Using Web Services for Collaborative,Inter-Organizational Computing: A Framework and Implementation

ABSTRACT

Collaborative computing is a powerful approach to facilitate service delivery across organizational boundaries. The major drawback of many of the current approaches of dealing with this issue is the dependence on proprietary solutions that are not based on open standards. Such solutions hinder the smooth exchange among the participating organizations due to their complexity and lack of interoperability. Web Services (WS) offer the promise of streamlining the delivery of e-services across organizational boundaries. What is currently missing is (1) a clear understanding of the important issues in deploying these technologies and (2) a compelling implementation framework for the deployment of these technologies in organizations. In this research we propose a conceptual framework for building systems that utilize Web Services technologies to enable networked organizations to automate collaborative processes. We propose an e-Business Service Chain grid that provides an impetus for addressing some of the gaps that exist in current e-services business and delivery models.     

Physical distribution service quality in Internet retailing: service pricing, transaction attributes, and firm attributes

This paper develops a theoretical framework and empirically investigates physical distribution service (PDS) quality by Internet retailers in their transactions with consumers. An analysis of data that measure hundreds of electronic commerce transactions along with data at the firm level shows that higher shipping and handling charges are good indicators of better PDS quality. Other transaction-level conditions and firm-level attributes also affect PDS quality, as measured by availability, timeliness, and reliability. Most notably, when the net price of products transacted increases, PDS reliability and availability decline. Furthermore, Internet-retailer size is found to favor PDS availability whereas, surprisingly, newer Internet retailers exhibit a higher level of PDS availability than many of their incumbent competitors.     

Are EU regional digital strategies evidence-based? An analysis of the allocation of 2007–13 Structural Funds

The ambitious goals of the European “Digital Agenda” need active involvement by regional innovation systems. Effective regional “digital strategies” should be both consistent with the European framework and based on available evidence on the needs and opportunities of local contexts. Such evidence should be used to balance the different components of the Information Society development (e.g. eServices vs. infrastructures; ICT supply and demand), so as to ensure that they can all unleash their full potential. Therefore, EU regions should spend more money to overcome regional weaknesses than to improve existing assets. In this paper we explore the different strategies of the EU's lagging regions through the analysis of the allocation of 2007–13 Structural Funds. Then, we verify whether such strategies respond to territorial conditions by comparing strategic choices made with the actual characteristics of local contexts. Results show that EU regions tend to invest more resources in those aspects in which they already demonstrate good relative performances. Possible causes of this unbalanced strategic approach are discussed, including the lack of sound analysis of the regional context and the path dependence of policy choices.     

Process completeness: Strategies for aligning service systems with customers’ service needs

Increasingly, customers are expecting more and better service. As such, enterprises need guidelines and frameworks for addressing these expanding requirements. The concept of process completeness helps us to consider service from the customer's viewpoint; arguably, the only perspective to take. Process completeness is achieved when a firm's service delivery system matches the typical customer's breadth of expectations. While customers think in sets of services (e.g., I need a flight, a hotel, airport parking, wireless Internet), firms think in terms of single services (e.g., we can provide a flight). There are four basic service systems: (1) transaction—execute a basic request and nothing else, (2) process—handling all firm-related service requests through one touch point, (3) alliance—handling service requests through a single touch point via stitching together a static firm-selected alliance of service partners, and (4) agility—handling service requests through a single touch point via stitching together a dynamic customer-selected alliance of service partners. In addition to exploring the four service systems, this article guides executives regarding the selection and implementation of the appropriate service strategy that meets their typical customer's process completeness expectations.