Generating effective interorganizational change: A relational approach

Shyh Rong Fang; Jyh Jeng Wu; Shih Chieh Fang; Yong Sheng Chang; Pei Wen Chao

doi:10.1016/j.indmarman.2007.08.004

Generating effective interorganizational change: A relational approach

Shyh Rong Fang, Jyh Jeng Wu, Shih Chieh Fang, Yong Sheng Chang, Pei Wen Chao

企業管理學系

研究成果: Article › 同行評審

12 引文斯高帕斯（Scopus）

摘要

This study examines the effect of relationship activities and information technology adoption on the effectiveness of interorganizational change, and the moderating effect of partner characteristics and information sharing. The model was empirically tested using a survey instrument given to 131 manufacturers. The results show that relationship activities and information technology adoption are related positively to the effectiveness of interorganizational change. Further, partner characteristics and information sharing have a significant moderating effect. The authors also discuss the theoretical and practical implications of their findings.

原文	English
頁（從 - 到）	977-991
頁數	15
期刊	Industrial Marketing Management
卷	37
發行號	8
DOIs	https://doi.org/10.1016/j.indmarman.2007.08.004
出版狀態	Published - 2008 11月

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AU - Fang, Shyh Rong

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AU - Chang, Yong Sheng

AU - Chao, Pei Wen

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N2 - This study examines the effect of relationship activities and information technology adoption on the effectiveness of interorganizational change, and the moderating effect of partner characteristics and information sharing. The model was empirically tested using a survey instrument given to 131 manufacturers. The results show that relationship activities and information technology adoption are related positively to the effectiveness of interorganizational change. Further, partner characteristics and information sharing have a significant moderating effect. The authors also discuss the theoretical and practical implications of their findings.

AB - This study examines the effect of relationship activities and information technology adoption on the effectiveness of interorganizational change, and the moderating effect of partner characteristics and information sharing. The model was empirically tested using a survey instrument given to 131 manufacturers. The results show that relationship activities and information technology adoption are related positively to the effectiveness of interorganizational change. Further, partner characteristics and information sharing have a significant moderating effect. The authors also discuss the theoretical and practical implications of their findings.

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Generating effective interorganizational change: A relational approach

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