信息通信技术对企业之间协调的影响

1、Hugh Yan1信息通信技术对企业之间协调的影响 - 对该文的学习体会论文作者者论文标题题：TheImpact of Information andCommunication TechnologyonInterorganizationalCoordination论文作者者：MarielledenHengst andHenk G. Sol,DelftUniversityofTechnology,Faculty of Technology,Policyand Management发表时间间：2001发表刊物物：Proceedingsofthe34thHawaiiInternationalConf

2、erence on SystemSciencesItiswidelybelievedthatInformationandCommunicationTechnology (ICT)enableorganizations:todecreasecosts;toincreasecapabilities;tochangeinterorganizationalcoordinationAbstractICTcouldbedrivingforcetochangeinterorganizationalcoordination; however, other aspectshavealso impactsonin

3、terorganizationalcoordination. Those aspects:aredescribed andcombinedwith ICT;areguidelinespresentedtoindicatethe directionofchanginginterorganizational coordination;Theseguidelines aretranslated to thecontainertransport industry forevaluation purpose;conclusionslead to furtherresearchonthe impactof

4、ICToninterorganizationalcoordination.AbstractOrganizationsbusinessenvironmentischangingquickly：Over thepast years,organizationalfocushasshiftedfrom theorganizationalleveltowards theinterorganizational level,because of theincreasing interesting in business trends:IntroductionOrganizationsbusinessenvi

5、ronmentischangingquickly：InformationandCommunicationTechnology (ICT).Thefirstbusinesstrend. ICTcandecreasecostsand increase capabilitiesoforganization. Forexample,EDI, e-mail,worldwidewebsite.ICThas easilycrossed theboundaryamongorganizations andhasbecome themain factorofinformationintensiveprocess.

6、ICT trends:Exchangedocumentsbetweenorganizations;Newwaystodobusiness;examples:Electronic tradingmarkets;Electronic auctions;Electronic bookstore;ICThas developedfrom aminorforcetodominantforce.IntroductionOrganizationsbusinessenvironmentischangingquickly：Outsourcing. Thesecondbusinesstrend:Organizat

7、ions concentrate on their owncore business;Organizations specializeinmainactivities to reducecosts;Avoidoccurringturbulenceofinstabilityorfrequentchanges;Avoidoccurringturbulenceofrandomness or unpredictabilities.IntroductionOrganizationsbusinessenvironmentischangingquickly：Globalization. Thethirdbu

8、sinesstrend:International trade agreements, suchas:EuropeanUnion;WorldTradeOrganization(WTO);NorthAmericanFree Trade Agreement;General AgreementonTariffs andTrade;Organizations competetowin in aworldwide market.IntroductionGuidelines of Business ProcessRedesign(BPR)：Itrepresents an organizations cap

9、abilities.BusinessProcessRedesignistheresearchfieldinwhichguidelinesarepresented accordingtowhichorganizations candeal withtheirchangingenvironment. Thispaperfocusesoninterorganizational level:increasing andchangingcommunication betweenorganizations;shiftingorganizationalboundaries;expandinggeograph

10、icallyrelationshipsbetween organizations;thechangesallaffect coordinationbetween organizations;because apositiverelationship existsbetween therangeofbenefitsobtainedfrom coordinationandlevelofICT support, guidelinesneedtobedesignedfornew combinationsofcoordinationand ICTataninterorganizational level

11、.IntroductionGuidelines of Business ProcessRedesign(BPR)：BusinessProcess Redesign is theresearchfieldinwhichguidelines arepresentedaccording to which organizationscan dealwiththeirchangingenvironment.Thispaperfocuses on interorganizationallevel:Introduction协调理论论：Coordinationismanagingdependencies be

12、tweenactivities。Therearethreecategoriesofdependenciesthatmust be managedininterorganizationalrelationships:流程依赖赖关系（Floworsequential relationships）:Managingproducer-consumerrelationships.Operationalcoordination. Focusing on managing sequentialrelationshipsandflowofgoodsandservices. It happensduring t

13、heexecutionofthe customer order.Interorganizational Coordination企业间协协调协调理论论：CoordinationTheory共享依赖赖关系（ShareorCompetitiveResource）:Managingshared resources。Organizations competefor limitedresources.Strategiccoordination.Onetypeofinterorganizational coordination.Focusingonmanagingcompetitiveresource.D

14、ecisionsmustbemade as to whatprocessareneeded forthefulfillmentofacustomerorder?Whichorganizationsareselectedfor theexecutionoftheseprocesses?Chainbetween organizationscan be detailed as:messages,shared performance requirements,and proceduresare agree andconflictsare solved.Itisa blueprintspecifying

15、 among others.Interorganizational Coordination企业间协协调协调理论论：CoordinationTheory共享依赖赖关系（ShareorCompetitiveResource）:Managingshared resources。Organizations competefor limitedresources.Interorganizational Coordination企业间协协调等级与市市场协调调结构(Hierarchical andMarketCoordination Structure).Itisatanabstractlevel.Itc

16、an be viewedasa collectionofelementsand thesetofrelationshipsthat connecttheseelements. In an interorganizationalcoordination structure,the elements aretheorganizationsandthe relationshipsare coordinationrelated.Interorganizational Coordination企业间协协调等级与市市场协调调结构(Hierarchical andMarketCoordination Str

17、ucture).Hierarchicalcoordination structure. It is characterizedbylonglasting relationshipsbetweenorganizations:oneorganization hascontrol overthe other organizations;with fixed rules of behavior;andclearauthority relationships.Strategiccoordination happensfor allcustomerordercollectivelyOperationalc

18、oordinationhappensforeachcustomerorder;Itmainlyrelies on authorities.Interorganizational Coordination企业间协协调等级与市市场协调调结构(Hierarchical andMarketCoordination Structure).Marketcoordination structure. It coordinates viabidding andpricing systems.Organizations havetobuildarelationshipfor eachnew customer o

19、rder;Organizations arefullyautonomous andmake decision themselves;Strategiccoordination existsoneach customer order;Operationalcoordinationfollowseach strategiccoordination;Itmainlyrelies on prices.Interorganizational Coordination企业间协协调等级与市市场协调调结构(Hierarchical andMarketCoordination Structure).Intero

20、rganizational Coordination企业间协协调非集中化化与集中中化协调调结构(DecentralizationandCentralizationCoordination Structure).Decentralized CoordinationStructure. Allbuyerscan contactall sellersbynegotiatingfor transactions.CentralizedCoordinationStructure.A brokerasa intermediateagencyconnectsbuyers andsellers to do th

21、etransactions. Buyersandsellersnegotiateindirectlythrough abroker.thebroker operates on behalfofa group of buyers;thebroker operates on behalfofa group of sellers;thebroker operates on behalfofa buyer;thebroker operates on behalfofa seller;thebroker operates on behalfofboth buyersandsellers.Interorg

22、anizational Coordination企业间协协调非集中化化与集中中化协调调结构(DecentralizationandCentralizationCoordination Structure).Interorganizational Coordination企业间协协调非集中化化与集中中化协调调结构(DecentralizationandCentralizationCoordination Structure).Interorganizational Coordination企业间协协调非集中化化与集中中化协调调结构(DecentralizationandCentralizatio

23、nCoordination Structure).Interorganizational Coordination企业间协协调主导型和和中介型型协调结结构(Dominated andNeutral CoordinationStructure).DominatedCoordination Structure. Oneorganizationsetstheprices andrules;others takethe pricesandrules.Neutral CoordinationStructure.Itenables organizationstointroduce their prices

24、andrulesand to negotiatethem among eachother. It is muchsimilartoa decentralizedstructure withabroker.Interorganizational Coordination企业间协协调主导型和和中介型型协调结结构(Dominated andNeutral CoordinationStructure).Interorganizational Coordination企业间协协调主导型和和中介型型协调结结构(Dominated andNeutral CoordinationStructure).Inte

25、rorganizational Coordination企业间协协调参与协调调的参与与者数目目(Number of participantsintheCoordination ).Thenumber of buyersorsellers thattakepart in thecoordinationand canwary betweenone organizationandthe total numberofbuyersand sellersinthe network. Aparticipantmay buyorsell something.Theselecting participantis

26、theorganization thatwantstosellsomethingorthatwantsbuysomething.Theselectedparticipantistheorganization thatiscontacted fortheirbuyingorselling.Themoreparticipantsthattake partinthe strategiccoordinationphases,thebetter supplyanddemand canbecoordinated.Thenumber would be notequalindifferentphases of

27、 strategicandoperationalcoordination.Interorganizational Coordination企业间协协调Transactioncoststheory: It is widelybelievedthat theuseofICT enablespeople to changecoordination: moreeffective andmore efficientcoordinationprocesses,newcoordination structures. Williamsonclaims thatcostscomefrom twosources:

28、Production Costs. Theyare theresults of theflow of materials,producing andsupplyingproductsand services by thedeployment of sources.lowproductioncostsinthecaseofMarketCoordination Structure.信息和通通信技术术的影响响TheImpact of ICTTransactioncoststheory:CoordinationCosts. Theyare associatedwiththeneedforessenti

29、al information to carry outthetransaction.lowcoordination costs in thecase of hierarchyCoordinationStructure.ICTcan lower coordinationcosts,thismayleadtoanoverall shift towardssmallerfirmsandproportionallyextrause of markets.Theuse of ICTcanincreasethecomplexity of coordination:More coordinationproc

30、essesare used;More organizationsare involved;More communicationactivities;More information to be taken intoaccountwhen makinga decision;Introducinganintermediarycan dealwiththecomplexity.信息和通通信技术术的影响响TheImpact of ICTUseofICT impactsoncoordination structures:UseofICT changescoordination structurestob

31、emorecentralized.Indecentralized structurecoordination, themaximum communicationnumber =mn;Inonebroker centralized structurecoordination, themaximum communicationnumber =m+ n;这里：当m1, n1, k=1时，mn (m +n)=(m-1)(n-1)=1Ink brokercentralizedstructurecoordination,themaximumcommunication number= k(m+ n);当mk

32、, nk, k0时，mn k(m+ n) =(m-k)(n-k)=kDecentralized structureneedsmore communications thancentralizedstructure.信息和通通信技术术的影响响TheImpact of ICTUseofICT is notexpectedtoinfluencethe aspectofdominatedversus neutral.A dominatedstructurewill staydominated;A neutralstructurewill stayneutral,butByreducingcoordin

33、ationcostsICT willimprovetheefficiencyofa neutralcoordination structure;ICTwillreducethe profitoftheparticipantselectedbecauseoftheincreased competition among theparticipantsselected.Itisimpossible to avoid theusageofICT.信息和通通信技术术的影响响TheImpact of ICTUseofICT is notexpectedtoinfluencethe aspectofdomi

34、natedversus neutral.Bakossuggeststhreestrategies to be usedbyparticipants selectedtominimizethenegativeeffect:Emphasizingservice overpriceinformation,Makingitincreasingly difficulttocompare thepriceofalternativeofferings;Increasing thedifferentiationofofferings.信息和通通信技术术的影响响TheImpact of ICTUseofICT

35、enablesthe numberofparticipantsduring strategiccoordinationphaseincrease.Theuse of ICTcanfacilitateanincreaseinthenumber of organizations.Thenumber of organizationscontacted willincrease.Itwill increase duringstrategiccoordination phase;Noguaranteethatthenumber of organizationswithwhichanagreementis

36、settledduringthe operational coordinationlevelwill increase.信息和通通信技术术的影响响TheImpact of ICTUseofICT enablesthe numberofparticipantsduring strategiccoordinationphaseincrease.thenumber of organizationsdependson:coordinationcosts;amountofrelationspecificinvestments;quality,trustandflexibility;Increasing

37、thedifferentiationofofferings.信息和通通信技术术的影响响TheImpact of ICTUseofICT caninfluencethe duration of agreementsTobuilda relationshipwith an organizationrequiressome investments.Iftheinvestmentsare high, it is notprofitable to do thisoverandoveragainforeveryorder;Long termagreementsaresettledinwhichthegoo

38、dsand services aresuppliedmore thanonce.ICTstandardization willlowerthe investments.This maylead to short termagreements.信息和通通信技术术的影响响TheImpact of ICTHomogeneity. Whendistinguishgoodsand services fromeachother,weneeddocomparisons.Factors,suchasprice,size,weight,amount, quality, responsiveness,flexib

39、ility,define thepreference profileonbothbuyersand sellers.when moreand morefactorsarerequired,a centralized brokermayuseful,andthe longertherelationshipswill last,thelowerthe numberofparticipants;themoretime maybeconsumed;themoreerrorsmay be made.when afew factorsare required,a decentralizedstructur

40、e areused;Aspects Influencing InterorganizationalCoordinationSpecificity. It indicatesthedegree to which therelationships betweenabuyerandasellerwillproduce asset thatisdedicated to aspecialpurpose withpooralternativeuse. Williamsonidentifydifferent types of specificities:Physicalassetspecificity, s

41、uchasspecializedequipment;Human-capital specificity, suchasspecialistorexperts;Site specificity, suchasconvenientforbuyers or sellers, minimizedinventoryand transportexpenditure;Assetspecificity, suchasinvestmentsfor sellingasignificantamountofproducttoa particularcustomer;Ifthedegree of thespecific

42、ityishigh,thebuyerorseller shouldadopttheminimumfeasiblenumberofsellersorbuyers.Aspects Influencing InterorganizationalCoordinationTime Pressure. It existsforall goods andservicesbecause of thelimitation of theresources. It canbedifferentamongdifferent goods andservices.Most goods canbestoredbut har

43、dlyunderanytimepressure;however,theymust be soldwithin alimitedperiod;Servicesarehardstored; theymustbesold beforecarryingout;Ifnotime pressure,a large amountofsellers or buyerscouldbecontacted; however, if timepressureexisted,tocontacta large of sellersand buyerswouldbeimpossible;Thenumber of parti

44、cipantsisrestricted by timepressure;Thedurationofagreementsislimited by timepressure;Time pressure willleadtotheuse of ICT;When timepressureishigh,negotiations willbemore.Aspects Influencing InterorganizationalCoordinationValue. Goods andservicescanhavehigh value fororganizations.Trustisvery importa

45、ntwhen assessvaluesofgoodsand services;Sellers or buyer arepreferredtoonlya fewparticipantsand longlastingrelationships to build arelationship of trust.Aspects Influencing InterorganizationalCoordinationFrequency. It referstohowoftenagood or serviceisrequired, eitheroccasionallyorrecurrently(周期性重重复发

46、生生).Frequencyhas influencetothedurationofagreements;Frequencyhas influencetothenumber of participants;Thegreaterthefrequency,thebetter longtermcontractswithonly afew participantsbecause it would be toocostlyifcontractedeach time.Aspects Influencing InterorganizationalCoordinationUncertainty. Referst

47、othedifferencebetween theinformationathand andtheinformationneeded to makeadecision.Uncertaintyhappens becauseofthe changesofenvironmentand varietyofcompetitors;Because of unpredictablemarket andnetwork;Noguaranteethatsupplierswillperform as agreed;Improve information processesandreduce theneed fori

48、nformationcandecreasethe probability of uncertainty.Aspects Influencing InterorganizationalCoordinationTheImpact of ICTonInterorganizational CoordinationforContainer TransportRotterdamPortCurrent StructureSituationInlandcontainer transportisthetransport betweenaport anda place in thehinterland.Many

49、organizationsare involved withdifferent interests,culturesand businesses.Coordinationisimportant in theinlandcontainer transport.ThelevelofICT useisnothigh.TheportofRotterdamistakenasanexampleinwhichinformationwascollected from45organizations.ICT对集装箱箱运输业业企业间间协调的的影响ICT对集装箱箱运输业业企业间间协调的的影响Thecoordinati

50、on structure.Thereare fouraspects:Neither centralized nordecentralized coordinationstructureisthere;all types of structurescan be found in practice.Thereisneutral coordinationstructure. Pricesandrulesare contents of negotiations.Fewdominated structure.Thenumber of participantspotentiallyquitehigh.Lo

51、ng termagreementsbetween participants.ICT对集装箱箱运输业业企业间间协调的的影响Thecoordination structure.Thereare fouraspects:ICT对集装箱箱运输业业企业间间协调的的影响ICT对集装箱箱运输业业企业间间协调的的影响Aspects thatinfluence coordinationstructureininland containertransport:Homogeneity.Homogeneityoftransportserviceisquitelow;Originand destination infl

52、uencepricesoftransport services;Goodsandservices type, weight,departure andarrival times,transportmode,reliability, administrative andphysicalcomplexity,environmentandextraserviceareinfluence factors.ICT对集装箱箱运输业业企业间间协调的的影响Specificity.Relationships in inlandcontainertransport do requirehardly anyrela

53、tionshipspecificinvestments, in physical assets;Containers arestandardizedsonospecialequipments investmentare required;Atthebeginning of using ICTtherequirements arespecific,but thestandardizedprocesses willremove thisspecificities.ICT对集装箱箱运输业业企业间间协调的的影响Time pressure.Time pressure in inlandcontainer

54、transport is quite high;A transportservice cannotbestoredfor later use;A transportservice is required to be carriedout at aspecificpointintime;ICT对集装箱箱运输业业企业间间协调的的影响Value.Thevalueofatransportserviceininlandcontainer transportdepends on thetype of goods;High value transportservicesarerelatedtocritica

55、lpurchases;Lowvaluetransport services arealso there.ICT对集装箱箱运输业业企业间间协调的的影响Frequency.Occasional transportofcontainers do happen;but it is rarely;Most transporthasarecurringnature;Thefrequency of transactionsininlandcontainer transportisquitehigh.ICT对集装箱箱运输业业企业间间协调的的影响Uncertainty.Economictrendsare unk

56、nown;Itisdifficulttopredicttheflowofgoodsinboth sizeand direction;Itisunknown in advancewhena transportrequesterwillhave acontainer ready to be transported;Itisunknown in advancehow manycontainersthetransport requesterisgoingtotransport;ICT对集装箱箱运输业业企业间间协调的的影响ICT对集装箱箱运输业业企业间间协调的的影响ICT对集装箱箱运输业业企业间间协调的

57、的影响UsingICTsupport,moreinformationcanbeprocessed faultlessly in ashorterperiodoftime.itbecomes easiertodeal withlow homogeneity;itbecomes easiertodealswith hightimepressure;itbecomes easiertodealswith highfrequency;increasepossibilities formore participantsandshorteragreements;informationisnotavaila

58、ble whetherICT support;importance of trust cannotbechanged by ICTsupport andcanberealizedinlongterm agreements;ICT对集装箱箱运输业业企业间间协调的的影响Thecoordination structureoftheinland containertransportchainshould:Beneutral;Becentralized;Thenumber of participantswill increase;Shortterm agreementsare notexpected;Long termagreementsareexpectedwithadditionthat detailsofthe agreementareleftopen becauseofthe hi