Case study: Inter-organisational infrastructure and industry value: a case study of the Australian travel sector

Authors:
Mark Borman
Affiliations:
School of Business, University of Sydney, Economics and Business Building H69, Sydney NSW 2006, Australia
Venue:
International Journal of Information Management: The Journal for Information Professionals
Year:
2004

Citing 6
Cited 1

Rattling SABRE—new ways to compete on information

Harvard Business Review
The role and value of information technology infrastructure: some empirical observations

Strategic information technology management
Key issues in information systems management: 1994–95 SIM Delphi results

MIS Quarterly
Leveraging the new infrastructure: how market leaders capitalize on information technology

Leveraging the new infrastructure: how market leaders capitalize on information technology
Uses and consequences of electronic markets: an empirical investigation in the aircraft parts industry

MIS Quarterly
Electronic commerce: structures and issues

International Journal of Electronic Commerce - Special section: Diversity in electronic commerce research

Tourism and Travel Electronic Commerce in China

Electronic Markets

Quantified Score

Hi-index	0.00

Visualization

Abstract

Information and Communications Technologies (ICTs) have long been seen as a catalyst for organisational change. By enhancing the flow of information it becomes possible for an organisation to buy-in an increased number of activities rather than perform them internally. Moving beyond a focus on the individual organisation, it is argued here that ICTs also suport the provision of common applications, or services - referred to as inter-organisational infrastructures - to groups of organisations that operate at a similar point in the value chain. A case study of distribution in the Australian travel sector suggests that many such infrastructures exist and may have a potentially significant impact upon the distribution of value in an industry.