Migration to Open-Standard Interorganizational Systems: Network Effects, Switching Costs, and Path Dependency

By Kevin Zhu, Kenneth L. Kraemer, Vijay Gurbaxani, Sean Xin Xu. MIS Q., 2005

590 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/b91178d0d354865a2be9fb3f1e260237d6120157

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In Strategy and Management

Citations in the corpus

Cocreation of Value in a Platform Ecosystem: The Case of Enterprise Software (2012, background): “…seek to relate the rate of innovation to the extent of platform openness (Boudreau 2007) or measure the value of network effects to end users (Brynjolfsson and Kemerer 1996; Gallagher and Park 2002; Gallaugher and Wang 2002; Gandal 1995; Liu et al. 2008; Zhu and Iansiti 2009; Zhu et al. 2006).”
The Process of Innovation Assimilation by Firms in Different Countries: A Technology Diffusion Perspective on E-Business (2006, background): “For instance, Zhu et al. (2006a) found that a firm’s adoption of network technologies was significantly influenced by peer adoption in the same industry.”
The role of institutional pressures and organizational culture in the firm's intention to adopt internet‐enabled supply chain management systems (2010, methodology): “The high uncertainties related to network effects and interdependence are of great concern and impede firms from adopting these systems (Teo et al., 2003; Zhu et al., 2006).”
The Effects of Digital Transformation on Firm Performance: Evidence from China’s Manufacturing Sector (2021, background): “Digitalization makes it easier for companies to share the delivery, inventory, and production plans with suppliers, thereby optimizing the supply chains [50].”
A bibliometric review of the innovation adoption literature (2018, unknown): “…[31]; Dewar and Dutton, 1986 [94]; Tornatzky and Fleisher, 1990 [100]; Attewel, 1992 [102]; Fichman and Kemerer, 1993 [97] Zhu and Kraemer, 2005 (i.e Zhu et al., 2003; 2006) [123- 125] The model links technological, organizational, and environmental factors (TOE framework): technology competence,…”
Leveraging IT Capabilities and Competitive Process Capabilities for the Management of Interorganizational Relationship Portfolios (2010, background): “…it provides a firm with the plugand-play orientation required to connect with partners’ systems and reduces the switching costs of IT resources (Zhu et al. 2006), which should lead IT reconfiguration to have a stronger effect on partnering flexibility when IR portfolio concentration is higher.”
Mapping the benefits and costs associated with process innovation: The case of RFID adoption (2011, background): “1992) and information system (Forman, 2005; Zhu et al., 2006) perspectives.”
Strategizing information systems-enabled organizational transformation: A transdisciplinary review and new directions (2012, background): “…Arkes and Blumer (1985), March (1991), Burgelman (1991), Gilbert (2005) Sunk costs and escalation of commitment (Keil et al., 1995, 2000); Infrastructure activity costs (Harter and Slaughter, 2003); Switching costs (Zhu et al., 2006; Ray et al., 2012) and benefits (Kim and Kankanhalli, 2009).”