This paper is the first test of a parsimonious model that posits three factors as determinants of the adoption of electronic data interchange (EDI): readiness ,perceived benefits, and external pressure. To construct the model, we identified and organized the factors that were found to be influential in prior EDI research. By testing all these factors together in one model, we are able to investigate their relative contributions to EDI adoption decisions. Senior purchasing managers, chosen for their experience with EDI and proximity to the EDI adoption decision, were surveyed and their responses analyzed using structural equation modeling. All three determinants were found t be significant predictors of intent to adopt EDI, with external pressure and readiness being considerably more important than perceived benefits. We show that the constructs inthis model canbe categorized into three levels: technological, organizational, and interorganizational. We hypothesize that these categories of influence will also be determinants of the adoption of other emerging forms of interorganizational systems (IOS).
Many EDI researchers and practitioners have recognized the importance of high penetration levels for the success of EDI. Unfortunately, such penetration is partly impeded by the resistance of small companies to become EDI capable. To investigate this issue, three major factors are identified that influence the EDI adoption practices of small firms. These factors are: organizational readiness (because of the low levels of IT sophistication and resource availability of small firms), external pressures to adopt (because of the weak market positions of small firms and the network nature of the technology), and perceived benefits (because of the limited impact that IT has on small firms due to under-utilization and lack of integration). By combining the anticipated effects of these factors, we developed a framework of EDI adoption by small businesses. The applicability of this framework is empirically demonstrated using the results of seven case studies. Finally, recommendations are made for the development of successful EDI partner expansion plans. These include the development of a long-term EDI partner expansion plan from the very beginning, the individual assessment of each partner's EDI preparedness level, and the selection of appropriate influence tactics to expedite adoption by small partners. Specifically, it is suggested that EDI initiators pursue promotional efforts to improve partners' perceptions of EDI benefits, provide financial and technological assistance to partners with low organizational readiness, and carefully select and enact influence strategies to reduce resistance.
This study evaluates the extent to which the added value to customers from a supplier's application of information technology (IT) is manifested through premium prices of a traded good. The study demonstrates that IT can add value to an otherwise undifferentiated good and shows how these benefits accrue to customers from the adoption of IT. Analyzing a case in which the traded good is a homogeneous commodity-commercial fueling-our study shows that the critical impacts of IT are convenience and control -- that is, convenience that provides improved access to fuel and control that reduces problems of delegating purchasing authority for the customer. The value of this additional service is exhibited in premium prices customers are willing to pay for the IT- enhanced traded good, relative to the same good without IT. Compared to the price without IT, statistical analysis of the supplier's pricing history demonstrates that the application of IT to commercial fuel yielded price premiums of between five and 12 percent of the retail fuel price.
Management of the software development process requires a thorough understanding of the environment in which development takes place. Ability to estimate, plan, and manage resource consumption is limited by the central problem of determining the size of system specifications. To address this issue, a general strategy for measurement and evaluation of system development environments needs to be established. This article presents a research model that will help managers and researchers understand and establish the linkages between units of systems requirements specification, design, and source code. Initial validation of the model was performed by reverse engineering systems written in a fourth generation language from source code to design metrics. Results indicate that the model may provide reliable measures of system size in terms of both design metrics and lines of code.
A laboratory experiment was conducted to assess the influence of color and information presentation differences on user perceptions and decision making under varying time constraints. Three different information presentations were evaluated: tabular, graphical, and combined tabular-graphical. Tabular reports led to better decision making and graphical reports led to faster decision making when time constraints were low. The combined report, which integrated the advantages associated with both tabular and graphical presentation, was the superior report format in terms of performance and was rated very highly by decision makers. Color led to improvements in decision making; this was especially pronounced when high time constraints were present.
This article presents the results of a study which analyzes skills perceived as useful by information systems (IS) managers and systems analysts in IS organizations of different levels of maturity. These IS skills were examined under two major subgroups of generalist/managerial and specialist/technical skills as well as under more detailed categories of organizations, people, society, systems, computers, and models skills. Generalist, i.e., organizational and people skills, were rated highest. Based on these rankings, which deviated little between managers and analysts and across the maturity spectrum, recommendations concerning graduate IS curriculum are suggested.