A Societral perspective on e‐business adoption

Abstract

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The impact of social capital and collaborative knowledge creation on e-business proactiveness and organizational agility in responding to the COVID-19 crisis

“…The research (Ghane & Akhavan, 2014;Léger, 2010;Liu et al, 2016) emphasizes the direct and indirect influences of social capital on perceiving, applying, and evaluating e-business solutions. Studies (e.g., Pouloudi et al, 2003;Oh & Teo, 2006) have also confirmed that social capital and social networks provide valuable opportunities to leverage e-business capabilities to create complex products, diversify operations, and expand market share. Based on this discussion, the following hypothesis is proposed: H1: Social capital has a significant role in achieving e-business proactiveness in responding to the COVID-19 crisis.…”

“…Today's organizations must be able to sense and exploit ITenabled opportunities in turbulent environments (Oh & Teo, 2006;Pouloudi, Ziouvelou, & Vassilopoulou, 2003). Al Omoush (2020) cites the top management's level of proactiveness as one of the major organizational resources that foster the role of e-business to create a forward-looking strategy for organizational survival.…”

Dynamics of the key elements of consumer trust building online

“…It is a commonplace that for instance languages, customs, religion and laws differ from one location to another, and that these differences may become a barrier to doing business on the Internet (Chong et al, 2003;Zainul et al, 2004; and see, for example, Pouloudi et al, 2003, for a more complete list of cultural features). By the terms local and global we mean local culture versus global culture, irrespective of geographical location.…”

“…E-Bay is an example of a global online company. According to Pouloudi et al (2003), E-Bay "developed a business model that eliminated geographic distances and location asymmetries amongst sellers and buyers and moreover brought everybody together in a common virtual marketplace that took into consideration the differences of its users" (p. 147).…”

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“…Research has shown that employee engagement and effective learning can increase when an organization has good agility (Nafei, 2016). Besides, managing information technology increases organizational agility and competitive advantage (Altschuller, Gelb, & Henry, 2010;Lee, Sambamurthy, Lim, & Wei, 2008;Madhok & Marques, 2014;Nissen & Rennenkampff, 2017;Pouloudi, Ziouvelou, & Vassilopoulou, 2003). The strength of the integration between structures within the organization and the connectivity the company develops with its partners and consumers will ease it to analyze ambiguous opportunities in a shorter time, in other words, have organizational agility (Seethamraju & Krishna Sundar, 2013).…”