Understanding B2B e-commerce implementation : the evolving Australian experience

This study investigates the implementation process of business-to-business (B2B) e-commerce in Australian organisations. Using a case study method, the study extends substantially theories on Information Systems (IS) implementation. It also suggests an entirely new framework for understanding e-commerce implementation behaviour, which is useful for organisations developing and managing e-commerce initiatives.

基于XML的B2B电子商务构架

电子商务通过基于因特网事务自动化提高了企业业务处理效率和可靠性。目前主要有两种类型电子商务：企业对客户型（Business-to-Consumer简称B2C）、企业对企业型（Business-to-Business简称B2B）。B2C参与的对象只是企业和单个的用户，其实现相对容易；但是对于B2B，情况就不一样，因为B2B涉及到多个不同规模企业的参与，要参与企业之间的商务活动，同时还需要与企业内部信息系统（如ERP系统）相连接，保证这些企业能通过因特网实现自动交互。

B2B e-commerce stages of growth; the strategic imperatives

Stages-of-growth has been the most popular approach used for strategy development and implementation. The major stages of growth models such as C. F. Gibson and R. F. Nolan (1974) have been widely discussed and are particularly useful in understanding the implementation of IS in organisations. These models might be more representative of e-commerce implementation, however, if they took into account more recent IS developments such as B2B e-commerce. Using a case study research undertaken in Australia, this study proposes a model of stages of growth based on the use of B2B e-commerce technologies and applications in Australian organisations. Four stages of growth proposed for B2B e-commerce implementation are (i) initial e-commerce; (ii) centralised e-commerce; (iii) looking inward for benefits; and (iv) global e-commerce.

International examples of large-scale systems-theory and practice IV: B2B e-commerce implementation in the Australian context

Two of the most commonly used classifications in IS research are the factor approach and the process approach. While many studies of IS implementation are undertaken using a factor approach, little research so far examines the process of e-commerce implementation, especially in relation to the implementation of e-commerce in business-to-business (B2B) relationships. A holistic understanding of implementation which combines both the factor and process approaches using a case study method, is suggested as particularly suitable because of its ability to capture the reality of e-commerce implementation in an organisation's natural environment and in much greater detail than is possible using one of these approaches alone. In this paper, therefore, we endeavour to contribute to what we perceive as a gap in the body of theory surrounding the implementation process in the business-to-business e-commerce literature. We describe the findings of multiple case studies involving ten major Australian e-commerce initiators. In addition to confirming our earlier finding of the importance of non-technical factors for the success of the implementation process we also present, through our case studies, the various management and business issues associated with the success or failure of B2B e-commerce implementation.

Determinants of B2B e-commerce adoption in Saudi Arabian firms

Business-to-business (B2B) electronic commerce (e-commerce) has become an increasingly important initiative among organisations. The factors affecting the adoption decisions have been well-documented but there is a paucity of empirical studies that examine the adoption of e-commerce in developing economies in the Arab world. The aim of our study is to provide insights into the salient e-commerce adoption issues by focusing on Saudi Arabian businesses. We developed a conceptual model for B2B e-commerce adoption incorporating six factors. Survey data from 450 businesses were used to test the model and hypotheses. The analysis demonstrates that, (1) when e-commerce preliminary adoption is investigated, organizational IT readiness, management support and regulatory environment emerge as the strongest factor, (2) pressure from customers may not have much effect on the preliminary adoption of e-commerce by companies, but does significantly influence on the utilisation of e-commerce by firms, and (3) Saudi Arabia has a strong ICT infrastructure for supporting e-commerce practices. Taken together, these findings on the multi-dimensionality of e-commerce adoption show that preliminary adoption and utilisation of ecommerce are not only different measures of ecommerce adoption, but also have different determinants. The implications of the findings are discussed and suggestions for future inquiry are presented.

Electronic commerce adoption:a study of business-to-business practice in Saudi Arabia

Electronic commerce (e-commerce) has become an increasingly important initiative among organisations. The factors affecting adoption decisions have been well-documented, but there is a paucity of empirical studies that examine the adoption of e-commerce in developing economies in the Arab world. The aim of this study is to provide insights into the salient e-commerce adoption issues by focusing on Saudi Arabian businesses. Based on the Technology-Organisational-Environmental framework, an integrated research model was developed that explains the relative influence of 19 known determinants. A measurement scale was developed from prior empirical studies and revised based on feedback from the pilot study. Non-interactive adoption, interactive adoption and stabilisation of e-commerce adoption were empirically investigated using survey data collected from Saudi manufacturing and service companies. Multiple discriminant function analysis (MDFA) was used to analyse the data and research hypotheses. The analysis demonstrates that (1) regarding the non-interactive adoption of e-commerce, IT readiness, management team support, learning orientation, strategic orientation, pressure from business partner, regulatory and legal environment, technology consultants‘ participation and economic downturn are the most important factors, (2) when e-commerce interactive adoption is investigated, IT readiness, management team support, regulatory environment and technology consultants‘ participation emerge as the strongest drivers, (3) pressure from customers may not have much effect on the non-interactive adoption of e-commerce by companies, but does significantly influence the stabilisation of e-commerce use by firms, and (4) Saudi Arabia has a strong ICT infrastructure for supporting e-commerce practices. Taken together, these findings on the multi-dimensionality of e-commerce adoption show that non-interactive adoption, interactive adoption and stabilisation of e-commerce are not only different measures of e-commerce adoption, but also have different determinants. Findings from this study may be valuable for both policy and practice as it can offer a substantial understanding of the factors that enhance the widespread use of B2B e-commerce. Also, the integrated model provides a more comprehensive explanation of e-commerce adoption in organisations and could serve as a foundation for future research on information systems.

Secure mobile agent-based e-negotiation for on-line trading

Electronic negotiation (e-negotiation) is a major activity in e-Commerce applications. Agent-based e-negotiation has recently received increasing attention. However, agent-based electronic negotiation suffers from a number of security attacks. In this paper, we present a mobile agent-based e-commerce framework. We also propose a security protocol that protects the information exchanged between the mobile agents during e- negotiations. We reason the correctness of the proposed security protocol in the presence of various security threats. The reasoning shows that the protocol maintains privacy, non- repudiation, authenticity, anonymity, and strong integrity of exchanged information.

The Beglocal framework applied to B2C E-commerce

This case-study examined the use of the BeGloCal Framework applied to B2C E-commerce, for a fast moving consumer goods European manufacturing firm. It explains how the framework supported the team within the company to identify the right local market as to where to start the project, the problem for the company was to find the most appealing area to invest resources. By going through all the steps of the framework the findings led the company to London (Kensington and Chelsea). It shows how managers should act when they have to find a trade-off between standardization and adaptation.