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This paper reports on an investigation into the benefits from eProcurement implementations within a public eMarketplace for the mining trading community. Data was collected from nine established trading companies in this eMarketplace with respect to the perceived benefits from their market interactions. The findings are analysed according to the level of eProcurement sophistication between buyers and suppliers provided by the eMarketplace. The results indicate that the more active the buyer-supplier trading relationships become the greater level of benefits realised. A conceptual framework is used to identify how strategic e-procurement systems can be developed to ensure two-sided value propositions for buyers and sellers in the martketplace and sustained innovation and financial returns. [ABSTRACT FROM AUTHOR]

This article reports on research carried out in 1999-2001 on the use of e-business applications in enterprise resource planning-based organisations. Multiple structured interviews were used to collect data on 11 established organisations from a diverse range of industries. The findings are analysed according to the level of sophistication of e-business models and their transformational impact on the organisation. Early adopters of e-business show a trend towards cost reductions and administrative efficiencies from e-procurement and self-service applications used by customers and employees. More mature users focus on strategic advantage and generate this through an evolutionary model of organisational change.

Focuses on the use of external-internal alignment model on the examination of information systems. Reflection of a dynamic model of change; Management of revolutionary cycle; Description of the alignment and change models.

This article presents findings of an investigation into the relationship between organizational configurations and alternative patterns of information systems (IS) development. The study focuses on the IS strategic process. A theoretical framework is developed to examine the relationships between organizational and IS strategy formulation processes. The framework was evaluated in 56 organizations. Results of the analysis support the theory that different stages of growth in the use anal development of IS require different approaches to strategy, and that different approaches to strategy are favoured by different organizational configurations. Evaluation of the relationship between organizational change and IS developments reveals a pattern of strategic alignment reflecting the interdependencies between the organizational configuration and the stage of IS growth. It would appear that transitions through this alignment model are characterized by periods of dynamic change which can be predicted at certain stages of growth. The model may prove useful both to assist in the management of organizational change and to identify appropriate IS strategy formulation approaches. [ABSTRACT FROM AUTHOR]

This paper reports on a study to examine the information systems (IS) issues perceived as important by Hong Kong (HK) business and IS managers and identity whether these differ greatly from findings in the United Kingdom (UK). In order to do so the study replicates the research study reported in 1994 in the UK by Galliers et al, compares findings and then extends the study by case study analysis. The results suggest that there are variations on perceived issues of importance which can be attributed to cultural contexts but these are less significant than the differences found between managers in different industries. The results of the case studies suggest that several firms which are highly dependent upon Information Technology (IT) have very different concerns and approaches from the "run-of-the- mill" organisations either in HK or UK. This suggests that IS strategy and issues affecting IS effectiveness vary not so much because of culture but in relation to the nature of an industry and its dependence on IT The conclusion of this study, therefore, is to suggest that rather than address problem issues identified "collectively", companies must seek to study problems related to their specific industry environment. This also implies a direction for future research studies of this nature. [ABSTRACT FROM AUTHOR]