Analysis of E-commerce innovation and impact: a hypercube model

Department of Information Management, National Sun Yat-Sen University, 70 Lien-Hai Road, Kaohsiung 80424, Taiwan
Electronic Commerce Research and Applications (Impact Factor: 1.48). 12/2004; DOI: 10.1016/j.elerap.2004.05.002


Electronic commerce (E-commerce) innovating applications have posed novel, technical, organizational and commercial challenges. This study uses a hypercube model to investigate these innovative changes and focuses on their impacts on E-commerce stakeholders: providers, E-commerce companies, customers, and complementors. The results indicate that mobile commerce (M-commerce) differs substantially from Web-based commerce in some technological components, yet both share common business model. However, from Web-based to M-commerce, innovation is architectural for customers and E-commerce companies, but a radical change for complementors. From M-commerce to U-commerce, innovation is modular to customers, architectural to complementors and radical to E-commerce companies and providers. Thereafter, the critical impacts of E-commerce innovations on the stakeholders are identified.

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    • "Zwass (2003) identifies eleven categories of innovation opportunities provided by the Internet, which are associated with access to and creation of marketplaces, supply-chain linkages, networks of relationships, collaboration with business partners, communities of knowledge exchange, use of interactive media, delivery of goods and services, anytime-anywhere connectivity, development platforms, telecommunications networks and computing utility. Wu and Hisa (2004 and 2008) argue that e-commerce can drive extensive innovations that change the both core components of the products and the business model, which can be categorised into four groups: incremental innovations (no significant changes in products' core components and the business model), modular innovations (considerable changes in products' core components but not in the business model), architectural innovations (considerable changes in the business model but not in products' core components) and radical innovations (considerable changes in both products' core components and business model). Tavlaki and Loukis (2005) call for a more systematic approach to the exploitation of the extensive innovation capabilities that electronic channels (such as the Internet) offer for the design of new business models, and propose a methodology for this purpose. "
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    ABSTRACT: It is widely recognised that innovation is of critical importance for the competitiveness and growth of firms, sectors and countries, so understanding its determinants is a critical research question. Beyond the 'traditional' innovation determinants identified by previous relevant research, there has been extensive theoretical literature on the potential of information and communication technologies (ICT) to drive innovation; however limited empirical investigation of it has been conducted. This paper presents an empirical investigation of the impact of three different ICT (internal information systems (IS), e-sales and e-procurements), and also -for comparison purposes – of four important 'traditional' innovation determinants (demand expectation, price and non-price competition, market concentration), on the innovation performance of Greek firms. It is based on firm-level data collected through a survey of 271 Greek firms. The results show that in the Greek 'innovation averse' national context (characterised by low level of innovation and uncertainly avoidance culture), though none of the examined 'traditional' innovation determinants has an impact on product and process innovation of firms, the internal IS have a strong positive impact on both product and process innovation, and the e-sales only on process innovation; on the contrary, e-procurement is not a driver of innovation. Our results indicate the high potential of ICT as innovation driver even in innovation averse contexts, which however varies between different types of ICT.
    European, Mediterranean & Middle Eastern Conference on Information Systems 2011, Athens, Greece; 05/2011
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    • "E-sales effectiveness: As discussed in section 2, the present research measures the effectiveness of online sales by its impact on the volume of sales, the number of customers, the quality of customer service and the costs of logistics and inventory) for measuring e-business value. It was measured by 5 items following previous literature [44] [54] [55] [57]. "
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    ABSTRACT: The resource-based view (RBV) ascribes superior firm performance to firm resources and capabilities. In recent years, much debate about the value of e-business has been raised because of the costly investments required. Although studies have found positive relationships between e-business and firm performance, there is a need to further investigate into these topics. Since innovation has become a key factor for increasing the competitiveness of firms and e-business has been proposed as complement to innovation, this paper analyses, based on the RBV perspective, whether companies with high level of Internet resources and with high e-innovation are more effective electronically. The methodology involved a large sample firms and data collected by the European e-Business Market Watch, an established e-business observatory sponsored by the European Commission. Results indicated that differences of e-sales effectiveness of firms with high and low Internet resources were not statistically significant, while on the contrary firms with a high level of e-innovation outperformed on e-sales effectiveness. Povzetek: Članek preučuje, koliko raznovrstna uporaba interneta izboljša spletno prodajo.
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    • "One of the major challenges faced by companies is how to leverage the inherent benefits of EC to establish forms of inter-organizational systems with their suppliers and customers in hope of improved benefits along the supply chain (Min and Mentzer, 2004; Gunasekaran et al., 2006). In fact, recent research (Straub and Watson, 2001; Wu and Hisa, 2004; Bergendahl, 2005; Chu et al., 2007) have urged about the need to conduct research in several areas of e-commerce, web-based electronic commerce (WEC) being one important component. "
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    ABSTRACT: Purpose – The purpose of this study is to analyze the impact of web-based electronic commerce (WEC) use on organizational benefits (OBE). Design/methodology/approach – The researchers develop a research model based on a literature review. A large-scale instrument was applied to empirically test the model. MANOVA was first used employing a general linear model. Then, univariate tests were performed to further analyze differences. The model was tested and validated using a sample of 180 firms in the USA. Findings – The findings empirically tested that there is a significant positive impact of WEC use on OBE. Findings also demonstrated the multi-dimensional nature of both factors. Practical implications – This research develops and validates reliable measures for the WEC use and OBE. It also provides several indicators that can be used to measure the extent of usage of WEC for both transactional and strategic purposes, and OBE that span several dimensions, including information quality, business efficiency, and competitive advantage. These indicators can serve as benchmarks to evaluate the current state of a firm and help in setting future organizational goals, which can also help managers gauge the risks and benefits associated with WEC. Originality/value – This paper contributes to the literature by providing evidence of the positive impact of WEC on OBE. It also develops and validates measures for all the constructs involved in the study that can be used in other empirical studies.
    Benchmarking An International Journal 10/2010; 17(6):773-790. DOI:10.1108/14635771011089728
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