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ABSTRACTA typical firm is operated by multiple functional managers who may collaborate as well as compete to achieve firm performance. In the digital age, firm performance is essentially customer‐dependent and technology‐dependent, with both marketing and information technology (IT) playing key roles. Unfortunately the two functions often have very different worldviews. We show how these differences can damage firm performance, and suggest ways to mitigate this damage. We build a worldview difference model, synthesized from multiple disciplines. The model is tested using both matched and nonmatched observations from marketing and IT managers, and is analyzed with hierarchical linear models using both perceptual and objective firm performance data over a 4‐year period. We find that differences between the beliefs and perceptions of marketing managers and IT managers generate a negative impact on firm performance, and suggest appropriate technology‐culture associations to effectively align their worldviews for firm performance. To improve firm performance, a cross‐functional appreciation for market and technology drivers can be achieved by making marketing managers more learning‐oriented and by providing IT managers a culture that is congruent with technology.

ABSTRACTMore thoroughly understanding how interorganizational governance value can be created by information technology and other governance mechanisms is critical for supply chain management. Based primarily on transaction‐cost economics and supplemented by the resource‐based view, this study investigates how interorganizational governance (i.e., relational governance and virtual integration) can create value (i.e., information visibility and supply chain flexibility) in the supply chain context. The findings show that both relational governance and virtual integration benefit information visibility. Those results also support both direct and indirect (via information visibility) effects of relational governance on supply chain flexibility. Although failing to affect supply chain flexibility directly, virtual integration can still improve supply chain flexibility with its ability to enhance information visibility. Thus, interorganizational governance mechanisms emphasizing both control and collaboration can influence the gain from collaboration‐specific capabilities, leading to the competitive advantage of a supply chain. The results of the study suggest that firms can gain greater supply chain flexibility within existing interfirm relationships by enhancing information visibility through virtual integration and relational governance.

AbstractManaging the aging infrastructure of water distribution systems presents a challenge for many utilities. With various asset types competing for limited dollars, designing an effective asset management program is a resource allocation problem. Mobilization of equipment and crew is a significant cost (typically 2%–10%) within any capital improvement program. Therefore, selecting projects that target multiple asset classes together can reduce mobilization and help utilities stretch their budgets further. This research presents a process for modeling the joint renewal planning of multiple asset classes. The problem is framed as a dual‐objective optimization, where the selection of project areas aims to maximize lead service line removal and water meter changeout together. A case study from a Midwest utility is presented, and empirical data suggests the dual‐objective approach effectively reduces duplicate interventions in the same regions. Equity considerations are also examined, where constraints are added to enforce system‐wide project selection. Results show that the sensitivity of the objective toward equity is dependent on the underlying spatial distribution of the target asset itself, where uneven spread of the target asset leads to greater negative impact on model performance.