To Örebro University

This paper aims to examine the use and implementation of electronic procurement for indirect material in eight large global companies, and investigate what kinds of barriers exist towards electronic procurement. The empirical evidence comes from interviews with e-procurement experts and operatives in eight global firms. Results show that three out of eight companies are using e-procurement and four are planning to do so in the future. Barriers shown by the empirical material are lack of technological standard, different IT-maturity among suppliers, resistance among users to leaving old suppliers, lack of support from top management, differences in language, culture and legal systems. Other barriers found are getting suppliers to update and control the electronic product catalogues and to monitor them and getting the users in the organisation to use the system.

Implementing an e-ordering system in a successful way, i.e., managing the implementation process, overcoming the barriers that occur and achieving a satisfactory compliance rate, is not as easy as some consultants and software companies claim. Understanding how a given organisation has managed the implementation process (resulting in a satisfactory compliance rate) may help other organisations achieve the successful implementation of e-ordering systems. The present paper describes the implementation of an e-ordering system in a large pharmaceutical organisation, discussing the problems it faced and how those were overcome. An analysis of the success factors found in previous research is presented, revealing one area that influences implementation success to a larger extent: the end user uptake. A four-year longitudinal case study is presented, which is based on interviews, observations made in daily work, at meetings and training sessions, and other documentation.

Electronic ordering (e-ordering) systems are currently being implemented in both private and public organizations. The advantages of these systems are widely acknowledged: increased compliance with use of fewer suppliers and improved efficiency. However, realizing these benefits is difficult due to end-user resistance to adopting and using such systems. The present paper proposes a framework inspired by adaptive structuration theory (AST) that functions as an analytical framework that helps to understand what structures and factors influence adoption and use of an e-ordering system. To the adapted AST framework is added factors of influence found in previous purchasing research, resulting in a framework that helps to understand adoption and use of an e-ordering system over time. The framework is tested using empirical data from a 4-year longitudinal case study. The paper embeds purchasing theory within the structuration framework of AST.

Using structures from adaptive structuration theory as an analytic tool and analysing data from a four-year longitudinal case study, the present paper focuses on structures that inhibit and enable end-user adoption and use of an e-ordering system. The structures presented, including routines, culture and how to order and authorize in the e-ordering system, have not previously been discussed in e-ordering research. Structures found to influence endusers’ adoption and use of the e-ordering system are: the restrictiveness and comprehensiveness of the technical system’s structural features, the order, working and authorization routine in place prior to the e-ordering system, and how well these routines correspond with how to order and authorize in the system. Organizational culture was also found to affect end-users’ acceptance of the e-ordering system.

The benefits of electronic ordering (e-ordering) systems are widely acknowledged, but achieving these benefits remains a challenge, in large part due to end-users’ resistance to using such systems. The present paper aims at making a contribution to this area by analysing practical recommendations given in the literature on individual e-ordering acceptance, thus increasing our understanding of the possibilities managers have to influence adoption and use behaviour. The literature-generated recommendations are analysed using empirical data from a 4-year longitudinal case study conducted at an organization that in 2002 began implementing an e-ordering system and by 2006 had achieved the planned compliance rate.