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; 3(4):389-404. 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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Available from: Tzyh-Lih Hsia, Dec 20, 2013
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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
    • "However, from M-commerce to U-Commerce, the changes are disruptive and occur in the dimensions of both technological and business models. In earlier work, Wu and Hisa (2004) used a hypercube model to explore the technical, organizational and commercial challenges posed by E-commerce innovating applications. It was found that while M-commerce differs substantially from Web-based commerce in some technological components, both share common business models. "
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    ABSTRACT: Smartphones are both green technologies and an integral parts of green information systems that are beginning to make serious contributions toward a sustainable environment. We trace the rise of the smartphone, with particular attention given to the iPhone and its many applications. The fundamental differences between smartphone-based and more common Internet applications, and how these might enhance sustainable strategies for organizations with a green agenda are highlighted. U-Commerce is suggested as a theoretical framework that best explains this, and the four dimension of U-Commerce are employed to illustrate how innovative organizations are using the unique characteristics of smartphones to pursue environmentally sound strategies. A process that might be followed for indentifying applications for sustainable issues, making sure that the applications take advantages of a smartphone’s unique features, and that contribute to sustainability by using fewer resources, protecting resources, and improving our use of current resources. The paper concludes by identifying a research agenda for information systems scholars to pursue studying the use of smartphones in search of a sustainable information technology agenda.
    The Journal of Strategic Information Systems 03/2011; 20(1):27-37. DOI:10.1016/j.jsis.2010.09.005 · 2.69 Impact Factor
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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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