequency

5.0

2.2

6.1

1.9

-1.1

a

New product relative frequency

6.1

1.7

6.5

1.5

-0.4

a

Opportunities and threats relative

frequency

6.1

1.5

6.6

1.2

-0.4

a

Significance: a = 99% confidence; b = 95% confidence; and c = no significant difference.

Scale of 1 to 7, with 1 not as often as necessary and 7 whenever necessary.

Table 11: Sales and purchasing staff perceived direction of information flows

Sales Staff

Purchasing Staff Pearson

Type of Information

One way %

Both ways %

One way %

Both ways %

Chi Square

Accuracy of invoicing

6

94

100

10.0 a

Flexibility to accept order

6

94

100

8.3 a

Changes

Completeness of orders

8

91

100

10.8 a

New product development

7

93

3

97

19.1 a

Delivery timeliness

100

7

93

21.4 a

Price negotiation

99

3

96

5.4 c

Forecast supply and demand

2

98

5

95

0.8 c

Product quality

100

100

0.0 c

Problem resolution

100

100

0.0 c

Opportunities and threats

100

100

0.6 c

Percent who responded (total possible count of 176 purchasing staff and 297 sales staff).

Significance: a = 99% confidence; b = 95% confidence; and c = no significant difference

Table 12: Sales and purchasing staff perceived formality of information systems

Formal

Pearson

Informal

Pearson

Type of Information

SalesPurchase

Chi-

Sales

Purchase

Chi-

Staff

Staff

Square

Staff

Staff

Square

Price negotiation

94

93

0.5 c

86

61

38.4 a

Problem resolution

90

82

6.4 b

98

94

4.5 b

Product quality

84

93

1.7 a

96

91

6.0 b

New product development

85

80

1.5 c

86

76

6.6 a

Timeliness of deliveries

73

84

6.4 b

92

87

2.6 c

Completeness of orders

74

70

1.0 c

87

87

0.0 c

Opportunities and threats

69

70

0.0 c

95

90

3.7 c

Flexibility to accept order

55

64

3.7 c

90

89

changes

0.1 c

Invoice accuracy

54

53

0.0 c

96

95

0.1 c

Forecast supply and demand

40

76

58.0 a

87

82

2.5 c

Percent of cases for each category (total possible count of 176 purchasing staff and 297 sales staff).

Significance: a = 99% confidence; b = 95% confidence; and c = no significant difference.

Table 13: Sales and purchasing staff perceived richness of communication media

Sales Staff

Purchasing Staff

Pearson

Type of Information

Most Rich— Face to Face %

Rich— Phone%

Less Rich Media%

Most Rich— Face to Face %

Rich— Phone%

Less Rich Media%

Chi- Square

Opportunities and threats

97

2

87

13

20.0 a

New product development

94

4

2

85

14

1

18.7 a

Problem resolution

91

9

89

11

0.5 c

Product quality

81

18

1

80

19

1

0.8 c

Price negotiation

87

13

1

83

15

2

1.6 c

Forecast supply and demand

55

42

4

59

31

11

11.7 a

Timeliness of deliveries

34

64

1

46

47

7

19.5 a

Completeness of orders

33

53

14

40

59

2

18.1 a

Order change flexibility

25

69

6

36

62

2

9.7 a

Invoice accuracy

18

70

11

19

72

9

0.6 c

Percent who responded (total possible count of 176 purchasing staff and 297 sales staff).

Significance: a = 99% confidence; b = 95% confidence; and c = no significant difference.



 < Day Day Up > 



Inter-Organizational Information Systems in the Internet Age
Inter-Organizational Information Systems in the Internet Age
ISBN: 1591403189
EAN: 2147483647
Year: 2006
Pages: 148

flylib.com © 2008-2017.
If you may any questions please contact us: flylib@qtcs.net