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Most electronic data interchange (EDI) users start electronic trade with a simple experimental system. This initial step includes just one or two message types with one or two trading partners. From this initial step many users develop their EDI systems by expanding to additional trading partners and including more trade cycle messages. Proposes a six‐stage maturity model representing these stages in EDI developments. In the literature, EDI is exampled as an IS/IT application that can be used to gain competitive advantage. There are examples of early EDI systems (and EDI‐like systems) that gave organizations such advantage. Since those early days EDI has developed rapidly, normally on a trade sector basis, but there have been no similar examples of dramatic, competitive advantage. Within many trade sectors, EDI means “Everyone is Doing It” and the real battle is to avoid competitive disadvantage. Argues that the achievement of EDI maturity gives new scope for innovative, competitive advantage systems that make imaginative use of a company’s EDI infrastructure. Discusses new systems which illustrate this new competitive edge.

With the rapid development and implementation of cutting-edge information technologies in tourism and hospitality, it is necessary to update the progress of technology use in the past 18 years and set up research agenda for future research. By adopting information systems (IS) as a reference discipline, this paper aims to create a literature review of technology and tourism papers around the theme of use.

Following the systematic literature review process of Aguinis et al. (2018), 314 papers were downloaded to determine how they applied the concept of technology use.

Three themes about technology use emerged: types of processing, organisational use and users. Among various types of technology processing, interactive and online are largely addressed in the tourism and hospitality literature. The organisational use theme explores how the competitive and strategic use of technology provides management support for organisations. There was a large amount of research focussed on direct users, such as individual characteristics, user attitudes and user behaviour. The theories of technology acceptance model and unified theory of acceptance and use of technology have been widely applied in these studies.

This paper provides a review of key issues which has been discussed in tourism research in relation to technology use. By applying the scheme developed in the IS discipline, this study provides new insights into the development of technology in tourism. In addition, it also gives us the opportunity to suggest a research agenda by identifying research gaps and future research collaboration opportunities between these two fields.

随着尖端科技在旅游和酒店业中的快速发展和应用, 我们有必要审视过去18年中科技使用的进程, 并且为未来研究确立方向。采用信息系统（IS）作为参考标杆, 本论文旨在建立围绕科技使用和旅游业的文献综述体系。

本论文采用系统文献综述法（Aguinis et al., 2018）, 共314篇文章被审阅, 以确立科技使用概念如何被研究应用。

三种有关科技使用的主题被确立：处理类型、组织使用、用户。在各种科技处理类型中, 互动性和线上的方式在大多数旅游酒店文献中被研究。组织使用主题开拓了科技的有利和策略的使用如何为组织提供管理支持。文献有很大一部分集中研究在直接用户身上, 比如用户个人特点、用户态度、用户行为。TAM和UTAUT理论在这些研究文献上被广泛使用。

本论文评论了旅游酒店业中科技使用的几个关键方面。通过借用IS领域开发的模型, 本论文对旅游业中技术开发提供新视角。此外, 本论文还指出文献缺口和未来合作机遇, 开启研究领域新篇章。

处理、用户、组织、信息系统、旅游业、技术使用

纸张类型 - 文献综述

Since the mid‐1980s, the subject of information systems (IS) integration and its role in business process improvement (BPI) has been of considerable interest to business managers and researchers. The present study examines the effects of IS integration on BPI. The moderating effects of industry type, information intensity of the industry, and time since the initiation of the existing program in the firm have also been analyzed. The data for the study were gathered through a survey of Fortune 500 US firms at divisional levels. The results of the study support the hypotheses that data integration and communication networks integration affect the dimensions of BPI. However, none of the moderators, except industry type, was found significantly affecting the relationships between networks integration and process improvement effect and customer focus.

Aims to demonstrate the importance of reporting IS management constructs rather than reporting and ranking the individual management issues; determine whether the ratings of IS management factors differ across organizational and personal variables; and benchmark the position of Kuwait's results on dimensionality and determinants of IS management issues with that of other previous studies.

This field study considered only the opinions of the highest ranked executives of the IS functions within their organizations. A seven‐page structured interview guide was used for data collection. Principal component factor analysis was performed on the issue ratings in order to determine underlying IS management factors. Confirmatory factor analysis was performed to further assess how well the factors fit the issue data and to test the fit of the resulting factor model. Finally, t‐tests were performed to test whether the differences between factors were significant in order to demonstrate the discriminatory value of reporting IS management factor areas rather than individual issues.

The key IS management factors identified by IS managers are the effective management of IS resources such as data, networks and applications; and managers' knowledge of IS. This study also found that most situational variables including nationality are not associated with differences in IS management factor ratings. Thus, the survey results are consistent across different types of organizations and respondents. The exception is organization size and IS department size. Size differences can lead to different opinions on the relative importance of various IS management factors.

To demonstrate the importance of reporting IS management factors (constructs) as a benchmarking framework rather than reporting and ranking the individual management issues, and to use the derived conceptual benchmarking model to determine whether the ratings of IS management factors differ across organizational and personal variables.

Industrial trade shows are the second most widely used promotional tool in the marketing mix for industrial firms, ranking after personal selling but well a head of advertising and direct mail. Use of this medium continues to grow in number of shows, number of companies exhibiting, and dollars spent by vendors. Yet, with few exceptions, little research has been performed on trade shows. This paper reports results of a study, discusses the value of trade shows to an industrial firm’s performance, and offers recommendations.

Business Process Reengineering (BPR) is the radical, cross‐functional redesign of the standard operating practices used by organizations to produce or achieve certain outcomes. BPR has received considerable attention from practitioners and consultants. However, the academic literature is relatively quiet on the subject. The objective of this study is to identify the issues and questions associated with BPR that need to be addressed through research.

Business Process Reengineering (BPR) is the radical, cross‐functional redesign of the operating practices usedby organizations to achieve certain outcomes. While BPR has received considerable attention from practitioners and consultants, there has been little empirical research published on BPR. This study explores why and how organizations are using business process re‐engineering and identifies problems that effect re‐engineering success.The results showed that organizations generally considered themselves successful at re‐engineering. However,while they achieved significant improvement in process operation, they were not achieving the order of magnitude improvements ascribed to re‐engineering.

Part I of this chapter applies the principles of the philosophy of science and the derived scientific method to analyze the foundational concepts and core proposition of the Resource-Base View (RBV) as popularized by Barney (1986, 1991, 1997). This analysis identifies seven fundamental conceptual deficiencies and logic problems in Barney's conceptualization of “strategically valuable resources” and in Barney's VRIO framework for identifying strategically valuable resources that can be sources of sustained competitive advantage. Three problems – the Value Conundrum, the Tautology Problem in the Identification of Resources, and the Absence of a Chain of Causality – relate to the RBV's and VRIO's failure to provide an adequate conceptual basis for identifying strategically valuable resources. The Uniqueness Dilemma, the Cognitive Impossibility Dilemma, and an Asymmetry in Assumptions about Resource Factor Markets result in an inability of the VRIO framework to support identification of resources that can be sources of sustained competitive advantage. More fundamentally, the core proposition of the RBV – that resources that are strategically valuable, rare, inimitable, and organizationally embedded are sources of sustainable competitive advantage – is argued to result directly in the Epistemological Impossibility Problem that precludes use of the scientific method in RBV research. This chapter argues that until these conceptual deficiencies and logic problems are recognized and remedied, the RBV – in spite of its current popularity – is and will remain theoretically sterile and incapable of contributing in any systematic way to the development of strategy theory.

Part II of this chapter then suggests how foundational concepts developed within the competence perspective on strategy provide essential remedies for the identified deficiencies and problems in the RBV – and thereby provide a more conceptually adequate basis for representing the nature of firms in the scientific study of their interactions and competitive outcomes.

The strategic management literature emphasizes the concept of business intelligence (BI) as an essential competitive tool. Yet the sustainability of the firms’ competitive advantage provided by BI capability is not well researched. To fill this gap, this study attempts to develop a model for successful BI deployment and empirically examines the association between BI deployment and sustainable competitive advantage. Taking the telecommunications industry in Malaysia as a case example, the research particularly focuses on the influencing perceptions held by telecommunications decision makers and executives on factors that impact successful BI deployment. The research further investigates the relationship between successful BI deployment and sustainable competitive advantage of the telecommunications organizations. Another important aim of this study is to determine the effect of moderating factors such as organization culture, business strategy, and use of BI tools on BI deployment and the sustainability of firm’s competitive advantage.

This research uses combination of resource-based theory and diffusion of innovation (DOI) theory to examine BI success and its relationship with firm’s sustainability. The research adopts the positivist paradigm and a two-phase sequential mixed method consisting of qualitative and quantitative approaches are employed. A tentative research model is developed first based on extensive literature review. The chapter presents a qualitative field study to fine tune the initial research model. Findings from the qualitative method are also used to develop measures and instruments for the next phase of quantitative method. The study includes a survey study with sample of business analysts and decision makers in telecommunications firms and is analyzed by partial least square-based structural equation modeling.

The findings reveal that some internal resources of the organizations such as BI governance and the perceptions of BI’s characteristics influence the successful deployment of BI. Organizations that practice good BI governance with strong moral and financial support from upper management have an opportunity to realize the dream of having successful BI initiatives in place. The scope of BI governance includes providing sufficient support and commitment in BI funding and implementation, laying out proper BI infrastructure and staffing and establishing a corporate-wide policy and procedures regarding BI. The perceptions about the characteristics of BI such as its relative advantage, complexity, compatibility, and observability are also significant in ensuring BI success. The most important results of this study indicated that with BI successfully deployed, executives would use the knowledge provided for their necessary actions in sustaining the organizations’ competitive advantage in terms of economics, social, and environmental issues.

This study contributes significantly to the existing literature that will assist future BI researchers especially in achieving sustainable competitive advantage. In particular, the model will help practitioners to consider the resources that they are likely to consider when deploying BI. Finally, the applications of this study can be extended through further adaptation in other industries and various geographic contexts.

This study examines the association between the use of strategic management accounting (SMA) practices and competitive advantage and the moderating role of four aspects of organisational culture – teamwork orientation, outcome orientation, innovation orientation and attention to detail orientation – on this association. Online survey data were collected from 408 accountants in Australian business organisations, and structural equation modelling (SEM) was used to analyse the data. The results indicate a positive association between the use of SMA practices and competitive advantage with such an association positively moderated by one cultural dimension, teamwork orientation. Specifically, the findings indicate that the positive effect of SMA practices on competitive advantage is dependent upon the fit between the use of SMA practices and teamwork orientation with more (less) teamwork-oriented organisations exhibiting a stronger (weaker) association between the use of SMA practices and competitive advantage.