Tutorial 3 Flashcards

1
Q
A
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2
Q

Transaction cost theory

A

Search and information costs & Bargaining and decision making costs & Monitoring and enforcement costs
==> Suggests that firms should internalise activities when transaction costs are high and outsource when transaction costs are low

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3
Q

Agency costs

A

Arise due to misalignment between managers (agents) and owners
(principles)

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4
Q

Effects of ICT adoption:

A

Lowers both internal and external coordination costs, affecting firm boundary decisions

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5
Q

Internal coordination costs

A

Communication and monitoring expenses within the firm

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6
Q

External coordination costs

A

Cover supplier searchers, contract management, and market procurement costs

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7
Q

ICT can…

A

… reduce agency costs by improving monitoring and control, leading to greater centralisation

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8
Q

ICT can simultaneously lead to…

A

…centralization (due to better data aggregation) and
decentralization (due to improved local decision-making capabilities)

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9
Q

Vertical Integration

A

Firms keep production in-house when coordination is critical and
requires complex ICT systems

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10
Q

Horizontal Expansion

A

ICT enables firms to outsource and fragment production
across global supply chains

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11
Q

Operational costs

A

Costs related to internal firm operations such as manufacturing
and logistics

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12
Q

Contractual costs

A

Costs related to market transactions, such as negotiating supplier
contracts
=> It enhances contract enforcement through automated compliance tracking

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13
Q

Economies of scale

A

ICT adoption enhances economies of scale by enabling greater eternal efficiency and reducing redundant processes
=> allows forms to lower operational costs and increase intra-firm trade rather than outsourcing
=> intensifies economies of scale by allowing greater automation and real-time data-driven decision-making

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14
Q

Chen & Kamal and Gurbaxani & Whang => Hypothesis 1

A

Hypothesis 1: More complex ICT adoption leads to greater internal integration

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15
Q

Chen & Kamal and Gurbaxani & Whang => Hypothesis 2

A

Hypothesis 2: Industries with codifiable production processes are more likely to outsource after ICT adoption

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16
Q

Single IT

A

Simple technologies like basic internet use, which provide general benefits
but don’t significantly alter firm boundaries

17
Q

Complex IT

A

Technologies like LAN, intranet, extranet, and e-commerce platforms,
which require higher investment and greater coordination within firms

18
Q

IT Hype Cycle (Stages)

A
  1. Technology Trigger (New innovation is announced and gets attention)
  2. Peak of Inflated Expectations (News spread & unrealistic expectations are created)
  3. Through of Disillusionment (Dissapoinment: early adopters struggle with implementation)
  4. Slope of Enlightenment (Real use cases begin to emerge: firms learn from mistakes)
  5. Plateau of Productivity (Technology becomes mature: realistic expectations & stable implementation)
19
Q

Stages and Waves of IT complexity:

A
  1. breaking the surface
  2. sending out ripples
  3. causing a squawk
  4. building the swell
  5. riding the crest
20
Q

Distinguishing hype from reality:

A

Managers must differentiate between public
enthusiasm (the “attention wave”) and actual adoption and implementation success

21
Q

Common IT adoption issues:

A

many organizations announce adoption but struggle
with implementation ⇒ creating a gap between expectation and realization

22
Q

Beware of IT fashion bubbles:

A

Many innovations gain traction due to social
influence rather than genuine business value

23
Q

Mindful IT adoption:

A

successful managers assess real-world impact rather than
blindly following trends

24
Q

Centralisation

A

IT reduces communication costs, allowing top management to retain
control

25
Q

Decentralisation

A

IT improves monitoring, enabling lower-level manager to make
more independent decisions

26
Q

Firm size is influenced by IT-driven cost reductions:
-External coordination costs go down ⇒

A

==> firms use market more, leading to
smaller firms

27
Q

Firm size is influenced by IT-driven cost reductions:
-Internal coordination costs go up ⇒

A

==> firms manage larger structures effectively,
leading to larger firms

28
Q

Wang (2010) Hypothesis 1:

A

Organizations gain in reputation when they are informationally
associated with IT in fashion

29
Q

Wang (2020) Hypothesis 2:

A

Organizations gain in reputation when they adopt and implement IT
in fashion