7 research outputs found
Towards an E-procurement adoption model (EPAM):an exploratory study of issues influencing adoption
No full textExtending the network approach in an organization: The key towards e-procurement adoption
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Unraveling the complexity of the organizational adoption of electronic procurement: a direction for future research
No full textThis paper describes directions for future research to study the organizational adoption of electronic procurement (EP). An extensive exploratory study of EP adoption is taken as a starting point. In this study issues were identified that influence individual level adoption across different roles and phases in an organizational change process. An extension is proposed to this exploration of issues in order to develop insights in the way that management can effectively intervene in the organizational adoption process of EP. Specific topics that are addressed in this\u3cbr/\u3eextension are the derivation of interventions from issues, dealing with roles, change phases, the link between individual and organizational level, different EP types and industries. Finally, some closing remarks are made
Coping with individuals' resistance to change
No full textProbably every purchasing manager is familiar with the employee who just won't change. Sametimes it is easy to understand why: the employee might fear losing his or her job, notwant to learn new skills or notlook forward to join a new team. On most other occasions employee resistance is more difficult to understand. This chapter deals with the effects of individual behaviour on strategie change processes and how change leaders can anticipate or react to this. The impartanee of individual behaviour in such processes was already briefly mentioned in Chapter 2. Individual purchasers or buyers can play an active role in realizing change, a passive role or even actively resist change. The latter will be even more strongly demonstrated in Chapter 11 and- tosome extent- in Chapter 12. A better understanding of possible individual reactions to a change initiative, and the
underlying reasons, may help the change leader to better manage the process. The
purpose of this chapter is therefore to explore the effect of individual behaviour on the process of strategie change and to derive some lessans for rnanaging individual behaviour. The different concepts that are introduced in this chapter will be illustrated by the TradeRanger case. This case describes how a number of companies in the oii and chemieals industry developed and implemented an e-procurement tool
