استفاده از کارت امتیازی متوازن در ارزیابی عملکرد اشاعه مدیریت زنجیره تأمین الکترونیک : یک دیدگاه چند مرحله ای

عنوان انگلیسی

عنوان انگلیسی

 Using the balanced scorecard in assessing the performance of e-SCM diffusion: A multi-stage perspective

فهرست مطالب

فهرست مطالب

 چکیده
مقدمه
مرور ادبیات و فرضیه های توسعه
اشاعه IDT و E-SCM
مفهوم BSC
توسعه فرضیه ها
متغیرهای تعدیل شده
طراحی تحقیق
اطلاعات اولیه
اشاعه نوآوری e-SCM
عملکرد سازمانی
متغیر تعدیل
سازمان های نمونه و مسئولان
آزمایش فرضیه
یافته ها و بحث
نتیجه گیری و پیشنهادات

ترجمه چکیده

ترجمه چکیده

 مدیریت زنجیره تامین الکترونیکی (e-SCM)، شکل مشخصی از سیستم های درون سازمانی است، که به طور کلی به عنوان یکی از استراتژی های مهم برای ایجاد مزیت های رقابتی در نظر گرفته می شود. اشاعه e-SCM در میان شرکای تجاری برای کاربرد نهایی و تاثیر موفق عملکردش حائز اهمیت است. با این حال، فرایند اشاعه در ماهیت خود فرایندی پیچیده و پویا است و در طول زمان مالکیت تکاملی را در گیر می سازد. نظریه اشاعه نوآوری (IDT) بر اساس بررسی موثر فرایند اشاعه با مراحل مختلف تعریف شده است

ترجمه مقدمه

ترجمه مقدمه

 سازمان های کسب و کار با یک محیط پیچیده تر و رقابتی بیشتری نسبت به قبل از دوران اینترنت مواجه هستند. بسیاری از سازمان ها کم کم به این اهمیت پی می برند که باید به عنوان بخشی از زنجیره تامین در برابر سایر زنجیره های تأمین، رقابتی داشته باشند که به سرعت منعکس کننده تغییر نیاز های مشتریان باشد. مدیریت زنجیره تامین (SCM) نظم مهمی است که شرکای کسب و کار را به استفاده از محصولات و خدمات خود به طور موثر و در نهایت ایجاد یک رابطه دراز مدت قادر می سازد. SCM می تواند به طور گسترده به عنوان هماهنگی های موثر بر مواد، محصول، تحویل، پرداخت، و جریان اطلاعات بین شرکت و شرکای تجاری تعریف شود. بنابراین، نظم SCM پیچیده و پویا ست در حالی که شامل جریان کار های مختلفی در سراسر مرزهای درون سازمانی است. بنابراین حمایت از فناوری اطلاعات (IT)، خصوصا، اینترنت و فن آوری های ارتباطی، برای شیوه های ممکن SCM ضروری می باشد

مقدمه انگلیسی

مقدمه انگلیسی

 Business organizations face a more complex and competitive environment than ever before in the Internet era. Many organizations are gradually considering the importance that they must compete, as part of a supply chain against other supply chains, to quickly reflect the customers’ changing demands. Supply chain management (SCM) is an important discipline that enables business partners to integrate their products/services effectively and to build a long-term relationship eventually [24]. SCM can be extensively defined as effective coordinations on material, product, delivery, payment, and information flows between enterprises and trading partners [68] and [74]. Therefore, SCM discipline is complex and dynamic while involving various work flows across inter-organizational boundaries. The support of information technology (IT), in particular, the Internet and communication technologies, is therefore imperative for making SCM practice feasible [41], [81] and [82]. Electronic SCM (e-SCM) is defined as the physical implementation of SCM process with a support of IT while also attempting to make a distinction from the concept of SCM. However, e-SCM, although still considered to be in its earlier stage and with a high reported failure rate, is nonetheless believed to be the key to the final success of SCM process [55]. The issue of e-SCM diffusion between partners is complex and dynamic in nature and involves an evolutionary property across time. Previous research has discussed a single decision of adoption in the innovation based on relevant theories, such as technology acceptance model (TAM) [7] and [11], theory of planned behavior (TPB) [76] and [80], and their many extensions [75] and [79]. In contrast, innovation diffusion theory (IDT) is a theory to understand the diffusion of innovations across time [65]. According to the IDT, researchers have presented many models concerning information system (IS) innovation. These models were often addressed as a stage-based process, such as initiation, adoption, and implementation stages [21], [22] and [61]. Specifically, some studies have empirically examined the diffusion of inter-organizational systems (IOS), such as electronic data interchange (EDI), supply chain technology, and e-business, using a stage-based analysis [63], [64] and [85]. An example defines a three-stage structure, adoption, internal integration, external integration, in a diffusion of EDI among small organizations [29]. Therefore, a stage-based analysis may further capture the changes of various diffusion stages in e-SCM implementation over time. Next, as e-SCM increasingly becomes popular, it is necessary to systematically examine its performance impact on the organization [56] and [57]. The stage-based analysis can provide different degrees of performance impacts on different diffusion stages in a dynamic manner [63] and [64]. However, little research on deploying IOS has discussed the performance impact in a diffusion perspective among partners. Most studies have focused on the perspective of adoption behaviors, such as intention to use or actual use, across different diffusion stages [21] and [73]. The enabling role of e-SCM diffusion in organizational performance has not received sufficient attention. Thus, an understanding of the linkage between e-SCM diffusion and organizational performance is our major goal in this study. Traditionally, most organizations have evaluated performance based largely on financial accounting methods. These methods are important in assessing whether operational changes are improving the financial health of a company, but insufficient to measure supply chain performance. These measures do not relate to important organizational strategies and non-financial performances, such as customer service and product quality [2], [42] and [65]. In addition, prior studies have found inconclusive results of IT productivity despite massive IT investments, namely IT productivity paradox [14] and [77]. A major reason may be due to the use of inappropriate measures in assessing IT values and has historically focused on financial ones, such as sales and profits [13]. Therefore, researchers suggested the need using more non-financial measures, such as customer satisfaction and product quality, although there is little agreement on precisely which measures to use [5] and [13]. This implies that the evaluation of e-SCM should cover both quantitative and qualitative measures in a complementary manner. The Balanced Scorecard (BSC) was initially developed by Kaplan and Norton [31]. The BSC proposes a balanced approach between financial and non-financial measures and specifically looks at a business from four perspectives: finance, customer, internal process, and learning and growth [32] and [33]. It has been widely applied in assessing organization-based performance in an internal basis in different industries. However, there are few studies in discussing its potential applications to evaluate SCM performance in an external basis [5] and [53]. One study suggested that the BSC can be extended to include inter-organizational process perspective in supply chain context [53]. That is, internal process has been generally redefined as business process for including both internal and external processes. Grounding on the IDT and BSC, this study thus proposes a new research model for using the extension-based BSC to assess the performance of e-SCM from a multi-stage diffusion perspective. Specifically, a three-stage structure, adoption, internal diffusion, and external diffusion, is defined based on a comprehensive literature review in e-SCM diffusion. In addition, many studies on the issue of adopting supply chain systems have suggested a moderating effect of some organizational characteristics, such as industry type and firm size, on the realization of firm performance [27], [62] and [72]. We thus specified industry type and firm size as two moderating variables.

منبع

منبع

 Journal : Decision Support Systems, Volume 52, Issue 2, January 2012, Pages 474–485
Publisher : Science Direct (Elsevier)

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فایل مقاله : 12 صفحه PDF

فایل ترجمه : 29 صفحه WORD

سال انتشار : 2012

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