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Abstract:
Interorganizational business process reengineering is a logical extension of discussions of the potential for interorganizational systems to fundamentally redefine relationships among buyers, sellers, and even competitors within an industry. This paper presents a model of the relationship between technological and process innovations and describes the interdependence of these two forces. This model is used to explain the inconsistency in the literature regarding the benefits of EDI and other interorganizational systems, which are described as providing strategic competitive advantage in some papers and as providing little or no benefits for implementing firms in other articles. The framework describes the importance of merging technological and process innovations in order to transform organizations, processes, and relationships.
Additional information
Notes on contributors
Theodore H. Clark
Theodore H. Clark is currently an Assistant Professor in the Department of Information and Systems Management of the School of Business and Management at Hong Kong University of Science and Technology. He received a B.S. in electrical engineering from Brigham Young University and an M.B.A. and D.B.A. from Harvard Business School. His current research interests include business process reengineering, supply-chain management, information infrastructure development, and electronic commerce. Dr. Clark has written a number of articles and Harvard Business School case studies describing the role of information technology and process reengineering in restructuring and revitalizing companies and industries.
Donna B. Stoddard
Donna B. Stoddard is currently an Assistant Professor at Babson College, where she teaches courses in MIS. While this research was being completed, she was on the faculty of the Harvard Business School, where she taught in the M.B.A. and the executive education programs. She is a graduate of Creighton University, University of North Carolina at Chapel Hill, and Harvard Business School, where she received her B.S., M.B.A., and D.B.A., respectively. Professor Stoddard’s research focuses on business process reengineering and management of radical organizational change. She has studied more than forty firms in depth and has written multiple case studies and articles on reengineering and the impact of IT on organizational structure and strategy. Professor Stoddard’s articles have appeared in Journal of Management Information Systems, MIS Quarterly, and California Management Review.
