ELECTRONIC INTEGRATION AND BUSINESS NETWORK REDESIGN: A ROLES-LINKAGE PERSPECTIVE
Name
MIT_CISR_WP_262_Electronic_Integration_and_Business_Network_Redesign_A Roles-Linkage_Perspective_Kambil_Short.pdf
Size
960.56 KB
Format
Adobe PDF
Checksum (MD5)
a82aac2a1de6a28855e7730e8e6995bf
Author(s)
Kambil, Ajit
Short, James
Date Issued
July 1, 1993
Publisher
Cambridge, Mass.: Center for Information Systems Research, Sloan School of Management, Massachusetts Institute of Technology
Citation
Kambil, Ajit and James Short. “Electronic Integration and Business Network Redesign: A Roles-Linkage Perspective.” Working paper 262, Center for Information Systems Research, Sloan School of Management, Massachusetts Institute of Technology, 1993. https://dspace.mit.edu/handle/1721.1/175346.
Series/Report no.
MIT Sloan School of Management Working Paper 3621-93
CISR Working Paper 262
Abstract
This paper develops a preliminary theory of the effects of electronic intergration (EI) at the level of the business network. Electronic integration refers to strategic choices made by firms to exploit electronic data interchange (EDI) and interorganizational systems (IOS) to transform business processes and relationships, the business network or the firm's business scope. The business network is defined as the structure of interdependent relationships between the activities of a given firm and those of other firms in its competitive environment which influence each others' strategies.
Subjects
Electronic integration
Business network redesign
Networked organizations
Roles-linkage model
Terms of Use
© Authors. All Rights Reserved. No additional permission needed for educational uses.
Persistent DSpace Link
