An Organizational Exchange Model: Theory and Implementation

sections. The first provides the theoretical background for the model and its components. Implementation issues are &ganizational De&-ion Support Systems (ODSS$ covered in the second section. Finally, I DISCUSS the model’s provide the organization with a powerful vehicle to benefits, li~~ons, and extensions. represent to its members the circumstance of the organization through the models embedded in the ODSS. Organizational exchange This paper proposes an organizational exchange modeling (OEM) paradigm. The paper discusses the importance of Using exchange processes to describe organizational exchange to organizational processes, provides a graphical phenomenon have a rich tradition (For a brief summary see model to represent exchange features, and relates the [17]). Levine and White [14] were among the first to call proposed model to several other models and@amework attention the importance of exchange to organizational analysis. Levine and White [14:588] &fine organizational Introduction exchange as “any voluntary activity between two organizations which has consequences, actual or A major role of an Organizational Decision Support anticipated, for the realization of their respective goals or System (ODSS) is to provide a mechanism to share models objectives.” More importantly, they [14] go on to suggest among the organization’s members [9] [ lo] and to support a that the model applies to interorganizational exchange, as I, . . . task and activity or decision that affects several well as intraorganizational exchange. Cook, Emerson, organization units... .‘I [9: 1241 One contemporary strategic Gillmore, and Yamagishi [6] also reach the conclusion that issue that ODSSs appear well suited to support is business micro-level dyadic exchange models can be extended to process reengineering. In addition to using information macrolevel organizational exchanges. More recently, technology as a business process technology, information Williamson’s [25][26] transaction cost theories also address technology has a “disruptive” power to advance &sired the role of exchange in defining organizations and their changes through communicating a model of the governance [ 131. organization’s circumstance [l l] that is central to On benefit of using exchange theory and studying improving performance [ 121. However, traditional and networks of exchanges is that it focuses the analysis on a contemporary IS models are often criticized as not being single construct, the exchange of resources. Moreover, sufEcient (see for example, [3]). organizational exchange has a significant body of theory Organizational Decision Support Systems (ODSSs) can and empirical research which suggests the consequences of aid in the discovery of more productive organizational different patterns of exchange. However, extensions of forms if an appropriate organizational modeling tool is exchange theory to organization-level analysis is not made available through the ODSS. The purpose of this without its critics [l][ 171. paper is to: (1) introduce organizational exchange as a model of organization, (2) propose a model of Building the model organizational exchange processes, (3) provide the symbols necessary to implement the model, and (4) link the An approach to model development is to begin with a exchange model to existing technology independent models definition of organization and ask how the definition can be (i.e., DFD and ER). This paper is organized in three operationalized Pfeffer [18] and Morgan [16] observe that 1060-3425196 $5.00