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Journal articles on the topic 'Inter-organizational systems'

Author: Grafiati

Published: 4 June 2021

Last updated: 18 February 2022

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1

Goethals, Frank G., Monique Snoeck, and Wilfried Lemahieu. "Options in inter-organizational systems integration." Systèmes d'information & management 16, no. 3 (2011): 81. http://dx.doi.org/10.3917/sim.113.0081.

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van der Linden, Helma, Dipak Kalra, Arie Hasman, and Jan Talmon. "Inter-organizational future proof EHR systems." International Journal of Medical Informatics 78, no. 3 (March 2009): 141–60. http://dx.doi.org/10.1016/j.ijmedinf.2008.06.013.

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3

Groiss, Herbert, and Johann Eder. "Workflow systems for inter-organizational business processes." ACM SIGGROUP Bulletin 18, no. 3 (December 1997): 23–26. http://dx.doi.org/10.1145/270832.270837.

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4

Hee Shin, Dong. "Distributed inter‐organizational systems and innovation processes." Internet Research 16, no. 5 (October 2006): 553–72. http://dx.doi.org/10.1108/10662240610711012.

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5

Suomi, Reima. "Inter-organizational information systems as company resources." Information & Management 15, no. 2 (January 1988): 105–12. http://dx.doi.org/10.1016/0378-7206(88)90041-9.

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6

Phuaphanthong, Thayanan, Tung Bui, and Somnuk Keretho. "Harnessing Interagency Collaboration in Inter-Organizational Systems Development." International Journal of Electronic Government Research 6, no. 3 (July 2010): 42–56. http://dx.doi.org/10.4018/jegr.2010070104.

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In spite of the increasing need for building interagency systems, the literature on effective inter-organizational collaboration is practically inexistent, both from the methodological and practical perspectives. Using an action research approach, this paper reports the findings of a four-year long action research that seeks to identify critical success factors for establishing and maintaining interagency collaboration in a large-scale inter-organizational system development project. The findings were drawn from direct experiences during the implementation of the cross-border internet-based system for trade and transport facilitation in Thailand, which required an involvement of more than 40 governmental and business stakeholders. This paper suggests a stepwise approach for the establishment and maintenance of interagency collaboration, and derives methodological and practical implications from this large-scale experience.

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7

Suomi, Reima. "Inter-organizational information systems in the insurance industry." Information Services & Use 8, no. 5-6 (September 1, 1988): 217–28. http://dx.doi.org/10.3233/isu-1988-85-602.

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8

Leu, Jun-Der, Yu-Tsung Huang, and Li-Ting Huang. "Effectiveness of Inter-Organizational Systems in Global Manufacturing." International Journal of Strategic Decision Sciences 2, no. 1 (January 2011): 28–43. http://dx.doi.org/10.4018/jsds.2011010102.

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Enterprise Information Systems, such as Enterprise Resource Planning (ERP) systems, have been applied to integrate business processes within a global manufacturing enterprise. Recently, the inter-organizational systems are applied to assist in business data sharing and collaboration among enterprises based on the ERP application. However, their resource requirements and failure rates are high, and many enterprises are concerned about the Business-to-Business (B2B) effectiveness. In this research, the authors study global manufacturing enterprises, which developed their B2B systems with Taiwanese government sponsorship successfully. B2B effectiveness is evaluated through operational efficiency and profitability, while the business scale, Electronic Data Interchange (EDI) induced supplier numbers, and application scope are considered influencing factors. After the evidence of multiple regression models and non-parametric statistic testing, the results show that only the application scope has a significant impact on profitability. The authors discuss these results from the perspective of enterprise integration as well as the system application scope and give suggestions to global manufacturing enterprises that want to apply inter-organizational systems.

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Korbi, Fadia Bahri. "Adopting inter-organizational information systems in asymmetrical partnerships." Systèmes d'information & management 24, no. 2 (2019): 85. http://dx.doi.org/10.3917/sim.192.0085.

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10

Al-Busaidi, Kamla Ali, and Lorne Olfman. "Knowledge sharing through inter-organizational knowledge sharing systems." VINE Journal of Information and Knowledge Management Systems 47, no. 1 (February 13, 2017): 110–36. http://dx.doi.org/10.1108/vjikms-05-2016-0019.

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Purpose Inter-organizational knowledge sharing systems (IOKSS) are crucial for scientific, social and economic development especially in knowledge-intensive sectors. Knowledge sharing processes and systems will not only be challenged by individual and organizational factors but also by social, technical and political inter-organizational factors. This paper aims to investigate the impact of knowledge worker, peer, IOKSS, organization and sector factors on knowledge workers’ intention to share knowledge through IOKSS. Knowledge workers are the key stakeholders that enable the survival of IOKSS. Design/methodology/approach Data were collected, through a questionnaire, from knowledge workers in the education and the health sectors. Findings This study found that the human factors (related to knowledge workers and their peers) have significant direct impact on intention to share knowledge through IOKSS. Other factors, such as IOKSS system, organization and sector factors showed indirect impacts on knowledge workers’ intention to share knowledge through IOKSS. Such investigation can be very valuable for developing countries as technological innovations such as IOKSS can be crucial for training and building human resources, and national knowledge management. Originality/value Little is empirically known about the enablers of sharing knowledge in systems that connect organizations in horizontal linkage in a specific sector or industry. The study also adds value to under investigated region.

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11

Pfohl, Hans‐Christian, and Hans Peter Buse. "Inter‐organizational logistics systems in flexible production networks." International Journal of Physical Distribution & Logistics Management 30, no. 5 (June 2000): 388–408. http://dx.doi.org/10.1108/09600030010336153.

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12

Suomi, Reima. "On the concept of inter-organizational information systems." Journal of Strategic Information Systems 1, no. 2 (March 1992): 93–100. http://dx.doi.org/10.1016/0963-8687(92)90006-i.

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13

Helin, Ari. "Inter-Organizational IT Governance Research." International Journal of IT/Business Alignment and Governance 10, no. 1 (January 2019): 40–54. http://dx.doi.org/10.4018/ijitbag.2019010103.

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The current operational environment for organizations is changing, which has effects on IT functions and IT activities. Various forms of networks, collaborations, and alliances are operational models, which organizations are using to an increasing extent. This reality has brought with it a need for improved IT governance (ITG). ITG research for inter-organizational arrangements will be needed. In the research, the target is to identify the current state of the inter-organizational ITG research among the information systems (IS) domain. The literature review covers academic articles and conference proceedings during this millennium. The findings of the current literature review reveal that interest towards ITG research is still quite limited. The future view of inter-organizational ITG research is quite clear: more research will be needed in the inter-organizational area, which is the current playground for several organizations today.

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14

kim kyu chul and Jong-min Choe. "The Effects of Inter－organizational Cost Management and Inter－organizational Relationship Control Systems on Supply－chain Performance." Korea International Accounting Review ll, no. 73 (June 2017): 73–100. http://dx.doi.org/10.21073/kiar.2017..73.004.

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15

Ang, Sheng, Pei Liu, and Feng Yang. "Intra-Organizational and inter-organizational resource allocation in two-stage network systems." Omega 91 (March 2020): 102009. http://dx.doi.org/10.1016/j.omega.2018.11.018.

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16

Klein, S. "The configuration of inter-organizational relations." European Journal of Information Systems 5, no. 2 (June 1996): 92–102. http://dx.doi.org/10.1057/ejis.1996.16.

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17

Boonstra, Albert, and Jan de Vries. "Managing stakeholders around inter-organizational systems: A diagnostic approach." Journal of Strategic Information Systems 17, no. 3 (September 2008): 190–201. http://dx.doi.org/10.1016/j.jsis.2008.04.001.

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18

Lyytinen, Kalle, and Jan Damsgaard. "Inter-organizational information systems adoption – a configuration analysis approach." European Journal of Information Systems 20, no. 5 (September 2011): 496–509. http://dx.doi.org/10.1057/ejis.2010.71.

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19

Chen, Jin, Liang Tong, and Eric W. T. Ngai. "Inter‐organizational knowledge management in complex products and systems." Journal of Technology Management in China 2, no. 2 (June 5, 2007): 134–44. http://dx.doi.org/10.1108/17468770710756077.

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20

Guang Qu, Wen, and Zhongming Wang. "Impact of experience on open inter‐organizational systems adoption." Industrial Management & Data Systems 111, no. 3 (March 22, 2011): 432–47. http://dx.doi.org/10.1108/02635571111118297.

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21

Awad, Mamoun, Latifur Khan, and Bhavani Thuraisingham. "Policy Enforcement System for Inter-Organizational Data Sharing." International Journal of Information Security and Privacy 4, no. 3 (July 2010): 22–39. http://dx.doi.org/10.4018/jisp.2010070102.

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Sharing data among organizations plays an important role in security and data mining. In this paper, the authors describe a Data Sharing Miner and Analyzer (DASMA) system that simulates data sharing among N organizations. Each organization has its own enforced policy. The N organizations share their data based on trusted third party. The system collects the released data from each organization, processes it, mines it, and analyzes the results. Sharing in DASMA is based on trusted third parties. However, organizations may encode some attributes, for example. Each organization has its own policy represented in XML format. This policy states what attributes can be released, encoded, and randomized. DASMA processes the data set and collects the data, combines it, and prepares it for mining. After mining, a statistical report is produced stating the similarities between mining with data sharing and mining without sharing. The authors test, apply data sharing, enforce policy, and analyze the results of two separate datasets in different domains. The results indicate a fluctuation on the amount of information loss using different releasing factors.

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22

Vangen, Siv, John Paul Hayes, and Chris Cornforth. "Governing Cross-Sector, Inter-Organizational Collaborations." Public Management Review 17, no. 9 (April 4, 2014): 1237–60. http://dx.doi.org/10.1080/14719037.2014.903658.

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23

Kumar, Muneesh, and Mamta Sareen. "Trust and Technology in Inter-Organizational Business Relations." International Journal of Information Communication Technologies and Human Development 1, no. 4 (October 2009): 40–57. http://dx.doi.org/10.4018/jicthd.2009091504.

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The emergence of inter-organizational system has facilitated easy and fast flow of information among the trading partners. This has affected the business relations among the trading parties involved. Though the inter-organizational systems have helped a lot in improving the business relations, the vulnerability and the virtual environment of such systems raise the issues of trust that may affect the long-term business relations. This article makes an attempt to empirically examine the relationship between the levels of assurance with regard to deployment and implementation of relevant technology tools in addressing the identified technologyrelated trust issues and ultimately enhancing the perceived level of trust in inter-organizational business relations. The empirical evidence presented in this article is based on a survey of 106 Indian companies using inter-organizational systems for managing their business relations.

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24

HEXMOOR, HENRY, SETH WILSON, and SANDEEP BHATTARAM. "A theoretical inter-organizational trust-based security model." Knowledge Engineering Review 21, no. 2 (June 2006): 127–61. http://dx.doi.org/10.1017/s0269888906000932.

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This work examines the interplay of inter-personal and inter-organizational trust, two distinct but related concepts, through a theoretic inter-organizational trust-based security model for a multi-agent system information-sharing community. A calculus that mathematically models trust building at the inter-organizational level is at the heart of this model. In inter-organizational or inter-firm exchange, the role of the boundary spanner, an organizational representative, is important in reducing asymmetries that may exist between the two parties. Trust is a crucial component to the dyadic interaction at the inter-personal or boundary spanner level, and the trust established at this level also affects the overall quality of the relationship at the inter-organizational level. Trust, as an aspect of social control, is thus viewed as a more effective mechanism for security in an open, distributed system, like an information-sharing community. The inter-organizational trust-based security model proposed herein represents a soft security approach. It affords several important benefits over traditional hard security mechanisms used in open systems — robustness, scalability, and adaptability. The inter-organizational trust-based model is an important contribution to the computational security community, as other open systems applications of a distributed or pervasive nature could adapt it and realize its benefits. It is also one of a few attempts to model trust building at either the inter-organizational or inter-personal level.

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25

Albani, Antonia, and Jan L. G. Dietz. "Current trends in modeling inter‐organizational cooperation." Journal of Enterprise Information Management 22, no. 3 (April 17, 2009): 275–97. http://dx.doi.org/10.1108/17410390910949724.

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26

Swanson, Scott R., Scott W. Kelley, and Michael J. DorschM. "Inter-Organizational Ethical Perceptions and Buyer-Seller Relationships." Journal of Business-to-Business Marketing 4, no. 2 (March 25, 1998): 3–31. http://dx.doi.org/10.1300/j033v04n02_02.

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27

Atluri, Vijayalakshmi, Soon Ae Chun, Ravi Mukkamala, and Pietro Mazzoleni. "A decentralized execution model for inter-organizational workflows." Distributed and Parallel Databases 22, no. 1 (May 11, 2007): 55–83. http://dx.doi.org/10.1007/s10619-007-7012-1.

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28

Köpke, Julius, Marco Franceschetti, and Johann Eder. "Optimizing data-flow implementations for inter-organizational processes." Distributed and Parallel Databases 37, no. 4 (October 10, 2018): 651–95. http://dx.doi.org/10.1007/s10619-018-7251-3.

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29

Wasesa, Meditya, Andries Stam, and Eric van Heck. "Investigating agent-based inter-organizational systems and business network performance." Journal of Enterprise Information Management 30, no. 2 (March 6, 2017): 226–43. http://dx.doi.org/10.1108/jeim-07-2015-0069.

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Purpose From the theoretical perspectives of both multi-agent systems and smart business networks, empirical studies analyzing agent-based inter-organizational systems (ABIOS) in a real-life business setting are rare. The purpose of this paper is to investigate the impact of ABIOS on the performance of business networks. Design/methodology/approach This study presents a theoretical conceptual model portraying the influence of ABIOS on clients’ coordination structure and information architecture; and the impact of those structural alterations on business network performance in terms of the coordination, agility, and informational performances. To validate the model, a cross-case analysis was conducted in three logistics cases, namely, warehousing, freight forwarding, and intermodal transportation. Findings The application of ABIOS requires adjustments to the information architecture or the coordination structure, or both. Subsequently, those structural adjustments will stimulate improvements in the coordination, agility, and informational performances. Research limitations/implications The assessment of the clients’ performance improvement is done at the company level not at an aggregate network level. Moreover, the study only covers cases from the logistics sector. Practical implications This study explains the structural consequences of ABIOS applications. The adoption of an inter-organizational system is a strategic decision that requires support from multi-stakeholders. While the applications of ABIOS can offer performance improvement opportunities, adjustments must be made to the existing coordination structure or the information architecture, or both. Originality/value This study contributes to the smart business network literature and the ABIOS literature by presenting a validated conceptual model explaining the interplay among ABIOS, the coordination structure, informational structure, and business network performance, namely, the coordination, agility, and informational performances.

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30

Akkermans, Henk. "Renga: a systems approach to facilitating inter-organizational network development." System Dynamics Review 17, no. 3 (2001): 179–93. http://dx.doi.org/10.1002/sdr.215.

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31

Carlsson, Sven A. "Knowledge managing and knowledge management systems in inter-organizational networks." Knowledge and Process Management 10, no. 3 (2003): 194–206. http://dx.doi.org/10.1002/kpm.179.

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32

Gogan, Janis L., Ryan J. Baxter, Monica J. Garfield, and Catherine Usoff. "Pilot-Testing Inter-Organizational Systems to Reveal Relational Feasibility Issues." Engineering Management Journal 23, no. 3 (September 2011): 22–25. http://dx.doi.org/10.1080/10429247.2011.11431904.

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Hu, Daning, Sherry X. Sun, J. Leon Zhao, and Xinlei Zhao. "Strategic choices of inter-organizational information systems: A network perspective." Information Systems Frontiers 13, no. 5 (June 10, 2010): 681–92. http://dx.doi.org/10.1007/s10796-010-9245-1.

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34

Boonstra, Albert, and Jan de Vries. "Analyzing inter-organizational systems from a power and interest perspective." International Journal of Information Management 25, no. 6 (December 2005): 485–501. http://dx.doi.org/10.1016/j.ijinfomgt.2005.08.006.

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Cavaye, Angèle L. M. "Participation in the Development of Inter-Organizational Systems Involving users outside the Organization." Journal of Information Technology 10, no. 3 (September 1995): 135–47. http://dx.doi.org/10.1177/026839629501000302.

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User participation is usually discussed in the context of internal systems. This study places participation in an inter-organizational context where the intended users are outside the sponsoring organization. This paper uses case evidence to investigate whether factors identified in the user participation literature as contingency factors for participation are also associated with participation in the development of inter-organizational systems. It was found that previously identified factors are not predictors of participation or non-participation in the inter-organizational context. Instead, the case evidence suggests that the underlying reason for development of such systems was associated with participation or non-participation by intended users from outside the sponsoring organization.

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36

Rajaguru, Rajesh, and Margaret Jekanyika Matanda. "Effects of inter-organizational compatibility on supply chain capabilities: Exploring the mediating role of inter-organizational information systems (IOIS) integration." Industrial Marketing Management 42, no. 4 (May 2013): 620–32. http://dx.doi.org/10.1016/j.indmarman.2012.09.002.

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37

Conteh, Charles. "Strategic Inter-Organizational Cooperation in Complex Environments." Public Management Review 15, no. 4 (June 22, 2012): 501–21. http://dx.doi.org/10.1080/14719037.2012.674424.

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38

Yaokumah, Winfred, and Eric Saviour Aryee Okai. "Inter-Organizational Study of Access Control Security Measures." International Journal of Technology and Human Interaction 14, no. 1 (January 2018): 60–79. http://dx.doi.org/10.4018/ijthi.2018010104.

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This study assesses the level of implementation and management of access control security measures among organizations. A survey was conducted and 233 responses were received from 56 organizations drawn from 5 major industry sectors of Ghana. This study focuses on the four access control clauses, namely access control policy, user access management, user responsibility and accountability, and system and application access control, which were adopted from ISO/IEC27002 international information systems security management standard. Overall, the results show that the organizations' level of implementation and management of access control measures were approximately 66.6% (Level 3 - well defined), indicating that access control measures were documented, approved, and implemented organization-wide. Moreover, the results show significant differences in the implementation and management of access control measures among the organizations. For all the access control measures, the financial and health care institutions outperform educational institutions and government public services.

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39

NORTA, ALEX, and PAUL GREFEN. "DISCOVERING PATTERNS FOR INTER-ORGANIZATIONAL BUSINESS PROCESS COLLABORATION." International Journal of Cooperative Information Systems 16, no. 03n04 (September 2007): 507–44. http://dx.doi.org/10.1142/s0218843007001664.

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In the area of business-to-business (B2B) collaboration for manufacturing, original equipment manufacturers (OEMs) are confronted with the problem of spending considerable time and effort on coordinating suppliers across multiple tiers of their supply chain. In tightly integrated supply chains, the failure of providing services and goods on time leads to interruptions of the overall production and subsequently results in customer dissatisfaction. This paper proposes the concept of electronic Sourcing eSourcing as a consolidating approach for improving the coordination of service provision across several tiers of a supply chain. eSourcing allows for the harmonization of heterogenous system environments of collaborating parties without requiring a total disclosure of internal business details to the counterpart. Furthermore, with tool support in eSourcing, it is possible to verify the correct termination of processes and the contractual adherence of service provision without imposing fixed standardized routing. In this paper features of the eSourcing concept are analyzed in a pattern-based way. This paper pursues an analysis of eSourcing patterns in a top-down way for constructing collaboration configurations. The discovered and specified eSourcing construction patterns of this paper are instrumental in the EU-FP6 project CrossWork for conducting case studies with industry partners from the automobile industry.

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40

Pouloudi, A., and E. A. Whitley. "Stakeholder identification in inter-organizational systems: gaining insights for drug use management systems." European Journal of Information Systems 6, no. 1 (1997): 1–14. http://dx.doi.org/10.1038/sj.ejis.3000252.

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41

Pouloudi, A., and E. A. Whitley. "Stakeholder identification in inter-organizational systems: gaining insights for drug use management systems." European Journal of Information Systems 6, no. 1 (March 1997): 1–14. http://dx.doi.org/10.1057/palgrave.ejis.3000252.

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42

Rothemund, M. "Modelling Medical Organizational Systems with Nets." Methods of Information in Medicine 25, no. 02 (April 1986): 87–100. http://dx.doi.org/10.1055/s-0038-1635452.

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SummaryIn the medical area problems exist in documentation, in inter-personnel communication, in planning and consistently structuring medical organizational systems over the course of time. One possibility to moderate these problems seems to be the use of formal descriptive methods. Nets are selected as flexible tools fulfilling the demands made on such descriptive methods. In this article I suggest a technique for modelling medical organizational systems which is based on place/transition nets and predicate/transition nets.

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43

Gil-Garcia, J. Ramon, Theresa A. Pardo, and Djoko Sigit Sayogo. "From bureaucratic machines to inter-organizational networks." Transforming Government: People, Process and Policy 10, no. 4 (October 17, 2016): 568–90. http://dx.doi.org/10.1108/tg-02-2016-0011.

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Purpose This paper aims to argue that the structure of the response to the World Trade Center (WTC) crisis can be characterized as an inter-organizational network and the majority of the activities can be identified as network management. Design/methodology/approach Using a mixed-method research strategy encompassing in-depth interviews and a sociometric survey, the authors characterize the response as an inter-organizational network and describe significant factors that facilitate the effective functioning and management of an emergency response. Findings The results provide empirical support for the claim that the management of the WTC response was very different from normal government operations in many respects. However, it was also found that complete detachment of the network-form of organization from bureaucratic hierarchy is not always possible in an emergency response, particularly in terms of leadership and the availability of resources. Originality/value The authors argue that bureaucratic leadership exists in political layers and is sometimes needed to provide social value to the general public and promote their engagement. Finally, the authors found evidence that the effectiveness of networks in an emergency response is influenced by certain enabling conditions, such as the severity of events, and suggest some implications for government operations.

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44

Dussart, Aymeric, Benoit A. Aubert, and Michel Patry. "An Evaluation of Inter-Organizational Workflow Modelling Formalisms." Journal of Database Management 15, no. 2 (April 2004): 74–104. http://dx.doi.org/10.4018/jdm.2004040104.

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45

Khoruzhy, Lyudmila Ivanovna, Yury Nikolaevich Katkov, and Anastasiya Alekseevna Romanova. "Combining accounting practices to create an effective cost management system in the inter-organizational relationships of agro-entities." Buhuchet v sel'skom hozjajstve (Accounting in Agriculture), no. 4 (April 1, 2021): 15–29. http://dx.doi.org/10.33920/sel-11-2104-02.

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In the article, based on the theoretical analysis and study of accounting practices, a set of elements was formed for their use in the system of managing the costs of inter-organizational interaction of partners. The peculiarities of the combined system of calculation of the cost of agricultural products within the framework of inter-organizational cooperation, the existing accounting practices are described. Advantages of introduction and use of inter-organizational accounting and cost calculation system for efficient management of costs of inter-organizational cooperation of agro-entities have been identified. A system for managing the costs of inter-organizational cooperation in agro-industrial complex organizations has been developed and described. Possible problem areas are identified when introducing these calculation systems into the practical activities of agro-formations.

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46

Romero-Torres, Alejandro. "Asymmetry of stakeholders’ perceptions as an obstacle for collaboration in inter-organizational projects." International Journal of Managing Projects in Business 13, no. 3 (November 6, 2019): 467–82. http://dx.doi.org/10.1108/ijmpb-10-2018-0230.

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Purpose The purpose of this paper is to overlook influential factors associated with the collaboration itself, and to explore the effect of these factors on inter-organizational relationship. Design/methodology/approach This paper analyses two different technology projects requiring inter-organization collaboration for implementing medicine traceability: end-to-end verification system and e-pedigree. Based on a survey where 72 pharmaceutical organizations exposed their perceptions about each technological project, collaboration factors are identified. Findings This paper shows that pharmaceutical organizations in this study perceived differently the cost and benefits from traceability project. Organizations involved experience neither organizational nor technological proximity, impacting negatively collaboration in the inter-organizational project. Practical implications To strengthen collaboration, organization from different levels should consider how close they are each other, and this is at the geographic, organizational and technological level. Geographic proximity is defined as physical closeness, organizational proximity can be understood as the degree to which organizations are similar in interests and structure, and technological proximity concerns the similarity between the systems used to mediate communication and store information. Originality/value This paper presents empirical evidence on inter-organizational collaboration for industrial projects (i.e. implementing medicine traceability systems). It demonstrates proximity is a significant factor in producing inter-organizational collaboration success. Indeed, organizations experiencing proximity have a better knowledge of actors involved in the inter-organization project.

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47

K. Y. Leung, Nelson, Seung Hwan Kang, Sim Kim Lau, and Joshua Fan. "Ontology-based Collaborative Inter-organizational Knowledge Management Network." Interdisciplinary Journal of Information, Knowledge, and Management 4 (2009): 037–50. http://dx.doi.org/10.28945/699.

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48

van Baalen, P., R. Zuidwijk, and J. van Nunen. "Port Inter-Organizational Information Systems: Capabilities to Service Global Supply Chains." Foundations and Trends in Technology, Information and Operations Management 2, no. 2–;3 (2008): 81–241. http://dx.doi.org/10.1561/0200000008.

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49

Winch, Graham, and Carmine Bianchi. "Special Issue: Enhancing Sustainable Performance in Organizational and Inter-Institutional Systems." Systems 1, no. 2 (May 13, 2013): 29. http://dx.doi.org/10.3390/systems1020029.

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Kurnia, S., and R. B. Johnston. "The need for a processual view of inter-organizational systems adoption." Journal of Strategic Information Systems 9, no. 4 (December 2000): 295–319. http://dx.doi.org/10.1016/s0963-8687(00)00050-0.

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