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 BelmonteFederica QualizzaDesirée 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 information integration

Supply chain

• 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)(II)

Devaraj et al. (2007) (III)

Previous studies New contributions

Firm performance is not directly linked with e-Business capability, Zhu and Kraemer (2002)

But there is a mediator factor, which is the production information integration

Supply chain integration intensity competitive capabilities positive business performance, Rosenzweig et al. (2003)

Supplier integration + Customer integration Operational performance

4 Web-based supply chain integration strategies that are linked to operational performance, Frohlich and Westbrook (2002)

First theoretical framework of supply chain integration that addresses the effects of e-business capabilities, production information integration and operating performance

Sanders (2007)

Organizational use of e-Business

Technology

Organizational Collaboration

OrganizationalPerformance

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) (II)

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)

Capital Productivity

Groupware applications

Collective Systems

The theoretical background of this model is based on Sanders’ previous research.

• Which EB technologies are more likely to lead to a boost in productivity?

Martínez-Caro & Cegarra-Navarro et al. (2010) (II)• Results and contributions

To improve CP, managers need to provide and support a context with two dimensions:

1. Groupware applications and2. Collective systems

The firm size is not important to improve CP through groupware and collective systems.

Wiengarten et al. (2013)

Different EB technological applications

Supply chain

Multiple dimension

of operational

performance

Multiple dimensions of EB: Do all EB applications impact directly and positively on supply chain collaboration?

Is the buyer-supplier collaboration the mediating variable between EB applications and operational performance?

Wiengarten bases his research of Devaraj’s and Sanders’ previous works.

Wiengarten et al. (2013) (II)

The deconstruction of EB into multiple constructs will enable the measurement of EB value to be more accurately assessed.

The direct impact of EB-enabled collaboration to facilitate interaction and integration and its impact on operational performance adds to the body of knowledge within the larger research field of supply chain collaboration.

Thank you for your attention