Information technology (IT) has long been acknowledged as an integral part of inter-organizational business exchange.
The extant research, however, tends to emphasize the focal company perspective and focuses on operational
issues, perceiving IT and business relationships as separable. Through a qualitative dyadic case study, our
study defines howIT is positionedwith regard to various elements of a strategic buyer–supplier relationship and
the respective actors' operational and managerial behaviors. The study defines the role of IT regarding the structural,
action, and management layers of a relationship and shows how IT can be a strong element around which
relationship management activities are implemented to improve the consistency and performance of the relationship.
The study prepares the ground for further qualitative and quantitative research to enhance a holistic understanding
on IT in relation to the structures and processes in inter-organizational contexts of business
relationships and networks
Information technology (IT) has long been acknowledged as an integral part of inter-organizational business exchange.
The extant research, however, tends to emphasize the focal company perspective and focuses on operational
issues, perceiving IT and business relationships as separable. Through a qualitative dyadic case study, our
study defines howIT is positionedwith regard to various elements of a strategic buyer–supplier relationship and
the respective actors' operational and managerial behaviors. The study defines the role of IT regarding the structural,
action, and management layers of a relationship and shows how IT can be a strong element around which
relationship management activities are implemented to improve the consistency and performance of the relationship.
The study prepares the ground for further qualitative and quantitative research to enhance a holistic understanding
on IT in relation to the structures and processes in inter-organizational contexts of business
relationships and networks
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