an experimental investigation of the interactions ... - Vlerick Public
an experimental investigation of the interactions ... - Vlerick Public
an experimental investigation of the interactions ... - Vlerick Public
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APPENDIX 1P<strong>an</strong>el A: Information systemTotal cost informationRevenu-generating possibilitiesTotal cost Ch<strong>an</strong>ge in total cost Revenues Ch<strong>an</strong>ge in revenuesCurrent supplier 60 000 EUR 70 000 EURNew supplier I 64 200 EUR + 4 200 EUR 77 200 EUR + 7 200 EURNew supplier II 61 200 EUR + 1 200 EUR 71 800 EUR + 1 800 EUR1 Shaded areas are condition specific. In <strong>the</strong> conditions in which <strong>the</strong> information system should lead to<strong>the</strong> optimization <strong>of</strong> overall firm perform<strong>an</strong>ce, subjects receive <strong>the</strong> information in <strong>the</strong> shaded areas. In <strong>the</strong>conditions in which <strong>the</strong> information system should lead to <strong>the</strong> optimization <strong>of</strong> departmental perform<strong>an</strong>ce,subjects receive <strong>the</strong> information about revenue-generating possibilities as follows:Revenu-generating possibilitiesSupplier I Supplier II Current supplierDurability 1 2 3Strength 1 2 3Mainten<strong>an</strong>ce 2 1 3P<strong>an</strong>el B: Descriptive Social NormsLow intra-firm cooperation Informal element High intra-firm cooperationPurchasing <strong>an</strong>d marketing arelocated in a different building.Material artefacts Purchasing <strong>an</strong>d marketing are locatedin <strong>the</strong> same building.2 times a year, <strong>the</strong>re is a meeting todiscuss problems. However,everyone considered <strong>the</strong> meetingsas boring.Coordination <strong>an</strong>dCommunicationmech<strong>an</strong>ismsThere is a weekly meeting to discussproblems <strong>an</strong>d to search for solutions.There are less informal contactsbetween <strong>the</strong> purchasing <strong>an</strong>dmarketing department.Cross-functional collaboration is not<strong>the</strong> most import<strong>an</strong>t aspect in yourfirm. Everyone is convinced that afocus on <strong>the</strong> activities <strong>of</strong> <strong>the</strong> owndepartment will lead to goodresults.Your firm is founded by 1 m<strong>an</strong> whowas convinced that specializationon <strong>the</strong> tasks <strong>of</strong> <strong>the</strong> own departmentis already difficult enough.Behavioral normsValuesFundamentalassumptionsThere are a lot <strong>of</strong> informal contactsbetween <strong>the</strong> purchasing <strong>an</strong>dmarketing department.Cross-functional collaboration isconsidered as fundamental to obtaingood results.Your firm is founded by 2 bro<strong>the</strong>rswho have always collaborated <strong>an</strong>dhave stimulated cross-functionalintegrations.37