Pieter M. A. Ribbers

Designing information technology governance processes: diagnosing contemporary practices and competing theories

Whereas previous studies have been primarily focused on the structural features of information technology governance, the paper describes an exploratory study of IT governance processes. Rooted in competing theories of organizational decision-making, and based on a case study investigation of large complex organizations, the paper examines the design and effectiveness of IT governance processes from both rational and social perspectives. The results indicate that, regardless of the level of environmental dynamism and turbulence, effective IT governance processes are characterized by both methodological comprehensiveness and social interventions, involving strategic integration of business and IT decisions, and building collaborative relationships and shared understanding among key stakeholders. The implications of these results for research and practice are outlined.

Program Management and Complexity of ERP Implementations

Abstract The central questions of this article are: How can the design of program management contribute to the success of complex software implementations? How do we deal with the complexity that large implementation projects encounter from changes over time and from strong integration needs? These questions become increasingly pertinent as software projects include the implementation of new internet-based IT architectures and business models. To answer these questions, we propose ways that have worked well in recent complex multi-project Enterprise Resource Planning (ERP) implementations (“programs”). We start by defining complexity in this context and making it measurable through three dimensions: variety, variability, and integration. We then investigate 15 cases and outline how our framework can be applied to deal with increasing ERP implementation complexity. One of our conclusions is that successful implementation programs leave more room to explore innovative technology but are more rigorous in rolling out proven technology. They differentiate their approaches according to the extent of the different complexities they encounter. In particular, they adjust the number of parallel rollout activities to the static complexity (variety) and organize the alignment of IT and business needs during the parallel activities according to the integration needs.

Integrated value chains and their implications from a business and technology standpoint

Unlike previous decades where enterprises prized independence, the next decade will be one of business alliances and competing, end-to-end value chains. Enterprise value chains comprised of powerful business alliance partners will exceedingly compete as single entities for customers. Such extended corporations reach out not only with business relationships; they must integrate their business processes and information systems. In this paper, we review the business and technological requirements of modern extended organizations and explain how adaptive business objects and controlled interoperability are the key enabling technologies to the challenge of integrated value chains. q 2000 Elsevier Science B.V. All rights reserved.

Experiences with electronic auctions in the Dutch flower industry

1 electronic markets is expected to grow rap1 point of view by Davis and Holt (1993), Hendricks and Por te r (1988) , a n d Rothkopf and Harstad (1994). More recently, the flower auction markets were investigated in more detail. Ajit Kambil and Eric van Heck (1996) specified a generalizable model of exchange processes and developed a process-stakeholder analysis framework to evaluate alternative market designs. In this framework, see figure 1, five trade processes (search, valuation, logistics, payments and settlements, authentication) and five trade context processes (communications and computing, product representation, legitimation, influence, and dispute resolution) are distinguished.

The impacts of competence-trust and openness-trust on interorganizational systems

Trust can have imperative influences on the use of interorganizational systems (IOSs). Management, sociology and psychology literature distinguish different types of trust and attribute distinctive impacts to these types. However, little is known regarding the influences of different types of trust on IOSs usage. This paper focuses on how trust based on partner competence and trust based on partner openness influence the use of IOS-related resources. Hypotheses are constructed relying on the use of the resource-based view and transaction-cost economics to analyse influences on relationship specificity of four types of IOS-related resources: business processes, human knowledge, organizational domain knowledge and IOS infrastructure. Three case studies are conducted on interorganizational relationships employing IOSs. Competence-trust is found to positively influence the use of human-knowledge resources, resources related to interlinkage of business processes and organizational domain knowledge resources. Openness-trust is found to positively influence use of human-knowledge resources and organizational domain-knowledge resources.

Managing complex IT outsourcing-partnerships

This article discusses the management of complex IT outsourcing partnerships from the perspective of both outsourcing companies and IT suppliers. The research project included 24 interviews with business and IT executives of outsourcing companies, executives of IT suppliers and experts. This article aims to provide a better understanding of managing complex IT outsourcing partnerships by proposing a descriptive framework containing relevant governance factors. The investigated cases and expert interviews and IT outsourcing literature are used to evaluate the framework. The results of the analysis and the framework itself illustrate the various complex issues arising in managing complex IT outsourcing partnerships.

IT outsourcing contracts: practical implications of the incomplete contract theory

This article deals with IT outsourcing contracts. Contract amendments are often necessary, either because of changing client needs, or because the contracts themselves are incomplete. In some cases, requests for changes give rise to disputes and even litigation. Also market conformity is a hot topic for IT outsourcing contracts. Dissatisfied clients may wish to repatriate the service as a result, which may be very costly or even impossible. This results in the issues that are addressed in this paper: the transition to another supplier. The approach we used includes desk research involving six European IT outsourcing situations, including one that was worldwide in scope. A senior lawyer and contract managers with the IT supplier were interviewed on the basis of this desk research. This paper presents a series of propositions related to the management of IT outsourcing contracts derived from this research.

A success factor model for electronic markets: Defining outcomes based on stakeholder context and business process

Although many electronic markets have opened up, adoption of electronic marketplaces worldwide has been lower than expected. It is still unclear what the exact effects of electronic markets are, how they emerge, and what markets will eventually turn out to be the most successful in the industry. Several consultancy firms, e.g. Forrester, Merrill Lynch, and Morgan Stanley, have made statements on success factors of electronic markets, such as acquiring domain expertise, and a critical mass of users. However, none of those has been empirically studied. Because of the high failure rate of electronic markets, this research tries to identify specific factors that might be crucial for electronic market success. Through a literature review of previous research, an exploratory research model is developed to specify the success factors. Case study examples are used to assess the validity of the research model and illustrate the economic effects that could be experienced by both the electronic market itself, and by buyers and sellers, focusing on the conditions under which electronic markets are likely to fail or are likely to be a success.

Assessment of information strategies in insurance companies in the Netherlands

Abstract This paper describes the information strategies of three major insurance companies in the Netherlands. A research model was developed as an aid to describe how managers nowadays deal with information strategy. We report on the linkages between information strategies and business strategies, the roles of the stakeholders involved, and how the results are perceived. We found that in all three companies the executive board, IT management and line management are heavily involved in the information strategy process. The main focus in the three companies is on adjusting IT to business goals and processes, with only some attention directed towards creating a competitive advantage with IT. With respect to the effects of information strategy, we found that none of the three companies systematically evaluate the effects of information strategies on an organizational or a business process level. More case study research is required to look into the evolutionary changes of information strategies within organizations, and the effects of information strategies on the business processes and the use of IT over time.

The adoption and impact of EDI in Dutch SMEs

Tests a recent model, developed by Iacovou et al. (1995), of the adoption and integration of electronic data interchange (EDI) systems. The model includes three factors as determinants of EDI adoption: perceived benefits, organizational readiness and external pressure. Factors were measured in 137 small and medium enterprises (SMEs) in the Netherlands. Measuring instruments were developed and used in structured interview sessions with the managers of these small businesses. The responses from the 83 non-adopters support the validity of the model in predicting intent to adopt EDI. All three factors were found to be significant in the predicted direction. The responses from the 54 EDI adopters showed that the factors expected benefits and external pressure could significantly explain the adoption of EDI. However, external pressure seems to be the dominant factor to explain the adoption of EDI by small businesses. The results of the EDI adopters show also that there was no significant relationship between the level of integration of EDI (internally and externally), with the actual benefits adopters received from utilizing EDI. More integrated systems did not offer higher direct or indirect benefits.