The adaptation process for new technology is not yet well understood. This study analyzes how an inter-organizational virtual team, tasked with creating a highly innovative product over a 10 month period, adapted the use of a collaborative technology and successfully achieved its challenging

Abstract. Choreography modeling and service integration received a lot of attention in the last decade. However, most real-world implementations of inter-organizational systems are still realized by traditional Electronic Data Interchange (EDI) standards. In traditional EDI standards, the notion

Collaborative authoring is a common workplace task. Yet, despite improvements in word processors, communication software, and file sharing, many problems continue to plague co-authors. We conducted a qualitative study in a setting where participants are loosely connected, physically separated

of inter-organizational relationships based on the fit between information processing needs and information processing capabilities. This model is employed to collect data on 447 buyer-supplier relationships in these two countries. We empirically uncover a set of five naturally occurring patterns

known from research in traditional organizations are also used in inter-organizational settings. Furthermore, we identified additional micro-political tactics specific to virtual networks. The latter are especially related to the use of ICT. Based on our results, we discuss possible implications

Learning processes do not occur only within, but also between enterprises. There is, therefore, a need for inter-organizational in addition to intra-organizational knowledge management. Since much of the communication and interaction among organizations takes place on the internet, it is logical

We focus in this study on sets of inter-organizational relationships (IORs) by applying a configurational approach that includes both the diversity and the intensity of knowledge transfer IORs. We use a latent class cluster analysis to empirically explore the kinds of IORs configurations. We

In this study, we focus on understanding the process of value creation in an inter-organizational (IOS) context. Specifically, we analyze how the dependencies between inter-firm and intra-firm process affect IOS value creation and how do the complementarity between technology and process artifacts

the first step to understand the role and impact of competition on team collaboration in the context of inter-organizational software project. A case study was designed and initially performed. Initial findings revealed a set of propositions for future research. We found that collaboration initiates from

an endpoint-centric view on services. To achieve appli-cability of BPEL in the choreography space, we defined BPEL4Chor as choreography extensions for BPEL in previous work. This paper extends on this work and makes a contribution for the model-driven development of service-based systems in inter-organizational