Analysis

 < Day Day Up > 



In testing their EDI adoption model, Chwelos et al. (2001) observed that their model’s constructs fall into technological, organizational and inter-organizational categories. Based on this, Chwelos et al. hypothesized that these categories of influence will be adoption determinants for other IOIS forms. We test and extend this hypothesis in Table 3 by taking the 25 IOIS studies reported in Table 2 and trying to place the variables found to significantly influence IOIS adoption and diffusion into Chwelos et al.’s proposed categories.

In this test, we categorize each variable by comparing the common variable definition in the existing research to Chwelos et al.’s category definitions. Chwelos et al. defined the inter-organizational level as focusing on how environments and or other firms’ actions influence technology adoption and diffusion. The authors defined organizational-level research as research focusing on internal attributes influencing technology adoption and diffusion. The authors explained that technological level research focuses on adoption and diffusion influenced by perceived innovation characteristics and often uses innovation diffusion theory.

Table 3 also shows independent variables having significant relationships with dependent variables related to technology adoption and diffusion. Table 3 further shows types of IOISs (B2B EC, EDI, other) investigated by independent variables. For example, customer involvement significantly influences IOIS adoption in two studies and IOIS diffusion in three studies. Of the studies finding customer adoption a significant facilitator of adoption or diffusion, one focused on EDI, two focused on B2B EC and two dealt with other types of IOISs.

Table 3: Categorization and frequency of significant independent variables by study type and technology type

Significant Independent Variable

Category

Number of Studies Focusing on

Number of Studies Focusing on

Adoption

Diffusion

B2B EC

EDI

Other IOISs

Customer involvement Inter-organizational 2 3 2 1 2
Environmental uncertainty Inter-organizational 1 1 1 1

External expertise utilization

Inter-organizational

1

1

External pressure (includes implementation of key business partners, implementation being required by key business partners, and power)

Inter-organizational

8

2

9

1

Implementation support

Inter-organizational

2

1

1

2

Information intensity (value chain)

Inter-organizational

1

1

Legislative and policy environment (clear and certain)

Inter-organizational

2

2

Timing of project startup

Inter-organizational

1

1

Trade organization support

Inter-organizational

1

1

Trust

Inter-organizational

1

1

1

1

Inter-organizational Total

14

14

8

15

5

Environment favoring cooperation (includes information sharing)

Inter-organizational

3

2

1

Organizational

Need (perceived)

Inter-organizational

3

1

2

Organizational

Readiness

Inter-organizational

1

2

1

2

Organizational

Technology (awareness)

Inter-organizational

1

1

1

1

Organizational

Inter-organizational/Organizational Total

5

6

4

4

3

Adoption decision (proactive)

Organizational

1

1

Champion existence

Organizational

4

4

Culture supporting innovation

Organizational

1

1

Duration of project (longer)

Organizational

1

1

Evaluation procedures

Organizational

2

1

1

Firm size (large)

Organizational

2

1

2

1

Goals, strategy, and vision (consistent and clear)

Organizational

1

4

3

1

1

Information intensity (product)

Organizational

1

1

Information system function (proactive)

Organizational

2

2

Information system staff experience

Organizational

1

1

Information system staff skill

Organizational

2

2

Innovativeness

Organizational

1

1

Integration into core business activities

Organizational

1

1

Leadership

Organizational

1

1

Management of project

Organizational

2

2

Managerial thinking (creative)

Organizational

1

1

Marketing and promotion

Organizational

3

1

1

3

Organizational change

Organizational

1

1

Planning and approval processes (existing)

Organizational

1

1

Risk (operational)

Organizational

1

1

Risk (strategic)

Organizational

1

1

Risk-taking propensity of top management

Organizational

1

1

Team composition

Organizational

1

1

Top management support

Organizational

4

5

3

4

2

Organizational Total

21

27

18

13

17

Compatible technology

Technological

1

2

1

1

1

Complexity of technology (less)

Technological

2

1

1

Data security

Technological

1

1

Observability

Technological

1

1

Relative advantage (perceived) (also includes perceived benefits)

Technological

5

5

2

7

1

Stability (system)

Technological

1

1

Technology (adaptability)

Technological

1

1

Technology (cost)

Technological

2

1

2

1

Technology (current)

Technological

3

2

1

1

3

Technology (ease of use)

Technological

1

1

Technology performance

Technological

1

1

Technological Total

15

14

8

13

8

Grand Total

55

61

38

45

33

Our categorization supports Chwelos et al.’s hypothesis and finds IOIS adoption and diffusion research also addresses technological, organizational and inter- organizational levels. The categorization extends Chwelos et al.’s hypothesis, as this study’s scope includes an array of IOIS types, whereas Chwelos et al.’s study focuses on EDI. This review included diffusion studies, whereas Chwelos et al.’s study focuses on adoption studies only.

Chwelos et al.’s (2001) hypothesis did not mention that the same variable may have multiple categorizations. In categorizing independent variables reported in the IOIS literature, four variables (perceived need, environment favoring cooperation, readiness and technology awareness) belong to both organizational and inter-organizational categories. Perceived need in IOISs relates to the organization’s perception of their business partners’ needs. Perceived customer needs falls into the inter-organizational category. In recognizing customers’ needs, these needs become organizational needs. As such, perceived need belongs to both organizational and inter-organizational categories. In IOISs, both the organization’s environment and the organization’s relationship with other organizations involved in implementing the IOIS must be cooperative. Therefore, an environment favoring cooperation falls into both organizational and inter- organizational categories. Readiness as a facilitator of adoption and diffusion also falls into organizational and inter-organizational categories. Because IOISs span organizational boundaries, the organization and its partners must be ready to adopt the IOIS. Technology awareness also falls into organizational and inter- organizational categories. The organization and its business partners must be aware of new technology for it to be adopted and diffused.

Several authors (Grover, 1993; Premkumar et al., 1997) used “environmental” for what Chwelos et al. called “inter-organizational.” Grover’s environmental variables include four industry variables (maturity, competition, information intensity and adaptable innovations) and two customer variables (power and vertical coordination). Premkumar et al.’s environmental category includes climate, net-dependence, competitive pressure and customer support. Future IOIS research would benefit by breaking Chwelos’ inter-organizational category into two categories: environmental and inter-organizational. The inter-organizational category would include how business partner relationships influence technology adoption and diffusion. The environmental category would focus on how other surroundings influence technology adoption and diffusion.

The analysis brings up several shortcomings in the existing research. First, based on the type of IOIS identified in each study, the analysis categorizes significant independent variables by IOIS type (B2B EC, EDI and other IOIS). While every study provides a definition of the study’s IOIS type, existing research has not addressed the distinction between these different IOIS types. This is a weakness of this categorization and the existing research. Based on previous definitions, one may argue that EDI, customer-oriented strategic systems, and B2B electronic markets are all types of B2B EC. Future research will benefit from providing a clear definition, categorization and distinguishing characteristics of the different types of IOIS.

Most of the studies and the significant independent variables focus on EDI. Given the heavy weight placed on EDI, determining whether some variables are significant for EDI and not for other types of IOISs requires future research. This review provides a starting point for empirical research on other types of IOIS. Revisiting the review when there is a greater body of research on adoption and diffusion of other IOIS types will help researchers determine if significant variables differ for EDI compared to other IOIS types.

Except for the EDI studies, most of the studies of the other types of IOIS systems use a qualitative approach. Greater understanding of emerging IOIS adoption and diffusion will occur with more rigorous investigations of the significant variables found in these qualitative studies. The EDI research stream consists of both qualitative and quantitative investigations.



 < 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