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1、Impact of eBusiness technologies on operational performance: The role of production information integration in the supply chainAbstractWhile the information technology (IT) literature is mixed regarding the direct benefits of eBusiness technologies on performance, the impact of such technologies on
2、supply chain practices remains largely an unexplored area of research. We hypothesize that while there may be no direct benefit of eBusiness technologies on performance, these technologies might support customer integration and supplier integration in the supply chain, which in turn might impact ope
3、rating performance. To examine our hypotheses, we collected data from respondents who focused their responses to a single major product the process that manufactures it, a significant customer, and an important supplier. Our analyses showed that there was no direct benefit of eBusiness technologies
4、on performance; however these technologies supported customer integration and supplier integration. Further, supplier integration was found to positively impact cost, quality, flexibility, and delivery performance; however there was no relationship between customer integration and performance. Conse
5、quently, there is a relationship between eBusiness technologies and supplier integration that leads to better performance. Further, there is an interactive effect between customer integration and supplier integration that supports the notion that firms that have both forms of integration, supported
6、by eBusiness technologies, significantly outperform the others. Keywords: eBusiness technologies; Customer integration; Supplier integration; Operational performance; Supply chain management Article Outline1. Introduction 2. Literature and hypotheses 2.1. eBusiness capabilities 2.2. Production infor
7、mation integration 2.3. Operational performance 2.4. Underlying theoretical support3. Research design 3.1. Survey development 3.2. Sample 3.3. Respondent profile 3.4. Measures 3.4.1. Construct validation 3.4.1.1. eBusiness capabilities 3.4.1.2. Supplier integration 3.4.1.3. Customer integration 3.4.
8、1.4. Performance 3.4.1.5. Control variables3.4.2. Confirmatory factor analysis 3.4.2.1. Unidimensionality 3.4.2.2. Convergent validity 3.4.2.3. Discriminant validity 3.4.2.4. Criterion validity3.4.3. Bias4. Results 5. Discussion 5.1. eBusiness effects 5.2. Production information integration 5.3. Imp
9、act of supplier integration on performance6. Contributions and future research 6.1. Key findings and managerial implications 6.2. Research contributions 6.3. Limitations and future researchAppendix A. Appendix of survey items (with factor loadings) A.1. eBusiness capabilities A.2. Supplier productio
10、n information integration A.3. Customer production information integration A.4. Operational performanceReferences1. IntroductionWith the advent of new eBusiness technologies, firms have engaged in initiatives that link supply chain processes across enterprises to create efficiencies and gain a compe
11、titive edge. The thrust of investment in eBusiness technologies is to create a seamless integration of entities in a supply chain, which calls for the sharing of accurate and timely information and the coordination of activities between business entities. Distorted information from one end of a supp
12、ly chain to the other can lead to exaggerated order swings causing tremendous inefficiencies (Lee et al., 1997). Despite the widespread adoption of eBusiness technologies, it is not clear whether eBusiness technologies have a direct affect on supply chain performance. Certainly, firms invest in eBus
13、iness technologies with the presumption that they will facilitate supply chain integration and that performance will improve. Executives consider “supply chain planning,” “linkages with customers,” and “linkages with suppliers” to offer the greatest operational improvement opportunities, all of whic
14、h are the capabilities most often transformed by eBusiness technologies in supply chain initiatives (DAvanzo et al., 2003). Unfortunately, managerial expectations for these technologies have exceeded actual performance (Poirier and Quinn, 2003). Further, while the payoff from investing in informatio
15、n technologies has been a subject of long standing academic research and intense discussion, no clear conclusion has resulted. Payoffs from IT have been and continue to be open to debate in the literature, where it is called the “IT paradox” (Brynjolfsson and Yang, 1996). Largely due to the nature o
16、f the research designs employed, this stream of research has not definitively attributed the impact of individual technologies on organizational performance (Lee and Barua, 1999 and Devaraj and Kohli, 2003). A direct linkage between eBusiness technologies and supply chain performance still remains a
17、n elusive entity. Thus, the first critical research question that this study seeks to address is “Do eBusiness technologies have a significant impact on supply chain performance?” One possible reason for the dissatisfaction with the performance of eBusiness technologies on the part of supply chain e
18、xecutives is that technology solutions were selected before certain process improvements were made, thereby diluting the paybacks for these investments (Poirier and Quinn, 2003 and Zhu and Kraemer, 2002). A potential remedy may be the development of processes to improve integration, which can enhanc
19、e relationships with distribution channel partners (Johnson, 1999) or cultivate supplier capabilities (Krause et al., 1998). To realize these benefits, firms use eBusiness technologies to engage in information sharing and other forms of collaboration between customers and suppliers that address the
20、issues of production planning and scheduling of their products. We will refer to this specific form of integration as production information integration. New eBusiness technologies facilitate quick information sharing between downstream and upstream partners and enable companies like Dell Computer t
21、o “trade inventory for information” (Milgrom and Roberts, 1988 and Dell, 1999). Capturing and sharing real-time information has become essential to improving supply chain performance. Timely information sharing helps speed up decision making and often results in shorter lead times and smaller batch
22、sizes (Cachon and Fisher, 2000). In addition to information sharing, eBusiness technologies also facilitate the collaboration of supply chain entities. Examples include jointly developing demand forecasting (Koloczyc, 1998 and Aviv, 2001) and vendor-managed inventory (VMI), also referred to as direc
23、t shipment or automatic replenishment (Buzzell and Ortmeyer, 1995, Cetinkaya and Lee, 2000 and Kulp et al., 2004). Conceivably, if eBusiness technologies for production planning and scheduling do not have a direct effect on firm performance, they may have an indirect effect on performance via their
24、impact on the processes developed for supplier and customer production information integration. This possibility has not been addressed in the literature. Thus, our second research question is “Does production information integration constitute an important link in the pathway from eBusiness technol
25、ogy to supply chain performance?” As indicated by Kauffman and Walden (2001), much of the existing eBusiness literature still relies heavily on case studies and anecdotes, with few empirical studies to measure Internet-based initiatives or gauge the scale of their impact on firm performance. Thus, t
26、here is a paucity of scientific analysis that clearly establishes the impact of eBusiness technology on strategic measures (Mukhopadhyay and Kekre, 2002). Since the evidence of both the success and failure of eBusiness initiatives has been generally anecdotal, we use a rigorous survey methodology in
27、 this paper to answer the two research questions. Specifically, we developed a set of hypotheses based on the literature to empirically test the pathway from eBusiness technology to performance, mediated by information integration. A unique aspect of our data set is that the respondents were asked t
28、o focus on their major product, the specific process that manufactures that product, the most important customer for the product, and the most important supplier for parts or components for the product. All data for the production information integration and performance variables were gathered in th
29、at context, which allowed the respondents to be specific about the value chain. 2. Literature and hypothesesOur overarching premise is that eBusiness technologies add value to supply chain operations by enhancing production information integration. The focus of this paper is to provide insight into
30、how firms can realize the benefits of those technologies. In this section we develop three constructs and a set of theory-based hypotheses on the role of eBusiness technologies in supply chain performance. These hypotheses are supported by three theories: resource-base view theory, the relational vi
31、ew theory, and the theory of swift and even flow, which will be discussed later. We performed an extensive survey of the literature that spanned the three areas pertinent to this study: eBusiness capabilities, production information integration, and operational performance. Table 1 is a concise summ
32、ary of the representative references categorized by the three constructs mentioned above. Table 1. Constructs and supporting literature Key references eBusiness capabilitiesEBUSCUST(1) Customer buying onlineFrohlich and Westbrook (2002), Lancioni et al. (2000), Mukhopadhyay and Kekre (2002) and Zhu
33、et al. (2004)(2) Customer configuration/customizationBarua et al. (2004), Pflughoeft et al. (2003), Ranganathan et al. (2004) and Zhu and Kraemer (2002)(3) Customer online order trackingBarua et al. (2004), Chen and Paulraj (2004), Frohlich and Westbrook (2002) and Zhu and Kraemer (2002)EBUSPUR(4) F
34、ind/select suppliersBarua et al. (2004), Pflughoeft et al. (2003), Zhu and Kraemer (2002) and Zhu et al. (2004)(5) Online purchasing/auctionsBarua et al. (2004), Poirier and Quinn (2003), Ranganathan et al. (2004) and Zhu and Kraemer (2002)EBUSCOLL(6) Web-based EDIFrohlich and Westbrook (2001), Hill
35、 and Scudder (2002), Mukhopadhyay and Kekre (2002) and Zhu and Kraemer (2002)(7) Collaboration on forecast, schedule, and replenishmentBarua et al. (2004), Frohlich and Westbrook (2002) and Hill and Scudder (2002)(8) Advanced planning and scheduling (APS)Barua et al. (2004), Frohlich and Westbrook (
36、2002) and Poirier and Quinn (2003)Production information integration(1) Sales forecastBarua et al. (2004), Cachon and Lariviere (2001), Frohlich and Westbrook (2001), Krajewski and Wei (2001) and Lee et al. (1997)(2) MPSBarua et al. (2004), Frohlich and Westbrook (2001), Krajewski and Wei (2001) and
37、 Lancioni et al. (2000)(3) InventoryBarua et al. (2004), Frohlich and Westbrook (2001), Krajewski and Wei (2001), Lee et al. (1997) and Zhu and Kraemer (2002)(4) Collaboration on net requirementsBarua et al. (2004), Cachon and Lariviere (2001), Krajewski and Wei (2001), Lee et al. (1997) and Zhu and
38、 Kraemer (2002)(5) Supplier automatically replenishes inventory (VMI)Buzzell and Ortmeyer (1995) and Lee et al. (1997)Operational performance(1) Percent returnsFrohlich and Westbrook (2001), Poirier and Quinn (2003) and Rosenzweig et al. (2003)(2) Percent defectsFrohlich and Westbrook (2001) and Ros
39、enzweig et al. (2003)(3) Delivery speedBuzzell and Ortmeyer (1995), Chen and Paulraj (2004), Frohlich and Westbrook (2001) and Frohlich and Westbrook (2002)(4) Delivery reliabilityBuzzell and Ortmeyer (1995), Chen and Paulraj (2004), Poirier and Quinn (2003) and Rosenzweig et al. (2003)(5) Productio
40、n costsChen and Paulraj (2004), Frohlich and Westbrook (2001), Frohlich and Westbrook (2002), Poirier and Quinn (2003), Rosenzweig et al. (2003) and Zhu and Kraemer (2002)(6) Production lead timeBuzzell and Ortmeyer (1995), Frohlich and Westbrook (2001), Ranganathan et al. (2004) and Rosenzweig et a
41、l. (2003)(7) Inventory turnsFrohlich and Westbrook (2001), Ranganathan et al. (2004) and Zhu and Kraemer (2002)(8) FlexibilityChen and Paulraj (2004) and Rosenzweig et al. (2003)2.1. eBusiness capabilitieseBusiness capability is the ability of a firm to use Internet technologies to share information
42、, process transactions, coordinate activities, and facilitate collaboration with suppliers and customers. Clearly, traditional modes of communication such as phone and fax are still used by many firms to do business with customers and suppliers. Nonetheless, we focus on eBusiness technologies becaus
43、e so little is known about their impact on performance (Devaraj and Kohli, 2003 and Mukhopadhyay and Kekre, 2002). In addition, many firms are using the Internet to do business in their supply chains. Ninety percent of the respondents in a survey reported in Lancioni et al. (2000) used the Internet
44、in some part of their supply chain program. Although some firms have successfully integrated eBusiness technologies into their traditional bricks-and-mortar business models, many others still struggle with implementing and justifying eBusiness initiatives (Barua et al., 2000). The potential benefits
45、 for supply chains, however, are significant. Organizations use the web to improve customer relations by providing easier access to information, developing more flexibility to respond to customer information requests, and speeding up the transaction time to shorten product cycles (Lederer et al., 20
46、01). Information technology has vast potential to facilitate collaborative planning among supply chain partners by sharing information on demand forecasts and production schedules (Chen and Paulraj, 2004). Through the Internet, information technology also enhances supply chain efficiency by providin
47、g real-time information regarding product availability, inventory levels, shipment status, and production requirements (Radstaak and Ketelaar, 1998, Lancioni et al., 2000 and Chen and Paulraj, 2004). Boone and Ganeshan (2001) indicate that the relationship between information technology implementati
48、on and productivity is determined in part by the use of technology. Information technology that becomes a part of the production process is associated with productivity improvements, unlike information technology that only documents or collects information. The mere institution of traditional EDI no
49、 longer results in strategic benefits to the supply chain; advancements such as fully integrated order-processing systems or electronic invoicing systems are also required (Mukhopadhyay and Kekre, 2002). The Internet, however, has enhanced traditional EDI systems by making them more flexible and affordable to
