How American Businesses are Leveraging New Technologies

Context depends on the ability to process information, including storing and retrieving it. As the demands for novelty increase, the meanings of communication can become unclear. Interpretations of measures, outcomes, and words can vary widely. Effective knowledge exchange requires more than just using common language. In such situations, it becomes necessary to have cross-functional teams or individuals who can act as translators to establish common understandings. This practice reflects Nonaka's externalization stage in the knowledge creation process, where tacit knowledge is made explicit. Pragmatic boundaries can arise when individuals from various knowledge domains have conflicting interests. It becomes crucial to establish shared interests, not just shared meanings. Knowledge transfer is commonly observed across different boundaries in an inter-organizational context. 

Integrated IS plays a crucial role in bridging gaps and facilitating knowledge exchange across various boundaries. 


First, integration of information systems enhances the sharing of knowledge across different structures, leading to faster and more accurate exchange of information. Furthermore, integration of IS facilitates the exchange of knowledge across different domains by establishing shared understandings of information elements. Furthermore, the collaborative design and deployment that precede IS integration facilitate the identification of shared interests among various stakeholders, thereby promoting knowledge sharing across practical boundaries. More and more organizational knowledge is being integrated into software and other computer-based media. The integrated IT infrastructure allows for centralized data repositories that can store knowledge and activities from various domains, including engineering, manufacturing, and customer service. These repositories play a crucial role in supply chain businesses (D‟Adderlo 2003). Dyer and Singh (1998) highlight a challenge in knowledge transfer between firms: the difficulty in conducting effective searches. Relational embeddedness, a concept pioneered by Granovetter in 1973, has been widely adopted in sociology and organizational research to examine the dynamics of inter-organizational relationships. Relational embeddedness reflects the level of mutual exchange and intimacy among individuals. Having strong relationships between firms fosters cooperation and creates a knowledge-focused work environment (Rindfleisch and Moorman 2001; Uzzi 1997).

Establish strong connections and effectively manage the resources allocated to these connections in collaboration with partners.


Based on the relational view, my study defines the relational capability of a supply chain as the collective ability of supply chain firms to effectively utilize and combine unique resources that each firm contributes. Each firm can contribute specific resources that are essential for building strong relationships. These resources can include expertise, processes, routines, and information. Research has indicated that the utilization of information technology in supply chains can have a positive impact on their information processing capability (Bensaou and Venkatraman 1995; Premkumar and Saunders 2000). Enhanced information visibility and improved information availability in the supply chain are anticipated to have a positive effect on the supply chain's capacity to implement operational processes and mobilize human resources within individual firms (Cederlund et al. 2007). IT-enabled relational capabilities are the enhanced relational abilities that can be significantly improved through the use of IT. Investments in specific assets, such as physical sites, processes, and human expertise, are the resources that can generate relational rent (Dyer and Singh 1998). Site assets are not applicable in the IT-enabled supply chain context as supply chains can now span multiple locations thanks to modern communication information technologies. This study examines the development of specific processes through supply chain process integration and collaboration, which contribute to the overall supply chain relational capabilities. Rai et al. (2006), Malhotra et al. (2007), and Premkumar (2000) have all conducted research on this topic. The enhanced information processing capabilities of a supply chain enable the participants to effectively utilize and explore the information at their disposal, thereby nurturing their knowledge management capabilities. This happens because information flows are automated between two trading partners in the integrated information systems environment, resulting in a reduced need for supply chain personnel to interpret or translate the shared information. This allows individuals to be liberated from tedious operational matters, enabling them to concentrate on the implicit and highly valuable information (Malhotra et al. 2007). 

Integrating IT infrastructure also enhances the supply chain's ability to process information by facilitating seamless and immediate transfer of rich data (Barua et al. 2004


The literature on boundary spanning provides an alternative viewpoint for understanding how IS integration facilitates knowledge management processes. According to Carlile (2004), there are three different types of boundaries that knowledge can be transferred across: syntactic, semantic, and pragmatic boundaries. The syntactic boundary is marked by clear disparities in knowledge, reliance on existing knowledge, and a lack of new and unfamiliar elements in the environment. A shared language is enough to transfer knowledge across different ways of expressing things. The knowledge transfer capability required within the syntactic-boundary Chain firms should prioritize gaining a deep understanding of inter-firm processes and using that knowledge to create a suitable IS configuration that can enhance inter-firm relationships. As an illustration, the integration of IT infrastructures necessitates the active participation of trading partners in collaborative planning activities. This includes gaining a comprehensive understanding of each other's business processes, mapping data elements, and making investments in shared resources. These interactions create a strong connection between the two firms, enhancing the level of interdependence between them. In addition, the design and deployment process that comes before the integrated transactions allows for the customization of exchanged information to meet the specific needs of both parties (Malhotra et al. 2005). The tailored flow of information can help firms avoid being overwhelmed by excessive information, thus improving their ability to absorb and make use of valuable information. Finally, reliable and up-to-date information streams consolidate the information found in various information systems. Supply chain trading partners can easily access the necessary information. 

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