Abstract
Developing the business case (BC) for an inter-organizational network is a major challenge. Factors like competition and differences in semantics between actors influence the stakeholders’ willingness to share information necessary for the BC development. In this paper we develop an exploratory framework showing the effect that coordination structure and project scope have on the development of a shared BC. We defined several coordination properties, such as competition, decision making location and decision power that mitigate this effect. We applied the framework in a case study where a BC is developed for an inter-organizational network. Our findings show that current BC development methods need to be re-stated and complemented by extra tools and interventions to support stakeholders in the inter-organizational specific setting.
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Eckartz, S., Katsma, C., Daneva, M. (2010). The Inter-organizational Business Case in ES Implementations: Exploring the Impact of Coordination Structures and Their Properties. In: Quintela Varajão, J.E., Cruz-Cunha, M.M., Putnik, G.D., Trigo, A. (eds) ENTERprise Information Systems. CENTERIS 2010. Communications in Computer and Information Science, vol 110. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-16419-4_19
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DOI: https://doi.org/10.1007/978-3-642-16419-4_19
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