scholarly journals Government inter-organizational information sharing initiatives: Understanding the main determinants of success

2016 ◽  
Vol 33 (3) ◽  
pp. 572-582 ◽  
Author(s):  
J. Ramon Gil-Garcia ◽  
Djoko Sigit Sayogo
Keyword(s):  
Information Sharing ◽  
Organizational Information ◽  
Main Determinants

E-Markets as Meta-Enterprise Information e Systems

2010 ◽  
pp. 2003-2013
Author(s):  
Martin Grieger ◽  
Evi Hartmann ◽  
Herbert Kotzab
Keyword(s):  
Information Sharing ◽  
Product Information ◽  
Organizational Structures ◽  
Organizational Systems ◽  
Information Flows ◽  
Electronic Marketplaces ◽  
Enterprise Information ◽  
Business Transactions ◽  
Organizational Information ◽  
Virtual Business

Electronic marketplaces are inter-organizational information sharing systems that enable virtual business transactions and allow the exchange of price and product information between buyers and sellers (Kollmann, 2000). For many decades, such information systems were solely utilized for buying and selling of goods under “market conditions.” With the emergence of advanced IT, academia, and also businesses have begun to use electronic marketplaces for information sharing system and it is no longer only a medium for electronic buying and selling processes. In addition, electronic marketplaces are predicted to be a key-stone for integrating the information flows within inter-organizational systems such as supply chains (Grieger, 2004) where borderless organizational structures occur (see Picot, Reichwald, R., Wigand, 2001).

The Impacts of Electronic Collaboration and Information Exploitation Capability on Firm Performance

2011 ◽  
pp. 81-100
Author(s):  
Ilsang Ko ◽  
Lorne Olfman ◽  
Sujeong Choi
Keyword(s):  
Firm Performance ◽  
Information Sharing ◽  
Structural Equation ◽  
Equation Model ◽  
Mediating Effect ◽  
Company Performance ◽  
Electronic Information ◽  
Electronic Collaboration ◽  
Organizational Information ◽  
Electronic Information Sharing

We assessed the effects of electronic collaboration using inter-organizational information systems (IOIS) on firm performance, particularly between dominant buyers and their suppliers. From the suppliers’ perspective, we examined ways in which higher levels of performance can be achieved by increasing the extent that they proactively participate in business activities using IOIS. We defined electronic collaboration as consisting of two major activities: electronic information sharing (EIS) and electronic cooperation (ECo). We also evaluated the extent of EIS and ECo that suppliers contribute to their development of an information exploitation capability (IEC). This capability enables them to utilize internally both information and knowledge created from electronic collaboration. In addition, we assessed the effects of electronic collaboration activities and IEC on a firm performance. We collected surveys from 169 firms, and conducted a Structural Equation Model analysis. We also empirically tested the research model and five hypotheses. The results of the statistical analysis indicated that electronic information sharing exerts a clear effect on electronic cooperation. We determined that EIS and ECo are major sources for the development of IEC and that both ECo and IEC result in improved company performance. Both electronic information sharing and electronic cooperation substantially foster an information exploitation capability. We also determined that the information exploitation capability has a partial mediating effect between electronic information sharing and electronic cooperation on firm performance.

scholarly journals Agility in humanitarian supply chain: an organizational information processing perspective and relational view

2020 ◽  
Author(s):  
Rameshwar Dubey ◽  
David J. Bryde ◽  
Cyril Foropon ◽  
Gary Graham ◽  
Mihalis Giannakis ◽  
...  
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Information Sharing ◽  
Disaster Relief ◽  
Humanitarian Supply Chains ◽  
Humanitarian Organizations ◽  
Disaster Relief Operations ◽  
Organizational Information ◽  
Swift Trust ◽  
Relief Operations

Abstract Humanitarian organizations are increasingly facing challenges in terms of improving the efficiency and the effectiveness of their disaster relief efforts. These challenges often arise due to a lack of trust, poor collaboration and an inability to respond to disaster affected areas in a timely manner. Our study attempts to understand how these challenges are overcome by seeking answers to questions related to the topics of swift-trust, collaboration and agility in humanitarian supply chains. For instance, in our study we have attempted to examine how information sharing and supply chain visibility in humanitarian supply chains improve the swift-trust among the humanitarian actors engaged in disaster relief operations. Further, we attempt to understand how-swift trust, commitment and collaboration among the humanitarian actors improve the agility in humanitarian supply chains. In our study we provide both theoretical and data-driven answers to our stated research gaps. Our theoretical model is firmly grounded in organizational information process theory and relational view. We tested our research hypotheses using variance based structural equation modelling with survey data collected using a web based pre-tested instrument from 147 NGOs respondents drawn from the National Disaster Management Authority database. Our results help to advance the theoretical debates surrounding “swift-trust”, “collaboration” and “agility” in humanitarian settings. We further provide direction to managers engaged in disaster relief operations. The humanitarian actors engaged in disaster relief often fail to understand how to build swift-trust. Moreover, how swift-trust further affects commitment and collaboration which in turn further affect agility in humanitarian supply chains. Thus humanitarian organizations must understand how information sharing and supply chain visibility is key to swift-trust among humanitarian actors and agility in humanitarian supply chains. Finally, we outline the limitations of our study and offer some future research directions for investigation.

scholarly journals Timeliness in information sharing within creative industries. Case: Finnish game design

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
J. Tuomas Harviainen ◽  
Miikka J. Lehtonen ◽  
Sören Kock
Keyword(s):  
Information Sharing ◽  
Game Design ◽  
Design Methodology ◽  
Creative Industries ◽  
Game Development ◽  
Content Type ◽  
Organizational Information ◽  
New Knowledge ◽  
Interpersonal Level ◽  
Share Information

PurposeThis article aims to examine instances of timeliness and temporality in information sharing conducted by members of the Finnish game design community. By doing so, it provides new knowledge into the ways in which organizational information practices may take place on an individual and interpersonal level, and the ways in which timeliness impact information sharing.Design/methodology/approachThe article is based on three sets of interviews, gathered in 2012–2014, 2017–2018 and 2018–2020.FindingsThe authors identify six themes of information sharing and show that time is strongly tied to the ways in which people in the Finnish game development industry share information outside of their own companies.Originality/valueThis type of information sharing has not been previously researched. This study brings forth new knowledge on how timeliness influence information sharing within creative industries.

Using Organizational Information Processing Theory to Examine the Relationship between Information Sharing and Supply Chain Performance

2011 ◽  
pp. 230-240
Author(s):  
Clay Posey
Keyword(s):  
Supply Chain ◽  
Information Processing ◽  
Supply Chains ◽  
Information Sharing ◽  
Information Processing Theory ◽  
Processing Theory ◽  
Organizational Information ◽  
Shared Information ◽  
Organizational Information Processing Theory ◽  
New Perspective

Supply chains operate under conditions of uncertainty, and chain members exchange information as a means to mitigate such uncertainty within the chain. While these exchanges have largely been viewed as a positive method of achieving operational cohesion, some supply chains appear to benefit more from increased levels of information sharing than others. To assist in explaining the performance differences experienced by supply chains engaged in information-sharing activities, a new perspective of information sharing within supply chains based on organizational information processing theory (Galbraith, 1973) is introduced. More specifically, it is posited that individual supply chains may be examined as single information processors and that their characteristics can induce complexities in the shared information—ultimately an issue that affects how supply chains process this information. Furthermore, the degree to which supply-chain members’ information systems are compatible with each other is posited to also play a significant role in information-processing capabilities.

TECHNOLOGY UNCERTAINTY AND PROJECT MANAGERS' INFORMATION SHARING — A COMPARATIVE CASE STUDY OF TWO NEW PRODUCT DEVELOPMENT PROJECTS

2014 ◽  
Vol 11 (02) ◽  
pp. 1450009 ◽  
Author(s):  
LISBETH BRØDE JEPSEN ◽  
PERTTU DIETRICH
Keyword(s):  
Product Development ◽  
Information Sharing ◽  
New Product Development ◽  
Late Phase ◽  
New Product ◽  
Project Managers ◽  
Project Manager ◽  
Comparative Case Study ◽  
Organizational Information ◽  
Data Source

Research has focused primarily on either intra-organizational information sharing (between actors within an organization) or inter-organizational information sharing (between organizations). This paper explores both intra- and inter-organizational information sharing and the role of technology uncertainty during various phases of new product development (NPD) projects. In this study, we compare two longitudinal NPD sub-projects that differ in uncertainty within the same large NPD project, in which the data source is the complete email exchange between a project manager and various actors (consisting of 3979 emails). The results show high levels of information sharing with the customer in both the early and late phases of high uncertainty. Interestingly, in the low uncertainty project, information sharing with the production department and the supplier is higher during the late phase of the NPD project. Unexpectedly, in both sub-projects, the project manager shares information with a wider range of both intra- and inter-organization actors in the early phases of the projects than in the late phases.

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