Tim S. McLaren

A multilevel model for measuring fit between a firm's competitive strategies and information systems capabilities

To compete in a highly dynamic marketplace, firms must frequently adapt and align their competitive strategies and information systems. The dominant literature on the strategic fit of a firms information systems focuses primarily on high-level measures of the strategic fit of a firms overall IS portfolio and the impact of fit on business performance. This paper addresses the need for a more fine-grained approach for assessing the specific areas of misfit between a firms competitive strategies and IS capabilities. We describe the design and evaluation of a multilevel strategic fit (MSF) measurement model that enables researchers and practitioners to measure the strategic fit of a firms information systems at both an overall and a detailed level. The steps in the model include identifying the relevant IS capabilities according to the type of system; measuring the current level of support for each capability using a capabilities instrument; identifying the ideal level of support for each capability using an adaptation of Conant et al.s (1990) instrument to assess strategic archetype; and comparing the ideal and realized level of support for each capability. Evidence from a multiple case study analysis indicates that the fine-grained assessment of strategic fit can strengthen the validity, utility, and ease of corroboration of the strategic fit measurement outputs. The paper also demonstrates how an iterative design science research approach, with its emphasis on evaluating the utility of prototype artifacts, is well suited to developing field-tested and theoretically grounded measurement models and instruments that are accessible to practitioners. This focus on practical utility in turn provides researchers with results that can be more readily corroborated, thus improving the quality and usefulness of the research findings.

Information Sharing in a Supply Chain: Using Agency Theory to Guide the Design of Incentives

Sharing accurate and timely supply and demand information throughout a supply chain can yield significant performance improvements to all members of the supply chain. Despite the benefits, many firms are reluctant to share information with their supply chain partners due to an unequal distribution of risks, costs, and benefits among the partners. The information shared will usually benefit the recipient, yet the majority of costs will be incurred by the provider. Many firms are also reluctant to share information due to the risk of it being divulged to competitors or used for opportunistic bargaining. This paper uses agency theory to (1) help explain the reasons firms are reluctant to share information and (2) guide the design of incentives to redistribute risk and encourage information sharing in a supply chain. A principal-agent model is described that suggests traditional fixed payment incentives or investments are insufficient for ensuring timely and accurate sharing of information. Instead, a mix of profit sharing, payments for sharing forecasts, and nonmonetary incentives is required. Using the model, managers can examine the feasibility of information sharing in their supply chain and devise appropriate strategies to manage and redistribute the risks, costs, and benefits among their supply chain partners. This paper also makes an important contribution to the literature by re-examining the role of agency theory in supply chain information sharing.

A “genomic” classification scheme for supply chain management information systems

Purpose – This paper has the objective of demonstrating a more structured and useful method for evaluating functionality of enterprise software packages such as supply chain management information systems (SCM IS). Existing taxonomies have limited utility for software selection and analysis due to the variation and overlap in functionality found in modern enterprise systems.Design/methodology/approach – A qualitative analysis of over 1,800 pages of SCM IS documentation and independent analyst reports is used to identify relevant SCM IS functional attributes in the seven most widespread SCM IS packages. Pattern matching and coding of constructs is used to iteratively build a hierarchical taxonomy of SCM IS functionality.Findings – The taxonomy developed describes 83 major functional attributes that form five top‐level categories: primary supply chain processes, data management, decision support, relationship management, and performance improvement. The codes representing supply chain processes agree with t...

Distinguishing the indistinguishable: exploring differences in supply chain software packages using centering resonance text analysis

Selecting a Supply Chain Management (SCM) software package is difficult due to the complexity and apparent similarities of the software. This paper uses text mining tools to analyse documentation covering the seven most popular supply chain software packages. The resulting concept maps reveal that any distinguishing features are deeply buried in the documentation, while at a superficial level all seven vendors would appear to address the same concepts. This paper contributes a more precise understanding of the similarities and differences between SCM software packages. Guidelines for using this knowledge to make more rational and informed software selection decisions are discussed.

My How You’ve Grown! eProcurement in the Post-Dot-Bomb Era

This study contrasts the results of a survey on eProcurement adoption rates, success factors, and challenges conducted in 2009, with findings from prior studies. The findings suggest that many of the barriers to success identified in earlier studies (such as lack of management buy-in) have largely been overcome, yet the technical challenges of integrating information systems and processes remain. Furthermore, while only 24% of respondents indicated they were satisfied with their organizations’ current eProcurement implementation, 72% of respondents felt that their organization would benefit from more usage of eProcurement. This disparity is explored using principal components analysis of the factors associated with the usage, benefits, and challenges of eProcurement. The paper concludes with a discussion of how implementation success factors may continue to evolve as the technology and business practices mature.