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1 – 10 of 97Alain Yee‐Loong Chong and Keng‐Boon Ooi
This study aims to empirically examine the factors that affect the adoption of RosettaNet standards. The four factors examined in this study are partners' power, trust, products'…
Abstract
Purpose
This study aims to empirically examine the factors that affect the adoption of RosettaNet standards. The four factors examined in this study are partners' power, trust, products' characteristics, and government influence.
Design/methodology/approach
Original research using a self‐administered questionnaire that was distributed to 400 Malaysian electrical and electronics (E&E) organizations. The hypotheses were tested by employing binary logistic regression analysis.
Findings
The results show that partners' power, trust, and products' characteristics have significant and positive effects on the adoption of RosettaNet standards.
Research limitations/implications
The generalisability of the findings is limited as the study focuses only on E&E industry in Malaysia.
Practical implications
Organizations planning to adopt RosettaNet standards will be able to make managerial decisions based on the findings from this research.
Originality/value
The findings made a contribution in terms of creating an understanding of the influence of the adoption of RosettaNet standards. This study has filled previous research gap by advancing the understanding between the association of adoption factors and RosettaNet standards adoption.
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Ruey‐Kei Chiu, Shiao‐Ping Yu and S.C. Lenny Koh
To present a research model attempting to build an innovative common gateway complaint with Rosettanet Standards for the secure message exchange between electronic businesses…
Abstract
Purpose
To present a research model attempting to build an innovative common gateway complaint with Rosettanet Standards for the secure message exchange between electronic businesses under this age of internet economy. The use of Rosettanet Standards is to achieve the effectiveness and efficiency of message exchange and consequently gain mutual benefits by means of agile response for cross‐organizational co‐operation.
Design/methodology/approach
The common service gateway is modeled by taking the advantages of transmission comply with the standard model specified by RosettaNet among business trading partners involved in supply chain system. A prototyping system compliant with the model presented is built and installed as a gateway interface of digital firms and seamlessly integrate to the firm's backend information system to conduct the message exchange with its business trading partners. The prototype is also implemented to prove the feasibility and effectiveness of this proposal of innovative model.
Findings
Through the practical experiment, the service model provided can really assist the firms using this service gateway to conduct its peer trading partners with having same gateway installed may streamline their flow of business data and create a higher value of supply chain between them in terms of communication and operation costs.
Research limitations/implications
More experiments and trials of the prototyping system need to be conducted in different test cases in order to make a concrete conclusion of this paper.
Practical implications
The adoption of international standard model is easier to implement a supply chain system and the business value is also can be achieved if the electronic data exchange is carried over the internet.
Originality/value
The system model presented in this paper can be a valuable reference for further similar development to build an electronic business to achieve the low cost, high efficiency, high security message exchange for digital firms at this internet era.
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In the 1990s, companies focused on the design and implementation of their internal business processes to overcome functional barriers. The 2000s are about the integration between…
Abstract
In the 1990s, companies focused on the design and implementation of their internal business processes to overcome functional barriers. The 2000s are about the integration between enterprises and inter‐enterprise processes, particularly the improvement of supply chain management and customer relationship processes, The major enabler is the Internet, which has resulted in entire networks of e‐business processes across various organizations. To design and implement those processes efficiently and effectively, more and more organizations use available industry standards in the form of reference models, e.g. the supply chain reference model (SCOR), the RosettaNet Standards, or software reference models. Unclear for many enterprises is how to use those standards. This article describes a comprehensive methodology for the use of reference models, to design and implement inter‐enterprise collaborations within value chain networks. The methodology leads to fast and reliable results in value chain improvement. It increases the performance of the implementation procedure and the resulting business processes.
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Yun Xu, Jiafen Liu, Jing Wu and Chuan Luo
The purpose of this paper is to examine how use of industry standards and community socialization contribute to the operational, strategic and environmental performances of supply…
Abstract
Purpose
The purpose of this paper is to examine how use of industry standards and community socialization contribute to the operational, strategic and environmental performances of supply chain partners.
Design/methodology/approach
Survey data were collected from 216 firms in China that have implemented RosettaNet standards. Structural equation modeling was used to test the hypotheses forming the research model.
Findings
The empirical analysis suggests that use of industry standards and community socialization is central to achieving greater supply chain performances. The results show that the use of industry standards and community socialization enhance inter-organizational knowledge sharing and trust, which eventually improve performances of supply chain partners.
Originality/value
The study makes several contributions to the literature. First, it highlights the importance of standards consortia, which not only develop and promote industry standards, but also improve community socialization. Second, the research examines how use of industry standards could influence the operational, strategic and environmental performances of supply chains, and thus fills the research gap in related literature. Third, this paper explores how industry standards can be used as boundary objects to span organizational boundaries and enable greater supply chain partnerships.
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Mokmin Park, Dongmyung Lee, Kitae Shin and Jinwoo Park
This paper aims to enhance the responsiveness of enterprises with regard to delivery schedules in a supply chain. Based on the observations in industry, it seems that companies…
Abstract
Purpose
This paper aims to enhance the responsiveness of enterprises with regard to delivery schedules in a supply chain. Based on the observations in industry, it seems that companies often re‐negotiate their due‐dates. These phenomena have begun to appear only recently, as a result of the advancements of information technology and flexibility in the supply chain. However, these due‐date re‐negotiation processes are haphazard and ad hoc in nature, and a formal process is needed to respond to market fluctuations more quickly. In this paper, a re‐negotiable order processing method is developed that can change the already‐assigned due‐dates or allow partial shipments to increase the flexibility of firm response to a rush order from a prior customer (PC).
Design/methodology/approach
A due‐date re‐negotiation process is defined and a formal system for handling customer orders is proposed. The new data and business process integration model are proposed for the due‐date re‐negotiation process based on RosettaNet's Partner Interface Processes. Web services and ubiquitous computing technologies are used in the proposed system architecture to allow for responsive sales order management.
Findings
The paper shows that assigned due‐dates can also be re‐negotiated by enhancing the connectivity and visibility of the supply chain with co‐operative customers. In the early stage of the product life cycle or high‐regional demand variation environments, it is better to re‐negotiate due‐dates than to meet scheduled due‐dates.
Practical implications
In some instances, meeting the due‐date requested by a customer relates to the success or failure of a particular sales order. The proposed re‐negotiation method could help the sales offices of the MF to respond to PC requests quickly and flexibly. Rush orders from PC might be acceptable based on the slack gained through the re‐negotiation of co‐operative customers' assigned orders.
Originality/value
There has been a considerable volume of studies on the due‐date assignment, order releasing, and scheduling problems. However, these previous studies considered due‐dates as exogenous parameters or fixed endogenous variables. In this paper, the assigned due‐dates for pre‐contracted co‐operative customers are considered as re‐negotiable variables. On the other hand, most studies on ubiquitous computing technologies, especially those relate to radio frequency identification (RFID), have focused mostly on asset management and processing time reduction. This paper suggests other benefits of increased visibility and traceability of RFID technology in enhancing responsiveness and flexibility in the sales order management system.
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Hillol Bala and Viswanath Venkatesh
Interorganizational business process standards (IBPS) are IT-enabled process specifications that standardize, streamline, and improve business processes related to…
Abstract
Purpose
Interorganizational business process standards (IBPS) are IT-enabled process specifications that standardize, streamline, and improve business processes related to interorganizational relationships. There has been much interest in IBPS as organizations from different industries implement these process standards that lead to successful organizational outcomes by integrating and standardizing intra- and inter-organizational business processes. These process standards enable data analytics capabilities by facilitating new sources of interorganizational process data. The purpose of this paper is to unearth employees’ reactions to a new type of supply chain process innovations that involved an implementation of new IBPS, a supply chain management (SCM) system, and associated analytics capabilities.
Design/methodology/approach
The authors gathered and analyzed qualitative data for a year from the employees of a healthcare supplier, a high-tech manufacturing organization, during the implementation of a SCM system and RosettaNet-based IBPS.
Findings
In what the authors termed the initiation stage, there was quite a bit of confusion and unrest among employees regarding the relevance of the new process standards and associated analytics capabilities. With the passage of time, in the institutionalization stage, although the situation improved slightly, employees found workarounds that allowed them to appropriate just part of specific processes and the analytics capabilities. Finally, once routinized, employees felt comfortable in the situation but still did not appropriate the new supply chain processes faithfully. Overall, employees’ reactions toward the SCM system and associated analytics capabilities were different from their reactions toward the new business processes.
Originality/value
The paper contributes to the literature by offering novel insights on how employees react to and appropriate process innovations that change their work processes.
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Christopher P. Holland and Pete Naudé
There have traditionally been different ways in which to view the marketing task, distinctions that have been drawn to facilitate the level of insight available to managers…
Abstract
There have traditionally been different ways in which to view the marketing task, distinctions that have been drawn to facilitate the level of insight available to managers involved in marketing the firm's offer. A traditional distinction has been between business‐to‐consumer (B2C) and business‐to‐business (B2B) marketing. More recently, much has been written on whether the appropriate perspective of marketing should be transaction‐based or relationship‐driven. This paper argues that a different view is more useful: that the marketing task has moved beyond being transaction‐ or relationship‐driven, and that it can and should increasingly often be viewed as an information‐handling problem. First identifies what are considered to be the main tasks facing a marketing manager, and then interpret how these tasks may be managed in each of the transaction‐, relationship‐, and information‐driven approaches. By using three different case study vignettes, provides evidence of the applicability of these ideas.
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Jia‐Lang Seng and Woodstock Lin
The purpose of this research is to articulate an analysis framework and a method for the cross‐national business‐to‐business integration electronic commerce (B2Bi EC) by exploring…
Abstract
Purpose
The purpose of this research is to articulate an analysis framework and a method for the cross‐national business‐to‐business integration electronic commerce (B2Bi EC) by exploring an ontology‐assisted schema and semantics resolution in the business process alignment with electronic commerce standards.
Design/methodology/approach
The paper presents an ontology‐assisted analysis method and alignment model in the implementation of the B2B electronic commerce standard specification over the existing trading partners' public processes in the syntactic and semantic integration and interoperability. An application of the Unified Modeling Language is made to analyze the public process in the domain and in the standard. Terms, concepts, relations, and links are created from the analysis results and converted into an ontology representation. Web Ontology Language is introduced to formulate the analyzed knowledge and experience to align the domain and the standard. There are correspondences and conflicts in the process of alignment. They are resolved via the shared and reusable ontology which is a convergence of the domain ontology and the standard ontology. The converged and shared ontology is achieved via a set of rules and heuristics that are created in the research.
Findings
The key of success in the B2Bi EC lies in the ability to accomplish the process interoperability and the schema comparability. Three main tasks have to be achieved to fulfill the requirements. This research constructs a prototype to implement the method. The prototype is used to illustrate the feasibility and validity of the method. A set of starter experiments has been conducted in use of a straight‐through example of a purchase order process in the alignment with the RosettaNet standard and the ebXML standard. The starter experiment serves as the baseline to demonstrate that the method is feasible and valid.
Originality/value
A syntactic and semantic analysis method and alignment model are developed and demonstrated in the research. Integration and interoperability are accomplished in use of the systematic and analytic method.
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Ruey‐Kei Chiu and Jason C.H. Chen
The paper aims to propose a model that attempts to build an innovative common gateway compliant with RosettaNet Standards for the secure message exchange between electronic…
Abstract
Purpose
The paper aims to propose a model that attempts to build an innovative common gateway compliant with RosettaNet Standards for the secure message exchange between electronic businesses in this age of internet economy.
Design/methodology/approach
The use of RosettaNet Standards is to achieve the effectiveness and efficiency of message exchange, and consequently gain mutual benefits by means of agile response for cross‐organizational co‐operation. This common message gateway is built and implemented as an organization's front‐end interface, but is seamlessly integrated with business's back‐end information systems for the message exchange with the business partners of the organization. The proposed common gateway service model provides organizations with low cost, high efficiency, high security of message exchange and transmission over the internet. A prototyping system is also built and tested in a local network devices manufacturing company with its suppliers to examine its feasibility and efficiency.
Findings
The result shows that the service model can help the company to achieve a new level of efficiency and effectiveness of streamlining data flow and creating a seamless link with its business partners in this era of internet economy.
Originality/value
The paper presents a common gateway service system for secure data exchange and transmission over the internet between business partners to build a value‐added supply network.
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Tien‐Hsiang Chang, Hsin‐Pin Fu, Shao‐Chang Li and Hung‐Hsuan Lee
The purpose of this paper is to discover strategic implications and successful factors leading to the development of an attractive model for other firms to follow based on a…
Abstract
Purpose
The purpose of this paper is to discover strategic implications and successful factors leading to the development of an attractive model for other firms to follow based on a typical case study.
Design/methodology/approach
This paper used a case study methodology to examine the case of a business‐to‐business (B2B) collaborative information system based on the first textile company in Taiwan to implement a RosettaNet‐like for B2B process integration.
Findings
The results showed that some key success factors included: support and understanding from the entire team, simple process redesign, standard process development, government support, distinctive operation collaboration model, total support from top management, and an effective and experienced team.
Practical implications
Managerial implications are as follows: employ vertical process integration to quickly exchange data, establish a platform to share information, establish vendor‐managed inventory (VMI) to lower costs, and a cross‐organization centre to effectively operate the platform.
Originality/value
The complete information structure provided in this case, the distinctive collaborative and the proposed implementation models can all serve as a reference for other enterprises whose size, scope and information technology level are similar to the focal firm in this case.
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