Developing capabilities to use information strategically
MIS Quarterly
“Combining qualitative and quantitative methods information systems research: a case study"
Management Information Systems Quarterly
Can the field of MIS be disciplined?
Communications of the ACM
Management strategies for information technology
Management strategies for information technology
The impact of information systems on organizations and markets
Communications of the ACM
Sustaining IT advantage: the role of structural differences
MIS Quarterly - Special issue on the strategic use of information systems
A strategic analysis of electronic marketplaces
MIS Quarterly - Special issue on the strategic use of information systems
Issues in design of interorganizational systems
Challenges and strategies for research in systems development
The advantages of electronic data interchange
ACM SIGMIS Database
Advantages and disadvantages of electronic data interchange: an industry perspective
Information and Management
The impact of purchasing policy on electronic markets and electronic hierarchies
Information and Management
Electronic markets and electronic hierarchies
Communications of the ACM
HICSS '96 Proceedings of the 29th Hawaii International Conference on System Sciences Volume 4: Organizational Systems and Technology
Systems Planning in Business-to-Business Electronic Commerce Environments
Information Technology and Management
Factors affecting the adoption of B2B e-commerce technologies
Electronic Commerce Research
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This paper investigates the success factors for implementing electronic data interchange (EDI). Previous research has highlighted the fact that these success factors are broader than just the technological issues associated with a new system. The importance of nontechnological issues during the implementation of EDI was investigated and verified by this study. At the initial stage of implementing EDI the technological and nontechnological factors are of equal importance. However, because technological issues are more easily controlled and thus managed, the issues that require the most management effort are nontechnological. This study shows that the key nontechnological success factors, in order of importance, are planning, top management commitment, the management of trading partner relationships, the degree of structural integration achieved, education and training, and staffing the implementation team.