Modelling physical barriers to interorganisational system implementation success

  • Authors:

  • Jane Fedorowicz;Ulric J. Gelinas;Janis L. Gogan;M. Lynne Markus;Catherine Usoff;Mickey Howard;Richard Vidgen

  • Affiliations:

  • Department of Accountancy/ Information and Process Management Department, Bentley University, 175 Forest Street, Waltham, MA 02452, USA.;Professor Emeritus, Bentley University, 175 Forest Street Waltham, MA 02452, USA.;Information and Process Management Department, Bentley University, 175 Forest Street Waltham, MA 02452, USA.;Information and Process Management Department, Bentley University, 175 Forest Street Waltham, MA 02452, USA.;School of Management, University of Bath, Bath, BA2 7AY, UK.;School of Information Systems, Technology and Management, Australian School of Business, University of New South Wales, Sydney, NSW 2052, Australia;-

  • Venue:
  • International Journal of Information Technology and Management
  • Year:
  • 2010

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Abstract

For interorganisational systems to provide benefits to all partner organisations typically requires well designed internal systems and processes and integration between enterprise systems and the IOS. Organisations frequently do not make these investments and the resulting physical implementation details, such as duplicated data storage, manual reentry of data and other workarounds, lead to less than optimal benefits. This paper describes an approach to modelling interorganisational business processes that can be used by process and system designers to diagnose and correct physical barriers to the success of interorganisational system. The modelling approach is illustrated with an example of an actual interorganisational system that exhibited less than optimal benefits owing to physical implementation barriers.