• The Journal of Information Systems
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• v.24 no.2
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• pp.97-116
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• 2015

Purpose This study suggested the four forms of inter-organizational relationships(IORs): partnerships, inter-dependence relationship, trust relationship, and market relationship. The purposes of this study include the demonstration of four forms of IORs and the investigation of the relationships among forms of IORs, inter-organizational information flow(IOIF), kinds of e-commerce strategies, and the supply-chain performance of a firm. Design/methodology/approach The empirical data were collected through post-survey. 92 survey data were collected. With a cluster analysis, we confirmed four types of IORs, and the relationships among critical variables. Findings The results of cluster analysis showed that according to the types of IORs, the frequency and quality of IOIF are different. Appropriate kinds of e-commerce strategies were examined under the each types of IORs, which cause specific patterns of IOIF. It was found that the adoption of e-procurement strategy can improve the supply-chain performance of a firm in trust relationship. It was also observed that under partnerships, the use of e-partnerships strategy can contribute to the improvement of supply-chain performance.

• Asia pacific journal of information systems
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• v.23 no.1
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• pp.45-63
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• 2013

The purpose of this research is on the identification of the effects of perceived interactivity formed by the electronic collaborative referral system on the organizational loyalty. Two channels through which the effects proceeded were investigated. One is the "system channel" which consists of "interactivity of the inter-organizational system ${\rightarrow}$ intention of using the system ${\rightarrow}$ organization loyalty" (hypothesis 1, 2), that is the channel which anticipates that a better understanding on the interactivity of the inter-organizational system makes the intention of the using the system strong, and this strong intention results the higher organization loyalty. The other is "organization channel" which consists of "interactivity of the inter-organizational system ${\rightarrow}$ perceived interactivity on the counterpart ${\rightarrow}$ perceived relation benefits with the counterpart ${\rightarrow}$ organization loyalty" (hypothesis 3, 4, 5). The channel means that as the perceived interactivity of users on the inter-organizational system becomes greater, the perceived interactivity with the counterpart is increasing. And this makes the users feel that more benefits can be obtained by the relationship with system providing organization, and finally makes the organization loyalty that is the intention to maintain the relationship greater. The corroborative evidence data confirm the two channels are obtained by questing on the electronic referral system of Samsung Medical Center to the doctors of the first and second collaborated hospitals or clinics, and by analyzing statistically. The verification result for the "system channel" showed that as the perception on the interactivity of inter-organizational system was increasing, the intention for consistent using increased(support hypothesis 1), and then the organization loyalty that is the relationship maintaining indication by using the referral system also increased(support hypothesis 2). And the confirmation result for the "organization channel" indicated that the perceptive interactivity on the counterpart increased as the understanding on the interactivity of inter-organizational system increased(support hypothesis 3), consecutively, with the intuitive relation benefits increase with the counterpart(support hypothesis 4) the organization loyalty means the intention to maintain the relationship was confirmed to increase(support hypothesis 5). These results demonstrate that when the perceived interactivity in using many systems at the collaboration between organizations is increasing, the positive image on the systems creates the consistent system using intention, and the positive image increases the wants for preserving the relationship with counter organization. In addition, the perceived interactivity of inter-organizational system users affects directly on the perceived interactivity of the counter organization, so the important role of inter-organizational system in promoting the interactivity between cooperative counterparts was recognized. And the perceived interactivity on the counter organization become greater, the influence on the perceived benefits from cooperation is positive. Therefore, the perceived interactivity by using inter-organizational system was confirmed as a prerequisite for the continuous relationship.

• Knowledge Management Research
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• v.11 no.4
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• pp.41-66
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• 2010

This research examines the effect of the relatedness and the gap between Resources and mechanisms on effectiveness of inter-organizational knowledge transfer. According to the literature, there has been a competing theory between two claims; one is that inter-organizational knowledge transfer will be more effective due to the reduction of the transaction cost as the relatedness increases. And the other is that the mutual complementarity of different organizational characteristics will increase synergy. In total, the relatedness and the gap of the Resource and mechanism makes the inverted U-shaped relationship with the inter-organizational knowledge transfer. As the result of empirical analysis about 109 Korean-based Joint Ventures entered country, it shows that the relatedness of parent company's production Resources, learning mechanisms, and coordination mechanisms made the inverted U-shaped relations with the inter-organizational knowledge transfer and the gap of production Resources and adjustment mechanism formed the same relationship. However, the U-shaped relationship has been established in the relatedness of market Resources, but the gap of market Resources and the learning mechanism was not statistically significant. Through this study, I can draw a best conclusion that the inter-organizational knowledge transfer will be more effective when the relatedness and the gap of management resources and mechanisms is in optimal level. However, when it comes to market Resources, it can be inferred that the result could be the opposite because the partner country's market environment would be different.

• Korean Management Science Review
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• v.27 no.3
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• pp.87-98
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• 2010

In this paper, we drew upon IMP group's Interaction model to investigate the contributing impact of Inter-organizational system (IOS) on performance through enhancing inter-organizational relationship. While most extant literature studied the contribution of IOS from transaction efficiency perspective, the relational aspect of IOS contribution on the supply chain was addressed only by a few researches. As such, we intended to fill this gap of the IOS research stream. The conceptual model was developed, with reference to process theory, to analyze how the relational perspective could be applicable to IOS impact on performance. With the 129 sample data collected at the firm level,structural equation model using the LISREL was employed to validate the proposed research model. The empirical results supported the hypotheses such as the extent of IOS usage positively influences the interaction between the firms, which thereby enhances the extent of inter-firm partnership and performance. The results help better understanding the strategic use of IOS from relationship perspective.

• The Journal of Information Systems
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• v.21 no.3
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• pp.187-214
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• 2012

Supply chain management(SCM) helps firms in integrating their business by collaborating with other value chain partners to meet the unpredictable demand of the end user. Agility is the fundamental characteristic of a supply chain needed for survival in turbulent and volatile markets, which are becoming norms as product life cycles shorten and environmental forces create additional uncertainty resulting in higher risk in the supply chain management. Literature reviews reveals various factors that could affect the agility. The objective of this study is to derive interdependence, partnership, quality of information, joint problem solving, modelize the mutual influential relationship between them, and look into the influential relationship influencing the agility. To test the proposed model, we used a data set generated from survey. Date analysis was conducted using 122 respondents. We used structural equation model (SEM) implemented in partial least square(PLS). The results of this study can be summarized as follows. Interdependence had a significant impact on partnership. Partnership had a significant impact on quality of information and joint problem solving. Quality of information had a significant impact on joint problem solving. Quality of information and joint problem solving had a significant impact on agility. This study diagnoses that Inter-organizational relationship characteristics are important for supply chain agility. Inter-organizational relationship characteristics are considered as an essential factor for supply chain agility.

• Korean Management Science Review
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• v.15 no.2
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• pp.109-124
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• 1998

Recently, as the importance placed on the design phase of system development has increased, the use of diagrams to design the overall system before implementing the actual program code has seen a proportionate increase. This study focuses on the diverse diagrams depicting organizational processes when integrating multiple processes of individual organizations to form an Inter-Organizational System(IOS). In this study, we attempt to identify the critical representation features of process diagrams that enable the effective integration of Inter-Organizational processes. In particular, the effect of the mapping relationship between the representation features of different diagrams to be integrated was tested empirically in a laboratory setting. The experimental task consisted of integrating the processes of two organization based upon the given process diagrams. Actual business processes were selected from real world cases and process diagrams were formulated based upon existing object-oriented notation. An analysis of the errors committed by the subjects during the integration process indicated that the mapping relationship between the diagram features representing the respective organizational processes had a significant impact upon the final integration outcome. Based upon these results, the present study provides a guideline for process diagrams that are crucial to effective Inter-Organizational process implementation and maintenance.

• Journal of Distribution Research
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• v.17 no.3
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• pp.59-92
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• 2012

With accumulated research evidence, there is little doubt that leadership behavior is related to a wide variety of positive individual and organizational outcomes. Indeed, leadership behavior has been empirically linked to increased employee satisfaction, organizational commitment, extra effort, turnover intention, organizational citizenship behavior, and overall employee performance. Although leadership behavior has been linked to a number of positive organizational outcomes, research regarding the antecedents of such behavior is limited. Especially there is little research dealing with the antecedents of inter-organizational leadership behavior. This study interests in inter-organizational ethical leadership among marketing channel members. In both the mass media and the academic association, there has been a surge in interest in the ethical and unethical behavior of leaders. Although the corporate scandals in recent years may explain much of the mass media and popular focus, academics' interest has been limited by evidence that ethical leadership behavior is associated with both positive and negative inter-organizational processes and performances. This study tried to contribute to this body of knowledge by examining antecedents of ethical leadership. Ethical leadership is defined "the demonstration of normatively appropriate conduct through personal actions and interpersonal relationships, and the promotion of such conduct to followers through two-way communication, reinforcement, and decision-making." Ethical leaders not only inform individuals of the behefits of ethical behavior and the cost of inappropriate behavior, such leaders also set clear standards and use rewards and fair and balanced punishment to hold followers accountable for their ethical conduct. Despite the assume importance and prominence of ethical leadership among organizations, there are still many questions relating to its antecedents and consequences. One is whether the likelihood of an leading organization being perceived as an ethical leader among other following organizations in marketing channels can be predicted using its characteristics and inter-organizational relationship maintenance skills. Identifying trait and skill antecedents will aid in the development of strategies for selecting and developing ethical leaders and determining the best means to reinforce ethical behaviors. The purpose of this study is to investigate the effects of three categorized variables on ethical leadership of channel leader. To be concrete, this study develops a model of the antecedents of three conceptually distinct forms of channel leader characteristics, such as organizational traits, inter-organizational relationship maintenance strategies, and supplier management strategies, and tests the hypothesized differential effects on ethical leadership of marketing channel leaders. The reason why this study deals with discount store channel is that there is very strong inter-dependence between a discount store and its suppliers. Their strong inter-dependence makes their relationship as the relationship between a leader and suppliers and creates an atmosphere that leadership occur without difficulty. The research model is as follows. For the purpose of empirical testing, 295 respondents of suppliers of discount store channel in Korea were surveyed. The procedures included scale reliability, and discriminant and convergent validity were used to validate measures. Also, the reliability measurements traditionally employed, such as the Cronbach's alpha, were used. All the reliabilities were greater than .70. This study conducted confirmatory factor analyses to assess the validity of our measurements. All items loaded significantly on their respective constructs(with the lowest t-value being 15.2), providing support for convergent validity. We then examined composite reliability and average variance extracted(AVE). The composite reliability of each construct was greater than .70. The AVE of each construct was greater than .50. This study tested research model using Partial Least Square(PLS). The estimation of the structural equation model revealed an acceptable fit of the model to the data($r^2$=.851). Thus, This study concluded that the model fit was considered acceptable. The results of PLS are as follows. The results indicated that conscientiousness, openness, conflict management, social networks, training, fair reward had positive effects on ethical leadership of channel leaders. On the other hand, emotional insecure had negative effect and agreeableness, assurance, and inter-organizational communication had no significant effect on supply chain leadership.

• Journal of Information Technology Applications and Management
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• v.13 no.2
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• pp.41-54
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• 2006

In this paper, we investigate the inter-organizational information systems effect to supply chain partnerships, and subsequently to the performance. The conceptual model for the causal relationships among interorganizational systems usage, interaction, partnership, and supply chain performances has been developed. Theoretical framework is based on the partnership research in relationship marketing area, and the interaction model from IMP group. The questionnaires are designed to test the hypotheses of the conceptual model. The survey result supports our hypotheses that collaborative IT effects to increase the interaction between the firms, and interaction causes to enhance the partnership quality. Also, the level of partnership shows strong positive correlation with the supply chain performances. Despite the limitations of collected sample data size, our study reveals the fact that inter-organizational information systems contribute to supply chain performance through enhancing the interaction and partnership level between the supply chain partners. Our research result is distinct from the most extant literatures that investigated the firm's collaboration impact on interorganizational systems usage.

• The Journal of Society for e-Business Studies
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• v.18 no.1
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• pp.13-31
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• 2013

This paper proposes a new concept of inter-organizational systems (IOS) visibility, considering the key role of IOS in IT-enabled supply chain (SC) cooperation. Further, antecedents and consequences IOS visibility have been studied. Antecedents of IOS visibility are identified from the two conflicting theories of inter-organizational relationships, i.e., RDT(resource dependence theory) and RV(relational view). Investigating SC cooperation from the perspectives of both partners (buyers and suppliers) is important, especially when channel partners depend on each other and when asymmetries in IOS visibility can exist. Hence, this study attempts to accommodate both partners' perspectives in IOS visibility and to look into the consequences of IOS visibility from each participant's perspective.

• Asia Marketing Journal
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• v.13 no.3
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• pp.183-208
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• 2011

After more than 25 years of accumulated research evidence, there is little doubt that leadership behavior is related to a wide variety of positive individual and organizational outcomes. Indeed, leadership behavior has been empirically linked to increased employee satisfaction, organizational commitment, extra effort, turnover intention, organizational citizenship behavior, and overall employee performance. However, it is important to point out that although leadership behavior has been linked to a number of positive organizational outcomes, research regarding the antecedents of such behavior is limited. Especially there is little research dealing with the antecedents of inter-organizational leadership behavior. Supply chain leadership can be defined as the activities undertaken by the supply chain leader to influence the management programs and strategies of supply chain members. Supply chain performance is influenced by leadership of supply chain leader. Although research on supply chain leadership can be broadly categorized, many researchers have been preoccupied with analyzing supply chain leadership by the power-influence approach measuring such as control, power, and power bases. Also they have not examined the relationship between leadership and financial performance. This study has started to overcome those research gaps. The purpose of this study is to investigate the effect of relational behaviors on supply chain leadership, and the effect of such leadership behavior on financial performance of supply chain followers. In addition, this study also try to find out moderating variable existing in the relationship. To be concrete, First, this study develops a model of the antecedents of four conceptually distinct forms of relational behaviors such as training, fair reward, offering vision, and inter-organizational communication, and tests the hypothesized differential effects of relational behavior forms on supply chain leadership. Second, this study tests the effect of supply chain leadership on financial performance. Third, this study investigates the extent to which this leadership-performance relationship is moderated by leader ethicality. The reason why this study deals with convenience store supply chain is that there is very strong inter-dependence between a franchisor and its suppliers. Their strong inter-dependence makes their relationship as the relationship between a superior and subordinates and creates an atmosphere that leadership occur without difficulty. For the purpose of empirical testing, 217 respondents of suppliers of convenience store supply chain in Korea were surveyed and the analysis utilizing partial least square model indicated that training, fair reward, inter-organizational communication had positive effects on supply chain leadership, and such leadership had positive effect on financial performance of followers. On the other hand, offering vision had no effect on supply chain leadership. In addition, leader ethicality had moderating effect on the relationship between supply chain leadership and financial performance.