Existing workflows and partner participation in shared technology adoption

Abstract Purpose : This paper examines how a partner’s existing workflow can affect its willingness to participate in a shared technology and, in turn, the benefit expected by another organization. It connects comparative technology evaluation with interorganizational dependence. Design/methodology/approach : The paper uses theory adaptation, drawing on research on organizational adoption, incumbent systems, network effects and ecosystem structure. The conceptual development is informed by two exploratory survey rounds conducted through Canadian supply chain networks, including four common fixed-choice questions and 216 written entries. Findings : The surveys identify distinct conditions surrounding adoption and non-use, including unresolved assessment, unfavourable evaluation, implementation constraints, satisfactory existing processes and benefits dependent on participation by others. The conceptual analysis proposes that when a necessary partner already has an adequate workflow, the proposed arrangement may offer limited incremental benefit, reducing willingness to contribute and lowering the focal organization’s confidence that required activities will occur. This effect should persist where the missing contribution is difficult to substitute. Research limitations/implications : The surveys provide exploratory evidence rather than direct tests of the propositions. Future research should examine linked organizations and test how partner workflow adequacy, willingness to contribute and substitutability affect expected value. Practical implications : Managers should assess whether necessary partners have sufficient reason to change existing workflows and whether missing contributions can be substituted. Originality/value : The paper locates part of the focal organization’s adoption problem in another organization’s existing workflow and evaluation, distinguishing inability to contribute from limited incentive to change.