IS Application Capabilities and Relational Value in Interfirm Partnerships

• Published in: Information systems research Vol. 18; no. 3; pp. 320 - 339
• Main Authors: Saraf, Nilesh, Langdon, Christoph Schlueter, Gosain, Sanjay
• Format: Journal Article
• Language: English
• Published: Linthicum INFORMS 01.09.2007; The Institute for Operations Research and the Management Sciences (INFORMS); Institute for Operations Research and the Management Sciences
• Subjects: Alliances; Business; Business performance management; Business structures; Channel partners; Collaboration; competitive impacts of IS; Computer services industry; Evaluation; Flexibility; Information economics; Information sharing; Information storage and retrieval systems; Information systems; Information technology; interorganizational information systems; Interorganizational relations; IS applications management; Knowledge sharing; Management; Management information systems; Market orientation; Marketing; marketing channels; relational value; strategic management of IT; Studies; United States
• DOI: 10.1287/isre.1070.0133
• ISSN: 1047-7047

This study examines how capabilities of information systems (IS) applications deployed in the context of interfirm relationships contribute to business performance. We propose that these capabilities augment the relational value that a firm derives from its business partners—channel partners and customer enterprises—in the context of the distribution channel. Two cospecialized relational assets are considered as key to realization of relational value—knowledge sharing and process coupling. Hypotheses linking two IS capabilities (IS flexibility and IS integration) to the relational asset dimensions, and ultimately to firm performance, are proposed. The research model is tested based on data collected through a survey of business units of enterprises embedded in customer and channel partner ties in the high-tech and financial services industries. We find that IS integration with channel partners and customers contributes to both knowledge sharing and process coupling with both types of enterprise partners, whereas IS flexibility is a foundational capability that indirectly contributes to value creation in interfirm relationships by enabling greater IS integration with partner firms. We find that two types of relational assets are significantly associated with business performance—knowledge sharing with channel partners and process coupling with customers—pointing to underlying mechanisms that differentially leverage resources of different types of channel partners. Implications for theory development and practice based on these findings are proposed.