Examining the Impact of Interorganizational Systems on Process Efficiency and Sourcing Leverage in Buyer-Supplier Dyads

By Khawaja Asjad Saeed, Manoj K. Malhotra, Varun Grover. Decision Sciences, 2005

396 citations recorded by the source corpus.

Subfields: Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/d3faa9cee4197e444c95e4fd21054e7d343ccff5

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In Management Information Systems

In Strategy and Management

Citations in the corpus

The impact of supply chain integration on performance: A contingency and configuration approach (2010, background): “…performance (Koufteros et al., 2005; Gimenez and Ventura, 2005), others found a positive relationship between internal integration and operational performance, including process efficiency (Saeed et al., 2005) and logistics service performance (Germain and Iyer, 2006; Stank et al., 2001a,b).”
Technology Acceptance Model 3 and a Research Agenda on Interventions (2008, background): “…training, organizational and peer support); and (iii) for interorganiza-tional systems that affect organizational business processes (e.g., Saeed, Malhotra, & Grover, 2005) or a customer relationship management system that is critical to service delivery (e.g., Froehle, 2006),…”
The impact of supply chain integration on company performance: an organizational capability perspective (2012, background): “, 2005), process efficiency (Saeed et al., 2005), time-based performance (Droge et al.”
Information sharing with key suppliers : a transaction cost theory perspective (2010, background): “how it affects company and supply chain performances (e.g. Li et al., 2006; Bagchi and SkjoettLarsen, 2005; Petersen et al., 2005; Saeed et al., 2005; Fröhlich and Westbrook, 2001), only a few studies attempt to explain why collaboration efforts across organizations differ and are somewhat limited (”
The effect of relationship characteristics on relationship quality and performance (2008, neutral): “producing standardised products versus customized products ( Saeed et al., 2005 ).”
Relationship between supply chain integration and performance (2013, background): “Similarly, researchers often underline the transaction cost theory to explain why a firm collaborates with other firms and how integration activities reduce transaction costs and result in superior performance (Saeed et al. 2005; Sanders 2008; Cao and Zhang 2011).”
From Supply Chain Integration to Operational Performance: The Moderating Effect of Market Uncertainty (2018, background): “2005; Gimenez and Ventura 2005); others found that there is a positive relationship between the internal integration and the operational performance, including the performance on process efficiency (Saeed et al. 2005) and logistics service (Stank et al.”
Inter-temporal patterns of R&D collaboration and innovative performance (2014, background): “Such supplier involvement has been shown to increase product innovation in mature industry segments (Eisenhardt and Tabizi 1994), and can help firms realize higher process efficiencies (Saeed et al. 2005).”