This Article Full Text (PDF) References Alert me when this article is cited Alert me if a correction is posted Services Email this article to a friend Similar articles in this journal Alert me to new issues of the journal Download to citation manager Citing Articles Citing Articles via HighWire Citing Articles via Google Scholar Google Scholar Articles by Barki, H. Articles by Pinsonneault, A. Search for Related Content

A Model of Organizational Integration, Implementation Effort, and Performance

HEC Montréal, 3000 Chemin de la Côte Sainte-Catherine, Montréal, Québec, Canada H3T 2A7
Faculty of Management, McGill University, 1001 Sherbrooke Street West, Montréal, Quebéc, Canada H3A 1G5
henri.barki{at}hec.ca
alain.pinsonneault{at}mcgill.ca

The notion of integration is central to the understanding of organizations in general as well as of contemporary phenomena such as e-commerce, virtual organizations, virtual teams, and enterprise resource planning (ERP) implementation. Yet, the concept of integration is ill-defined in the literature, and the impact of achieving high levels of integration is not well understood. The present paper addresses these issues. Drawing on the literature of several fields, this paper proposes the concept of organizational integration (OI), which is defined as the extent to which distinct and interdependent organizational components constitute a unified whole. Six types of OI are identified: two intraorganizational OI (internal-operational, internal-functional) and four interorganizational OI (external-operational-forward, external-operational-backward, external-operational-lateral, and external-functional). This paper then presents a model and develops 14 propositions to predict (1) the effort needed to implement different types of OI, (2) the impact different types of OI will have on organizational performance, and (3) how six factors (interdependence, barriers to OI, mechanisms for achieving OI, environmental turbulence, complexity reduction mechanisms, and organizational configurations) influence the relationship between OI types, implementation effort, and organizational performance. The OI framework and model are then used to develop 14 propositions for ERP implementation research and to explain the findings of recent research on integration.

Key Words: integration; interdependence; performance; ERP implementation; electronic integration

This article has been cited by other articles:

				A. Masini and L. N. Van Wassenhove ERP Competence-Building Mechanisms: An Exploratory Investigation of Configurations of ERP Adopters in the European and U.S. Manufacturing Sectors MSOM, April 1, 2009; 11(2): 274 - 298. [Abstract] [PDF]

				L. P. Robert Jr., A. R. Dennis, and M. K. Ahuja Social Capital and Knowledge Integration in Digitally Enabled Teams Information Systems Research, September 1, 2008; 19(3): 314 - 334. [Abstract] [PDF]

				R. F. Zammuto, T. L. Griffith, A. Majchrzak, D. J. Dougherty, and S. Faraj Information Technology and the Changing Fabric of Organization Organization Science, September 1, 2007; 18(5): 749 - 762. [Abstract] [PDF]

				C. Ranganathan and C. V. Brown ERP Investments and the Market Value of Firms: Toward an Understanding of Influential ERP Project Variables Information Systems Research, June 1, 2006; 17(2): 145 - 161. [Abstract] [PDF]