Doctor of Philosophy (PhD)


Renewable Natural Resources

Document Type



Past research has found that 80-90 percent of IT investments do not meet corporate performance objectives, primarily due to non-technical reasons such as human and organizational aspects. When Inter-organizational Information and Communication Technology (IICT) implementation is properly managed IICT can help manage the flow of goods, services, and information between business partners in the supplier-customer dyad, thus reducing transaction costs along the entire value chain. Using the underlying Resource-Based View theoretical foundation, this research approaches effective IICT implementation capability as a holistic organizational capability that extends beyond tangible IT resources. This research investigates business outcomes of IICT adoption in the customer interface of supplier-buyer dyad from the supplier’s perspective. A conceptual model was developed and tested that examines cultural, strategic, and managerial factors’ effects on successful IICT implementation. The research identified four facets of customer interface IICT adoption impact on business: 1) internal business process efficiency, 2) customer relationships, 3) information diffusion with customers, and 4) competitive position. “Change management”, “industry sector”, “technology opportunism”, and “IT resources” were found to be significant determinants of customer interface IICT adoption effectiveness. Partial support was gained to indicate that also “managerial IT knowledge” and “information dissemination” had a positive relationship with IICT adoption effectiveness. The findings in the respondent profile revealed that the organizational capabilities that were found most to affect IICT effectiveness were the weakest organizational capabilities in respondent organizations. The research results show that the forest industry sector is lagging non-forest products industry sectors in appropriating value from customer interface IICT implementation. In light of the research results, it can not be concluded that forest industry and non-forest industry respondents would have any significant gaps in the investigated organizational capabilities that have a relationship with IICT effectiveness. However, the findings show that forest industry respondents had adopted IICT later and are currently using it less in their business functions than non-forest industry respondents. The findings indicate that websites, extranets, and direct integration are perceived as valuable eBusiness tools, as opposed to eIntermediaries which are not considered to bring as much value, regardless of customer relationship type.



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Committee Chair

Richard Vlosky