Suchergebnisse

PurposeInterorganizational business process standards (IBPS) are IT-enabled process specifications that standardize, streamline, and improve business processes related to interorganizational relationships. There has been much interest in IBPS as organizations from different industries implement these process standards that lead to successful organizational outcomes by integrating and standardizing intra- and inter-organizational business processes. These process standards enable data analytics capabilities by facilitating new sources of interorganizational process data. The purpose of this paper is to unearth employees' reactions to a new type of supply chain process innovations that involved an implementation of new IBPS, a supply chain management (SCM) system, and associated analytics capabilities.Design/methodology/approachThe authors gathered and analyzed qualitative data for a year from the employees of a healthcare supplier, a high-tech manufacturing organization, during the implementation of a SCM system and RosettaNet-based IBPS.FindingsIn what the authors termed the initiation stage, there was quite a bit of confusion and unrest among employees regarding the relevance of the new process standards and associated analytics capabilities. With the passage of time, in the institutionalization stage, although the situation improved slightly, employees found workarounds that allowed them to appropriate just part of specific processes and the analytics capabilities. Finally, once routinized, employees felt comfortable in the situation but still did not appropriate the new supply chain processes faithfully. Overall, employees' reactions toward the SCM system and associated analytics capabilities were different from their reactions toward the new business processes.Originality/valueThe paper contributes to the literature by offering novel insights on how employees react to and appropriate process innovations that change their work processes.

ABSTRACTPrior research has provided valuable insights into how and why employees make a decision about the adoption and use of information technologies (ITs) in the workplace. From an organizational point of view, however, the more important issue is how managers make informed decisions about interventions that can lead to greater acceptance and effective utilization of IT. There is limited research in the IT implementation literature that deals with the role of interventions to aid such managerial decision making. Particularly, there is a need to understand how various interventions can influence the known determinants of IT adoption and use. To address this gap in the literature, we draw from the vast body of research on the technology acceptance model (TAM), particularly the work on the determinants of perceived usefulness and perceived ease of use, and: (i) develop a comprehensive nomological network (integrated model) of the determinants of individual level (IT) adoption and use; (ii) empirically test the proposed integrated model; and (iii) present a research agenda focused on potential pre‐ and postimplementation interventions that can enhance employees' adoption and use of IT. Our findings and research agenda have important implications for managerial decision making on IT implementation in organizations.

THE INSTITUTE OF MEDICINE (IOM)a in 19995 shocked the nation by reporting that as much as 98,000 people die in hospitals every year due to medical errors. These errors are also said to cost hospitals as much as $29 billion every year. Of the many reasons identified for the medical errors, one critical reason is the decentralized and fragmented nature of information related to patients, drugs, procedures, and clinical processes. IOM further reported that about three out of four errors could have been eliminated by better information systems to make drug and patient information readily available when needed. Over the past nine years, after the IOM report was published, the government and health care providers have recognized that an efficient information technology (IT) backbone is essential for safe and high-quality care11 and cost savings.4