Date

6-17-2026

Department

Graduate School of Business

Degree

Doctor of Philosophy in Business Administration (PhD)

Chair

Kenneth B. George

Keywords

RFID Integration, Supply Chain Visibility, Interoperability, Governance, Adaptive Structuration Theory

Disciplines

Business

Abstract

This study examined a persistent challenge in operations management, the gap between the internal capabilities of Radio Frequency Identification (RFID) systems and their limited external application in customer-facing and supply network contexts. Grounded in a constructivist-pragmatic perspective and guided by adaptive structuration theory, the research employed an exploratory qualitative multiple-case study design across six manufacturing and logistics organizations. Data were collected through 24 semi-structured interviews, organizational documents, and operational artifacts, which were triangulated to support robust analysis. Findings indicated that RFID systems effectively supported internal operations, including inventory accuracy, process control, and exception management. However, their value diminished when extended beyond organizational boundaries. Four interrelated themes explained this limitation: interoperability challenges, governance ambiguity, cultural and leadership dynamics, and underdeveloped customer-facing integration. These findings suggested that constraints were not rooted in technological deficiencies but in how organizations structured, governed, and operationalized RFID systems across internal and external operations. The study revealed that most firms demonstrated partial adoption, where RFID was institutionalized internally but not consistently extended across functions, partners, or customer interfaces. Governance ambiguity emerged as a critical barrier, particularly regarding data ownership, accountability, decision authority, and escalation processes. Additionally, organizational culture and leadership alignment significantly influenced the extent of RFID utilization. Firms with stronger leadership engagement, clearer strategic intent, and supportive cultural environments demonstrated greater potential to extend RFID capabilities externally. Implications for practice highlighted the need for organizations to address governance structures, interoperability frameworks, and leadership alignment to fully leverage RFID investments. The study underscored that achieving external integration required more than technical deployment; it required coordinated socio-technical alignment. Opportunities for future research included examining governance mechanisms, leadership strategies, and cross-organizational integration approaches that enable scalable, customer-facing RFID applications across supply networks.

Download

Included in

Business Commons

Share

COinS