This paper presents a framework for assessing inter-organizational integration of business information systems. The framework is organized along two dimensions, intensity of integration and flexibility of integration. Intensity of integration describes the extent and strength of IS integration. It may be used as an indicator to assess the degree to which integration objectives can be achieved. ...

This paper presents a case study of implementation of a complex ERP by a worldwide company with headquarters in the US (Iris Co). Organizational units are represented as systems which interact in the process of technology appropriation. We study the interactions between the implementation of large-scale IS and management of the tradeoff between non-coupled vs. tightly coupled systems. We focus ...

— This study argues that the coordination of workplace changes brought about by increased flexibility attained through the utilization of contract labor is fraught with tension, which influences the ways in which employment relationships are shaped in the context of any given firm. The essence of such tension lies in the pursuit of organizational flexibility and quality control in the productio...

Drawing upon organizational culture and institutional theory, this study investigates how institutional pressures motivate the firm to adopt Internet-enabled Supply Chain Management systems (eSCM) and how such effects are moderated by organizational culture. The results of a survey of 131 firms suggest that the dimensions of institutional pressures (i.e., normative, mimetic, and coercive pressu...

We investigate the turnover effects of an organizational innovation (ROWE-Results Only Work Environment) aimed at moving away from standard time practices to focus on results rather than time spent at work. To model rates of turnover, we draw on survey data from a sample of employees at a corporate headquarters (N = 775) and institutional records of turnover over eight months following the ROWE...

The present article is concerned with organizational flexibility in transnational corporations (TNCs), i.e., larger firms that operate in multiple national markets. Contrasting prior research into entry modes (e.g. joint ventures, greenfield investments, or acquisitions), the present article examines the way the organization of evaluation teams can influence entry and exit decisions of business...

To enhance compassion in organizations, the processes by which compassion can be enhanced in individuals must be understood. We develop an expanded model of the components of compassionate responding that includes noticing, appraising, feeling and acting. Using this model, we propose that psychological flexibility (mindfulness combined with values-directed action) contributes to enhancing the p...

Autonomous cooperation as an organizational principle is a promising approach for logistics service providers to increase their strategic flexibility. This paper discusses effects that can result from an increase of the amplitude of behavioral options as well as the velocity of behavioral reactions of logistics companies on the components of their underlying business models: The customer value ...

The change of the global business environment implies unforeseen requirements that the enterprises did not take into account during system design. Based on such rapid changes and uncertainties in the future that are not predictable, organizations need to be flexible, not only in terms of their organizational structures but also regarding the Information Technology (IT). One challenge is the ada...

Drawing on the emerging perspective of IT-enabled organizational capability, we suggest that operational agility and strategic flexibility in tandem with IT competency have a significant effect on firm performance in fast-cycle industries. We identify specific IT competencies and present a model that describes operational agility and strategic flexibility as mediating variables in the relations...