信息通信技術(shù)對(duì)企業(yè)之間協(xié)調(diào)的影響

HughYan1<信息通訊技術(shù)對(duì)企業(yè)之間協(xié)調(diào)的影響>

---對(duì)該文的學(xué)習(xí)領(lǐng)會(huì)論文作者論文標(biāo)題：TheImpactofInformationandCommunicationTechnologyonInterorganizationalCoordination論文MarielledenHengstandHenkG.Sol,DelftUniversityofTechnology,FacultyofTechnology,PolicyandManagement發(fā)表時(shí)間：2001發(fā)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,,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(xié)調(diào)實(shí)際：Coordinationismanagingdependenciesbetweenactivities。Therearethreecategoriesofdependenciesthatmustbemanagedininterorganizationalrelationships:流程依賴關(guān)系〔Floworsequentialrelationships〕:Managingproducer-consumerrelationships.Operationalcoordination.Focusingonmanagingsequentialrelationshipsandflowofgoodsandservices.Ithappensduringtheexecutionofthecustomerorder.InterorganizationalCoordination企業(yè)間協(xié)調(diào)協(xié)調(diào)實(shí)際：CoordinationTheory共享依賴關(guān)系〔ShareorCompetitiveResource〕:Managingsharedresources。Organizationscompeteforlimitedresources.Strategiccoordination.Onetypeofinterorganizationalcoordination.Focusingonmanagingcompetitiveresource.Decisionsmustbemadeastowhatprocessareneededforthefulfillmentofacustomerorder?Whichorganizationsareselectedfortheexecutionoftheseprocesses?Chainbetweenorganizationscanbedetailedas:messages,sharedperformancerequirements,andproceduresareagreeandconflictsaresolved.Itisablueprintspecifyingamongothers.InterorganizationalCoordination企業(yè)間協(xié)調(diào)協(xié)調(diào)實(shí)際：CoordinationTheory共享依賴關(guān)系〔ShareorCompetitiveResource〕:Managingsharedresources。Organizationscompeteforlimitedresources.InterorganizationalCoordination企業(yè)間協(xié)調(diào)等級(jí)與市場(chǎng)協(xié)調(diào)構(gòu)造(HierarchicalandMarketCoordinationStructure).Itisatanabstractlevel.Itcanbeviewedasacollectionofelementsandthesetofrelationshipsthatconnecttheseelements.Inaninterorganizationalcoordinationstructure,theelementsaretheorganizationsandtherelationshipsarecoordinationrelated.InterorganizationalCoordination企業(yè)間協(xié)調(diào)等級(jí)與市場(chǎng)協(xié)調(diào)構(gòu)造(HierarchicalandMarketCoordinationStructure).Hierarchicalcoordinationstructure.Itischaracterizedbylonglastingrelationshipsbetweenorganizations:oneorganizationhascontrolovertheotherorganizations;withfixedrulesofbehavior;andclearauthorityrelationships.StrategiccoordinationhappensforallcustomerordercollectivelyOperationalcoordinationhappensforeachcustomerorder;Itmainlyreliesonauthorities.InterorganizationalCoordination企業(yè)間協(xié)調(diào)等級(jí)與市場(chǎng)協(xié)調(diào)構(gòu)造(HierarchicalandMarketCoordinationStructure).Marketcoordinationstructure.Itcoordinatesviabiddingandpricingsystems.Organizationshavetobuildarelationshipforeachnewcustomerorder;Organizationsarefullyautonomousandmakedecisionthemselves;Strategiccoordinationexistsoneachcustomerorder;Operationalcoordinationfollowseachstrategiccoordination;Itmainlyreliesonprices.InterorganizationalCoordination企業(yè)間協(xié)調(diào)等級(jí)與市場(chǎng)協(xié)調(diào)構(gòu)造(HierarchicalandMarketCoordinationStructure).InterorganizationalCoordination企業(yè)間協(xié)調(diào)非集中化與集中化協(xié)調(diào)構(gòu)造(DecentralizationandCentralizationCoordinationStructure).DecentralizedCoordinationStructure.Allbuyerscancontactallsellersbynegotiatingfortransactions.CentralizedCoordinationStructure.Abrokerasaintermediateagencyconnectsbuyersandsellerstodothetransactions.Buyersandsellersnegotiateindirectlythroughabroker.thebrokeroperatesonbehalfofagroupofbuyers;thebrokeroperatesonbehalfofagroupofsellers;thebrokeroperatesonbehalfofabuyer;thebrokeroperatesonbehalfofaseller;thebrokeroperatesonbehalfofbothbuyersandsellers.InterorganizationalCoordination企業(yè)間協(xié)調(diào)非集中化與集中化協(xié)調(diào)構(gòu)造(DecentralizationandCentralizationCoordinationStructure).InterorganizationalCoordination企業(yè)間協(xié)調(diào)非集中化與集中化協(xié)調(diào)構(gòu)造(DecentralizationandCentralizationCoordinationStructure).InterorganizationalCoordination企業(yè)間協(xié)調(diào)非集中化與集中化協(xié)調(diào)構(gòu)造(DecentralizationandCentralizationCoordinationStructure).InterorganizationalCoordination企業(yè)間協(xié)調(diào)主導(dǎo)型和中介型協(xié)調(diào)構(gòu)造(DominatedandNeutralCoordinationStructure).DominatedCoordinationStructure.Oneorganizationsetsthepricesandrules;otherstakethepricesandrules.NeutralCoordinationStructure.Itenablesorganizationstointroducetheirpricesandrulesandtonegotiatethemamongeachother.Itismuchsimilartoadecentralizedstructurewithabroker.InterorganizationalCoordination企業(yè)間協(xié)調(diào)主導(dǎo)型和中介型協(xié)調(diào)構(gòu)造(DominatedandNeutralCoordinationStructure).InterorganizationalCoordination企業(yè)間協(xié)調(diào)主導(dǎo)型和中介型協(xié)調(diào)構(gòu)造(DominatedandNeutralCoordinationStructure).InterorganizationalCoordination企業(yè)間協(xié)調(diào)參與協(xié)調(diào)的參與者數(shù)目(NumberofparticipantsintheCoordination).Thenumberofbuyersorsellersthattakepartinthecoordinationandcanwarybetweenoneorganizationandthetotalnumberofbuyersandsellersinthenetwork.Aparticipantmaybuyorsellsomething.Theselectingparticipantistheorganizationthatwantstosellsomethingorthatwantsbuysomething.Theselectedparticipantistheorganizationthatiscontactedfortheirbuyingorselling.Themoreparticipantsthattakepartinthestrategiccoordinationphases,thebettersupplyanddemandcanbecoordinated.Thenumberwouldbenotequalindifferentphasesofstrategicandoperationalcoordination.InterorganizationalCoordination企業(yè)間協(xié)調(diào)Transactioncoststheory:ItiswidelybelievedthattheuseofICTenablespeopletochangecoordination:moreeffectiveandmoreefficientcoordinationprocesses,newcoordinationstructures.Williamsonclaimsthatcostscomefromtwosources:ProductionCosts.Theyaretheresultsoftheflowofmaterials,producingandsupplyingproductsandservicesbythedeploymentofsources.lowproductioncostsinthecaseofMarketCoordinationStructure.信息和通訊技術(shù)的影響TheImpactofICTTransactioncoststheory:CoordinationCosts.Theyareassociatedwiththeneedforessentialinformationtocarryoutthetransaction.lowcoordinationcostsinthecaseofhierarchyCoordinationStructure.ICTcanlowercoordinationcosts,thismayleadtoanoverallshifttowardssmallerfirmsandproportionallyextrauseofmarkets.TheuseofICTcanincreasethecomplexityofcoordination:Morecoordinationprocessesareused;Moreorganizationsareinvolved;Morecommunicationactivities;Moreinformationtobetakenintoaccountwhenmakingadecision;Introducinganintermediarycandealwiththecomplexity.信息和通訊技術(shù)的影響TheImpactofICTUseofICTimpactsoncoordinationstructures:UseofICTchangescoordinationstructurestobemorecentralized.Indecentralizedstructurecoordination,themaximumcommunicationnumber=mn;Inonebrokercentralizedstructurecoordination,themaximumcommunicationnumber=m+n;這里：當(dāng)m>1,n>1,k=1時(shí)，mn–(m+n)=(m-1)(n-1)>=1Inkbrokercentralizedstructurecoordination,themaximumcommunicationnumber=k(m+n);當(dāng)m>k,n>k,k>0時(shí)，mn–k(m+n)=(m-k)(n-k)>=kDecentralizedstructureneedsmorecommunicationsthancentralizedstructure.信息和通訊技術(shù)的影響TheImpactofICTUseofICTisnotexpectedtoinfluencetheaspectofdominatedversusneutral.Adominatedstructurewillstaydominated;Aneutralstructurewillstayneutral,butByreducingcoordinationcostsICTwillimprovetheefficiencyofaneutralcoordinationstructure;ICTwillreducetheprofitoftheparticipantselectedbecauseoftheincreasedcompetitionamongtheparticipantsselected.ItisimpossibletoavoidtheusageofICT.信息和通訊技術(shù)的影響TheImpactofICTUseofICTisnotexpectedtoinfluencetheaspectofdominatedversusneutral.Bakossuggeststhreestrategiestobeusedbyparticipantsselectedtominimizethenegativeeffect:Emphasizingserviceoverpriceinformation,Makingitincreasinglydifficulttocomparethepriceofalternativeofferings;Increasingthedifferentiationofofferings.信息和通訊技術(shù)的影響TheImpactofICTUseofICTenablesthenumberofparticipantsduringstrategiccoordinationphaseincrease.TheuseofICTcanfacilitateanincreaseinthenumberoforganizations.Thenumberoforganizationscontactedwillincrease.Itwillincreaseduringstrategiccoordinationphase;Noguaranteethatthenumberoforganizationswithwhichanagreementissettledduringtheoperationalcoordinationlevelwillincrease.信息和通訊技術(shù)的影響TheImpactofICTUseofICTenablesthenumberofparticipantsduringstrategiccoordinationphaseincrease.thenumberoforganizationsdependson:coordinationcosts;amountofrelationspecificinvestments;quality,trustandflexibility;Increasingthedifferentiationofofferings.信息和通訊技術(shù)的影響TheImpactofICTUseofICTcaninfluencethedurationofagreementsTobuildarelationshipwithanorganizationrequiressomeinvestments.Iftheinvestmentsarehigh,itisnotprofitabletodothisoverandoveragainforeveryorder;Longtermagreementsaresettledinwhichthegoodsandservicesaresuppliedmorethanonce.ICTstandardizationwilllowertheinvestments.Thismayleadtoshorttermagreements.信息和通訊技術(shù)的影響TheImpactofICTHomogeneity.Whendistinguishgoodsandservicesfromeachother,weneeddocomparisons.Factors,suchasprice,size,weight,amount,quality,responsiveness,flexibility,definethepreferenceprofileonbothbuyersandsellers.whenmoreandmorefactorsarerequired,acentralizedbrokermayuseful,andthelongertherelationshipswilllast,thelowerthenumberofparticipants;themoretimemaybeconsumed;themoreerrorsmaybemade.whenafewfactorsarerequired,adecentralizedstructureareused;AspectsInfluencingInterorganizationalCoordinationSpecificity.Itindicatesthedegreetowhichtherelationshipsbetweenabuyerandasellerwillproduceassetthatisdedicatedtoaspecialpurposewithpooralternativeuse.Williamsonidentifydifferenttypesofspecificities:Physicalassetspecificity,suchasspecializedequipment;Human-capitalspecificity,suchasspecialistorexperts;Sitespecificity,suchasconvenientforbuyersorsellers,minimizedinventoryandtransportexpenditure;Assetspecificity,suchasinvestmentsforsellingasignificantamountofproducttoaparticularcustomer;Ifthedegreeofthespecificityishigh,thebuyerorsellershouldadopttheminimumfeasiblenumberofsellersorbuyers.AspectsInfluencingInterorganizationalCoordinationTimePressure.Itexistsforallgoodsandservicesbecauseofthelimitationoftheresources.Itcanbedifferentamongdifferentgoodsandservices.Mostgoodscanbestoredbuthardlyunderanytimepressure;however,theymustbesoldwithinalimitedperiod;Servicesarehardstored;theymustbesoldbeforecarryingout;Ifnotimepressure,alargeamountofsellersorbuyerscouldbecontacted;however,iftimepressureexisted,tocontactalargeofsellersandbuyerswouldbeimpossible;Thenumberofparticipantsisrestrictedbytimepressure;Thedurationofagreementsislimitedbytimepressure;TimepressurewillleadtotheuseofICT;Whentimepressureishigh,negotiationswillbemore.AspectsInfluencingInterorganizationalCoordinationValue.Goodsandservicescanhavehighvaluefororganizations.Trustisveryimportantwhenassessvaluesofgoodsandservices;Sellersorbuyerarepreferredtoonlyafewparticipantsandlonglastingrelationshipstobuildarelationshipoftrust.AspectsInfluencingInterorganizationalCoordinationFrequency.Itreferstohowoftenagoodorserviceisrequired,eitheroccasionallyorrecurrently(周期性反復(fù)發(fā)生).Frequencyhasinfluencetothedurationofagreements;Frequencyhasinfluencetothenumberofparticipants;Thegreaterthefrequency,thebetterlongtermcontractswithonlyafewparticipantsbecauseitwouldbetoocostlyifcontractedeachtime.AspectsInfluencingInterorganizationalCoordinationUncertainty.Referstothedifferencebetweentheinformationathandandtheinformationneededtomakeadecision.Uncertaintyhappensbecauseofthechangesofenvironmentandvarietyofcompetitors;Becauseofunpredictablemarketandnetwork;Noguaranteethatsupplierswillperformasagreed;Improveinformationprocessesandreducetheneedforinformationcandecreasetheprobabilityofuncertainty.AspectsInfluencingInterorganizationalCoordinationTheImpactofICTonInterorganizationalCoordinationforContainerTransportRotterdamPortCurrentStructureSituationInlandcontainertransportisthetransportbetweenaportandaplaceinthehinterland.Manyorganizationsareinvolvedwithdifferentinterests,culturesandbusinesses.Coordinationisimportantintheinlandcontainertransport.ThelevelofICTuseisnothigh.TheportofRotterdamistakenasanexampleinwhichinformationwascollectedfrom45organizations.ICT對(duì)集裝箱運(yùn)輸業(yè)企業(yè)間協(xié)調(diào)的影響ICT對(duì)集裝箱運(yùn)輸業(yè)企業(yè)間協(xié)調(diào)的影響Thecoordinationstructure.Therearefouraspects:Neithercentralizednordecentralizedcoordinationstructureisthere;alltypesofstructurescanbefoundinpractice.Thereisneutralcoordinationstructure.Pricesandrulesarecontentsofnegotiations.Fewdominatedstructure.Thenumberofparticipantspotentiallyquitehigh.Longtermagreementsbetweenparticipants.ICT對(duì)集裝箱運(yùn)輸業(yè)企業(yè)間協(xié)調(diào)的影響Thecoordinationstructure.Therearefouraspects:ICT對(duì)集裝箱運(yùn)輸業(yè)企業(yè)間協(xié)調(diào)的影響ThechangesthatuseofICTcanbringabout.Mostinformationisavailableonpaperorintheheadofpersonsininlandcontainertransport;WWWwebsiteshaveoccurredtoshowgeneralbusinessinformation;Fax,telephone,face-to-facemeetingsaremostusedcommunicationtools;Decisionsaremadeintheheadoronthebackofenvelop;ICTusecannotchangeneutralstructureintoadominatedorviceversa.ICT對(duì)集裝箱運(yùn)輸業(yè)企業(yè)間協(xié)調(diào)的影響Aspectsthatinfluencecoordinationstructureininlandcontainertransport:Homogeneity.Homogeneityoftransportserviceisquitelow;Originanddestinationinfluencepricesoftransportservices;Goodsandservices’type,weight,departureandarrivaltimes,transportmode,reliability,administrativeandphysicalcomplexity,environmentandextraserviceareinfluencefactors.ICT對(duì)集裝箱運(yùn)輸業(yè)企業(yè)間協(xié)調(diào)的影響Specificity.Relationshipsininlandcontainertransportdorequirehardlyanyrelationshipspecificinvestments,inphysicalassets;Containersarestandardizedsonospecialequipmentsinvestmentarerequired;AtthebeginningofusingICTtherequirementsarespecific,butthestandardizedprocesseswillremovethisspecificities.ICT對(duì)集裝箱運(yùn)輸業(yè)企業(yè)間協(xié)調(diào)的影響Timepressure.Timepressureininlandcontainertransportisquitehigh;Atransportservicecannotbestoredforlateruse;Atransportserviceisrequiredtobecarriedoutataspecificpointintime;ICT對(duì)集裝箱運(yùn)輸業(yè)企業(yè)間協(xié)調(diào)的影響Value.Thevalueofatransportserviceininlandcontainertransportdependsonthetypeofgoods;Highvaluetransportservicesarerelatedtocriticalpurchases;Lowvaluetransportservicesarealsothere.ICT對(duì)集裝箱運(yùn)輸業(yè)企業(yè)間協(xié)調(diào)的影響Frequency.Occasionaltransportofcontainersdohappen;butitisrarely;Mosttransporthasarecurringnature;Thefrequencyoftransactionsininlandcontainertransportisquitehigh.ICT對(duì)集裝箱運(yùn)輸業(yè)企業(yè)間協(xié)調(diào)的影響Uncertainty.Economictrendsareunknown;Itisdifficulttopredicttheflowofgoodsinbothsizeanddirection;Itisunknowninadvancewhenatransportrequesterwillhaveacontainerreadytobetransported;Itisunknowninadvancehowmanycontainersthetransportrequesterisgoingtotransport;ICT對(duì)集裝箱運(yùn)輸業(yè)企業(yè)間協(xié)調(diào)的影響ICT對(duì)集裝箱運(yùn)輸業(yè)企業(yè)間協(xié)調(diào)的影響ICT對(duì)集裝箱運(yùn)輸業(yè)企業(yè)間協(xié)調(diào)的影響UsingICTsupport,moreinformationcanbeprocessedfaultlesslyinashorterperiodoftime.itbecomeseasiertodealwithlowhomogeneity;itbecomeseasiertodealswithhightimepressure;itbecomeseasiertodealswithhighfrequency;increasepossibilitiesformoreparticipantsand