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HughYan1《信息通信技術對企業之間協調的影響》
---對該文的學習體會論文作者論文標題:TheImpactofInformationandCommunicationTechnologyonInterorganizationalCoordination論文作者:MarielledenHengstandHenkG.Sol,DelftUniversityofTechnology,FacultyofTechnology,
PolicyandManagement發表時間:2001發表刊物:Proceedingsofthe34thHawaiiInternationalConferenceonSystemSciencesItiswidelybelievedthatInformationandCommunicationTechnology(ICT)enableorganizations:todecreasecosts;toincreasecapabilities;tochangeinterorganizationalcoordinationAbstractICTcouldbedrivingforcetochangeinterorganizationalcoordination;however,otheraspectshavealsoimpactsoninterorganizationalcoordination.Thoseaspects:aredescribedandcombinedwithICT;areguidelinespresentedtoindicatethedirectionofchanginginterorganizationalcoordination;Theseguidelinesaretranslatedtothecontainertransportindustryforevaluationpurpose;conclusionsleadtofurtherresearchontheimpactofICToninterorganizationalcoordination.AbstractOrganization’sbusinessenvironmentischangingquickly:Overthepastyears,organizationalfocushasshiftedfromtheorganizationalleveltowardstheinterorganizationallevel,becauseoftheincreasinginterestinginbusinesstrends:IntroductionOrganization’sbusinessenvironmentischangingquickly:InformationandCommunicationTechnology(ICT).Thefirstbusinesstrend.ICTcandecreasecostsandincreasecapabilitiesoforganization.Forexample,EDI,e-mail,worldwidewebsite.ICThaseasilycrossedtheboundaryamongorganizationsandhasbecomethemainfactorofinformationintensiveprocess.ICTtrends:Exchangedocumentsbetweenorganizations;Newwaystodobusiness;examples:Electronictradingmarkets;Electronicauctions;Electronicbookstore;ICThasdevelopedfromaminorforcetodominantforce.IntroductionOrganization’sbusinessenvironmentischangingquickly:Outsourcing.Thesecondbusinesstrend:Organizationsconcentrateontheirowncorebusiness;Organizationsspecializeinmainactivitiestoreducecosts;Avoidoccurringturbulenceofinstabilityorfrequentchanges;Avoidoccurringturbulenceofrandomnessorunpredictabilities.IntroductionOrganization’sbusinessenvironmentischangingquickly:Globalization.Thethirdbusinesstrend:Internationaltradeagreements,suchas:EuropeanUnion;WorldTradeOrganization(WTO);NorthAmericanFreeTradeAgreement;GeneralAgreementonTariffsandTrade;Organizationscompetetowininaworldwidemarket.IntroductionGuidelinesofBusinessProcessRedesign(BPR):Itrepresentsanorganization’scapabilities.BusinessProcessRedesignistheresearchfieldinwhichguidelinesarepresentedaccordingtowhichorganizationscandealwiththeirchangingenvironment.Thispaperfocusesoninterorganizationallevel:increasingandchangingcommunicationbetweenorganizations;shiftingorganizationalboundaries;expandinggeographicallyrelationshipsbetweenorganizations;thechangesallaffectcoordinationbetweenorganizations;becauseapositiverelationshipexistsbetweentherangeofbenefitsobtainedfromcoordinationandlevelofICTsupport,guidelinesneedtobedesignedfornewcombinationsofcoordinationandICTataninterorganizationallevel.IntroductionGuidelinesofBusinessProcessRedesign(BPR):BusinessProcessRedesignistheresearchfieldinwhichguidelinesarepresentedaccordingtowhichorganizationscandealwiththeirchangingenvironment.Thispaperfocusesoninterorganizationallevel:Introduction協調理論:Coordinationismanagingdependenciesbetweenactivities。Therearethreecategoriesofdependenciesthatmustbemanagedininterorganizationalrelationships:流程依賴關系(Floworsequentialrelationships):Managingproducer-consumerrelationships.Operationalcoordination.Focusingonmanagingsequentialrelationshipsandflowofgoodsandservices.Ithappensduringtheexecutionofthecustomerorder.InterorganizationalCoordination企業間協調
協調理論:CoordinationTheory共享依賴關系(ShareorCompetitiveResource):Managingsharedresources。Organizationscompeteforlimitedresources.Strategiccoordination.Onetypeofinterorganizationalcoordination.Focusingonmanagingcompetitiveresource.Decisionsmustbemadeastowhatprocessareneededforthefulfillmentofacustomerorder?Whichorganizationsareselectedfortheexecutionoftheseprocesses?Chainbetweenorganizationscanbedetailedas:messages,sharedperformancerequirements,andproceduresareagreeandconflictsaresolved.Itisablueprintspecifyingamongothers.InterorganizationalCoordination企業間協調
協調理論:CoordinationTheory共享依賴關系(ShareorCompetitiveResource):Managingsharedresources。Organizationscompeteforlimitedresources.InterorganizationalCoordination企業間協調
等級與市場協調結構(HierarchicalandMarketCoordinationStructure).Itisatanabstractlevel.Itcanbeviewedasacollectionofelementsandthesetofrelationshipsthatconnecttheseelements.Inaninterorganizationalcoordinationstructure,theelementsaretheorganizationsandtherelationshipsarecoordinationrelated.InterorganizationalCoordination企業間協調
等級與市場協調結構(HierarchicalandMarketCoordinationStructure).
Hierarchicalcoordinationstructure.Itischaracterizedbylonglastingrelationshipsbetweenorganizations:oneorganizationhascontrolovertheotherorganizations;withfixedrulesofbehavior;andclearauthorityrelationships.StrategiccoordinationhappensforallcustomerordercollectivelyOperationalcoordinationhappensforeachcustomerorder;Itmainlyreliesonauthorities.InterorganizationalCoordination企業間協調
等級與市場協調結構(HierarchicalandMarketCoordinationStructure).
Marketcoordinationstructure.Itcoordinatesviabiddingandpricingsystems.Organizationshavetobuildarelationshipforeachnewcustomerorder;Organizationsarefullyautonomousandmakedecisionthemselves;Strategiccoordinationexistsoneachcustomerorder;Operationalcoordinationfollowseachstrategiccoordination;Itmainlyreliesonprices.InterorganizationalCoordination企業間協調
等級與市場協調結構(HierarchicalandMarketCoordinationStructure).
InterorganizationalCoordination企業間協調
非集中化與集中化協調結構(DecentralizationandCentralizationCoordinationStructure).DecentralizedCoordinationStructure.Allbuyerscancontactallsellersbynegotiatingfortransactions.CentralizedCoordinationStructure.Abrokerasaintermediateagencyconnectsbuyersandsellerstodothetransactions.Buyersandsellersnegotiateindirectlythroughabroker.thebrokeroperatesonbehalfofagroupofbuyers;thebrokeroperatesonbehalfofagroupofsellers;thebrokeroperatesonbehalfofabuyer;thebrokeroperatesonbehalfofaseller;thebrokeroperatesonbehalfofbothbuyersandsellers.InterorganizationalCoordination企業間協調
非集中化與集中化協調結構(DecentralizationandCentralizationCoordinationStructure).InterorganizationalCoordination企業間協調
非集中化與集中化協調結構(DecentralizationandCentralizationCoordinationStructure).InterorganizationalCoordination企業間協調
非集中化與集中化協調結構(DecentralizationandCentralizationCoordinationStructure).InterorganizationalCoordination企業間協調
主導型和中介型協調結構(DominatedandNeutralCoordinationStructure).DominatedCoordinationStructure.Oneorganizationsetsthepricesandrules;otherstakethepricesandrules.NeutralCoordinationStructure.Itenablesorganizationstointroducetheirpricesandrulesandtonegotiatethemamongeachother.Itismuchsimilartoadecentralizedstructurewithabroker.InterorganizationalCoordination企業間協調
主導型和中介型協調結構(DominatedandNeutralCoordinationStructure).InterorganizationalCoordination企業間協調
主導型和中介型協調結構(DominatedandNeutralCoordinationStructure).InterorganizationalCoordination企業間協調
參與協調的參與者數目(NumberofparticipantsintheCoordination).Thenumberofbuyersorsellersthattakepartinthecoordinationandcanwarybetweenoneorganizationandthetotalnumberofbuyersandsellersinthenetwork.Aparticipantmaybuyorsellsomething.Theselectingparticipantistheorganizationthatwantstosellsomethingorthatwantsbuysomething.Theselectedparticipantistheorganizationthatiscontactedfortheirbuyingorselling.Themoreparticipantsthattakepartinthestrategiccoordinationphases,thebettersupplyanddemandcanbecoordinated.Thenumberwouldbenotequalindifferentphasesofstrategicandoperationalcoordination.
InterorganizationalCoordination企業間協調
Transactioncoststheory:ItiswidelybelievedthattheuseofICTenablespeopletochangecoordination:moreeffectiveandmoreefficientcoordinationprocesses,newcoordinationstructures.Williamsonclaimsthatcostscomefromtwosources:ProductionCosts.Theyaretheresultsoftheflowofmaterials,producingandsupplyingproductsandservicesbythedeploymentofsources.lowproductioncostsinthecaseofMarketCoordinationStructure.信息和通信技術的影響TheImpactofICT
Transactioncoststheory:CoordinationCosts.Theyareassociatedwiththeneedforessentialinformationtocarryoutthetransaction.lowcoordinationcostsinthecaseofhierarchyCoordinationStructure.ICTcanlowercoordinationcosts,thismayleadtoanoverallshifttowardssmallerfirmsandproportionallyextrauseofmarkets.TheuseofICTcanincreasethecomplexityofcoordination:Morecoordinationprocessesareused;Moreorganizationsareinvolved;Morecommunicationactivities;Moreinformationtobetakenintoaccountwhenmakingadecision;Introducinganintermediarycandealwiththecomplexity.信息和通信技術的影響TheImpactofICT
UseofICTimpactsoncoordinationstructures:UseofICTchangescoordinationstructurestobemorecentralized.Indecentralizedstructurecoordination,themaximumcommunicationnumber=mn;Inonebrokercentralizedstructurecoordination,themaximumcommunicationnumber=m+n;這里:當m>1,n>1,k=1時,mn–(m+n)=(m-1)(n-1)>=1Inkbrokercentralizedstructurecoordination,themaximumcommunicationnumber=k(m+n);當m>k,n>k,k>0時,mn–k(m+n)=(m-k)(n-k)>=kDecentralizedstructureneedsmorecommunicationsthancentralizedstructure.信息和通信技術的影響TheImpactofICT
UseofICTisnotexpectedtoinfluencetheaspectofdominatedversusneutral.Adominatedstructurewillstaydominated;Aneutralstructurewillstayneutral,butByreducingcoordinationcostsICTwillimprovetheefficiencyofaneutralcoordinationstructure;ICTwillreducetheprofitoftheparticipantselectedbecauseoftheincreasedcompetitionamongtheparticipantsselected.ItisimpossibletoavoidtheusageofICT.信息和通信技術的影響TheImpactofICT
UseofICTisnotexpectedtoinfluencetheaspectofdominatedversusneutral.Bakossuggeststhreestrategiestobeusedbyparticipantsselectedtominimizethenegativeeffect:Emphasizingserviceoverpriceinformation,Makingitincreasinglydifficulttocomparethepriceofalternativeofferings;Increasingthedifferentiationofofferings.信息和通信技術的影響TheImpactofICT
UseofICTenablesthenumberofparticipantsduringstrategiccoordinationphaseincrease.TheuseofICTcanfacilitateanincreaseinthenumberoforganizations.Thenumberoforganizationscontactedwillincrease.Itwillincreaseduringstrategiccoordinationphase;Noguaranteethatthenumberoforganizationswithwhichanagreementissettledduringtheoperationalcoordinationlevelwillincrease.
信息和通信技術的影響TheImpactofICT
UseofICTenablesthenumberofparticipantsduringstrategiccoordinationphaseincrease.thenumberoforganizationsdependson:coordinationcosts;amountofrelationspecificinvestments;quality,trustandflexibility;Increasingthedifferentiationofofferings.信息和通信技術的影響TheImpactofICT
UseofICTcaninfluencethedurationofagreementsTobuildarelationshipwithanorganizationrequiressomeinvestments.Iftheinvestmentsarehigh,itisnotprofitabletodothisoverandoveragainforeveryorder;Longtermagreementsaresettledinwhichthegoodsandservicesaresuppliedmorethanonce.ICTstandardizationwilllowertheinvestments.Thismayleadtoshorttermagreements.信息和通信技術的影響TheImpactofICT
Homogeneity.Whendistinguishgoodsandservicesfromeachother,weneeddocomparisons.Factors,suchasprice,size,weight,amount,quality,responsiveness,flexibility,definethepreferenceprofileonbothbuyersandsellers.whenmoreandmorefactorsarerequired,acentralizedbrokermayuseful,andthelongertherelationshipswilllast,thelowerthenumberofparticipants;themoretimemaybeconsumed;themoreerrorsmaybemade.whenafewfactorsarerequired,adecentralizedstructureareused;AspectsInfluencingInterorganizationalCoordination
Specificity.Itindicatesthedegreetowhichtherelationshipsbetweenabuyerandasellerwillproduceassetthatisdedicatedtoaspecialpurposewithpooralternativeuse.Williamsonidentifydifferenttypesofspecificities:Physicalassetspecificity,suchasspecializedequipment;Human-capitalspecificity,suchasspecialistorexperts;Sitespecificity,suchasconvenientforbuyersorsellers,minimizedinventoryandtransportexpenditure;Assetspecificity,suchasinvestmentsforsellingasignificantamountofproducttoaparticularcustomer;Ifthedegreeofthespecificityishigh,thebuyerorsellershouldadopttheminimumfeasiblenumberofsellersorbuyers.
AspectsInfluencingInterorganizationalCoordination
TimePressure.Itexistsforallgoodsandservicesbecauseofthelimitationoftheresources.Itcanbedifferentamongdifferentgoodsandservices.Mostgoodscanbestoredbuthardlyunderanytimepressure;however,theymustbesoldwithinalimitedperiod;Servicesarehardstored;theymustbesoldbeforecarryingout;Ifnotimepressure,alargeamountofsellersorbuyerscouldbecontacted;however,iftimepressureexisted,tocontactalargeofsellersandbuyerswouldbeimpossible;Thenumberofparticipantsisrestrictedbytimepressure;Thedurationofagreementsislimitedbytimepressure;TimepressurewillleadtotheuseofICT;Whentimepressureishigh,negotiationswillbemore.AspectsInfluencingInterorganizationalCoordination
Value.Goodsandservicescanhavehighvaluefororganizations.Trustisveryimportantwhenassessvaluesofgoodsandservices;Sellersorbuyerarepreferredtoonlyafewparticipantsandlonglastingrelationshipstobuildarelationshipoftrust.AspectsInfluencingInterorganizationalCoordination
Frequency.Itreferstohowoftenagoodorserviceisrequired,eitheroccasionallyorrecurrently(周期性重復發生).Frequencyhasinfluencetothedurationofagreements;Frequencyhasinfluencetothenumberofparticipants;Thegreaterthefrequency,thebetterlongtermcontractswithonlyafewparticipantsbecauseitwouldbetoocostlyifcontractedeachtime.AspectsInfluencingInterorganizationalCoordination
Uncertainty.Referstothedifferencebetweentheinformationathandandtheinformationneededtomakeadecision.Uncertaintyhappensbecauseofthechangesofenvironmentandvarietyofcompetitors;Becauseofunpredictablemarketandnetwork;Noguaranteethatsupplierswillperformasagreed;Improveinformationprocessesandreducetheneedforinformationcandecreasetheprobabilityofuncertainty.
AspectsInfluencingInterorganizationalCoordination
TheImpactofICTonInterorganizationalCoordinationforContainerTransport
RotterdamPortCurrentStructureSituationInlandcontainertransportisthetransportbetweenaportandaplaceinthehinterland.Manyorganizationsareinvolvedwithdifferentinterests,culturesandbusinesses.Coordinationisimportantintheinlandcontainertransport.ThelevelofICTuseisnothigh.TheportofRotterdamistakenasanexampleinwhichinformationwascollectedfrom45organizations.
ICT對集裝箱運輸業企業間協調的影響
ICT對集裝箱運輸業企業間協調的影響
Thecoordinationstructure.Therearefouraspects:Neithercentralizednordecentralizedcoordinationstructureisthere;alltypesofstructurescanbefoundinpractice.
Thereisneutralcoordinationstructure.Pricesandrulesarecontentsofnegotiations.Fewdominatedstructure.Thenumberofparticipantspotentiallyquitehigh.Longtermagreementsbetweenparticipants.ICT對集裝箱運輸業企業間協調的影響
Thecoordinationstructure.Therearefouraspects:ICT對集裝箱運輸業企業間協調的影響
ThechangesthatuseofICTcanbringabout.Mostinformationisavailableonpaperorintheheadofpersonsininlandcontainertransport;WWWwebsiteshaveoccurredtoshowgeneralbusinessinformation;Fax,telephone,face-to-facemeetingsaremostusedcommunicationtools;Decisionsaremadeintheheadoronthebackofenvelop;ICTusecannotchangeneutralstructureintoadominatedorviceversa.ICT對集裝箱運輸業企業間協調的影響
Aspectsthatinfluencecoordinationstructureininlandcontainertransport:Homogeneity.Homogeneityoftransportserviceisquitelow;Originanddestinationinfluencepricesoftransportservices;Goodsandservices’type,weight,departureandarrivaltimes,transportmode,reliability,administrativeandphysicalcomplexity,environmentandextraserviceareinfluencefactors.ICT對集裝箱運輸業企業間協調的影響
Specificity.Relationshipsininlandcontainertransportdorequirehardlyanyrelationshipspecificinvestments,inphysicalassets;Containersarestandardizedsonospecialequipmentsinvestmentarerequired;AtthebeginningofusingICTtherequirementsarespecific,butthestandardizedprocesseswillremovethisspecificities.ICT對集裝箱運輸業企業間協調的影響
Timepressure.Timepressureininlandcontainertransportisquitehigh;Atransportservicecannotbestoredforlateruse;Atransportserviceisrequiredtobecarriedoutataspecificpointintime;ICT對集裝箱運輸業企業間協調的影響
Value.Thevalueofatransportserviceininlandcontainertransportdependsonthetypeofgoods;Highvaluetransportservicesarerelatedtocriticalpurchases;Lowvaluetransportservicesarealsothere.ICT對集裝箱運輸業企業間協調的影響
Frequency.Occasionaltransportofcontainersdohappen;butitisrarely;Mosttransporthasarecurringnature;Thefrequencyoftransactionsininlandcontainertransportisquitehigh.ICT對集裝箱運輸業企業間協調的影響
Uncertainty.Economictrendsareunknown;Itisdifficulttopredicttheflowofgoodsinbothsizeanddirection;Itisunknowninadvancewhenatransportrequesterwillhaveacontainerreadytobetransported;Itisunknowninadvancehowmanycontainersthetransportrequesterisgoingtotransport;ICT對集裝箱運輸業企業間協調的影響
ICT對集裝箱運輸業企業間協調的影響
ICT對集裝箱運輸業企業間協調的影響
UsingICTsupport,moreinformationcanbeprocessedfaultlesslyinashorterperiodoftime.itbecomeseasiertodealwithlowhomogeneity;itbecomeseasiertodealswithhightimepressure;itbecomeseasiertodealswithhighfrequency;increasepossibilitiesformoreparticipantsandshorteragreements;info
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