IT & Operations Management:e-Business TechnologiesSarv Devaraj, Lee Krajewski, Jerry C. Wei (2007)Nada R. Sanders (2007)Eva Martinez-Caro and Juan Gabriel Cegarra-Navarro (2010)Frank Wiengarten, Paul Humphreys, Alan McKittrick, Brian Fynes (2013) José Gámez Belmonte Federica Qualizza Desirée Suárez Santana
INTRODUCTION• Impact of eBusiness technologies on operational performance: The role of production information integration in the supply chain, Devaraj et al. (2007)• An empirical study of the impact of e-business technologies on organizational collaboration and performance, Sanders (2007)• The impact of e-business on capital productivity: An analysis of the UK telecommunications sector, Martínez-Caro & Cegarra-Navarro (2010)• Investigating the impact of e-business applications on supply chain collaboration in the German automotive industry, Wiengarten et al. (2013)
Devaraj et al. (2007) Production Supply information chain integration• Do eBusiness technologies have a significant impact on supply chain performance?• Does production information integration constitute an important link in the pathway from eBusiness technology to supply chain performance?
Devaraj et al. (2007) (III)Previous studies New contributionsFirm performance is not directly linked But there is a mediator factor, which iswith e-Business capability, Zhu and the production information integrationKraemer (2002)Supply chain integration intensity Supplier integration + Customercompetitive capabilities positive integration Operationalbusiness performance, Rosenzweig et performanceal. (2003)4 Web-based supply chain integration First theoretical framework of supplystrategies that are linked to chain integration that addresses theoperational performance, Frohlich and effects of e-business capabilities,Westbrook (2002) production information integration and operating performance
Sanders (2007) Organizational Organizational Collaboration use of e-Business Technology Organizational Performance Using empirical data• How does the use of e-business technologies impact on organizational collaboration and organizational performance?• What is the difference between inter- and intra-organizational collaboration impact?
Sanders (2007) (III)• Contributions 1. An empirical test of theorectical assumptions in the literature of the influence of EB technologies on collaboration. 2. Managers should focus on EB technologies that promote collaboration. It validates and confirm the important role of internal collaborations. 3. It supports the finding that inter-firm collaboration influences intra- organizational collaboration.
Martínez-Caro & Cegarra-Navarro et al. (2010) • Which EB technologies are more likely to lead to a boost in productivity? Groupware applications Capital Collective Productivity Systems The theoretical background of this model is based on Sanders’ previous research.
Martínez-Caro & Cegarra-Navarro et al. (2010) (II)• Results and contributionsTo improve CP, managers need to provide and support a contextwith two dimensions:1. Groupware applications and2. Collective systemsThe firm size is not important to improve CP through groupwareand collective systems.
Wiengarten et al. (2013)Multiple dimensions of EB: Do all EB applications impact directly and positivelyon supply chain collaboration?Is the buyer-supplier collaboration the mediating variable between EBapplications and operational performance? Different EB Multiple technological dimension of Supply chain applications operational performanceWiengarten bases his research of Devaraj’s and Sanders’ previous works.
Wiengarten et al. (2013) (II)The deconstruction of EB into multiple constructs will enable themeasurement of EB value to be more accurately assessed.The direct impact of EB-enabled collaboration to facilitateinteraction and integration and its impact on operationalperformance adds to the body of knowledge within the largerresearch field of supply chain collaboration.