An empirical investigation of competency factors affecting e-business success in European SMEs

Eikebrokk, Tom Roar; Olsen, Dag H.

doi:10.1016/j.im.2007.02.004

Cited by 151 publications

(100 citation statements)

References 37 publications

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“…Thus, novelty is viewed as one of the key value drivers in e-businesses. Novelty has been operationalised through several measures such as being a pioneer in utilising e-business solutions (Zott and Amit, 2007), innovative ways of cooperation with customers/suppliers (Eikebrokk and Olsen, 2007), continuous innovation in e-business product/service offerings (Liao et al, 2009), continuous introduction of innovations in a business model (Zott and Amit, 2008) and the ability to bring together new participants (Zott and Amit, 2007). These operationalisations of novelty imply that it can create value not only for customers, but also for all engaging participants from a firm's perspective.…”

Section: Key Variables and Operational Definitionsmentioning

confidence: 99%

A contingency view to novelty

Rashidirad

Salimian

Soltani

2018

EBR

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Purpose: The aim of this study is to examine (i) the impact of the fit between product-service strategy and sensing capability on novelty, and (ii) the potential moderating impact of contextual factors (i.e. technological and market turbulence) on novelty.Design/methodology/approach: In line with the aim of the study, a quantitative approach was adopted and a multi-item scale survey was designed to collect primary data. Using a mixed mode survey, a total number of 491 questionnaires were collected from a sample of UK-based telecommunications firms. Multiple regression was employed to test the hypotheses and predict the outcomes. Findings:The results support the positive contribution of a contingency approach to the study of the impact of the fit between product-service strategy and sensing dynamic capability on novelty. The results also partially confirm the reinforcing impact of technological and market turbulence on novelty. Originality/value:The current study extends research on product-service strategy and sensing capability by adopting a contingency view which intends to serve two purposes: (i)to complement the existing reductionistic explanations, and (ii) to explore how the relationship between product-service strategy and sensing capability could create novelty as well as the degree to which this relationship could be moderated in light of the external contextual factors.

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Section: Key Variables and Operational Definitionsmentioning

confidence: 99%

A contingency view to novelty

Rashidirad

Salimian

Soltani

2018

EBR

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“…Effective coordination not only reinforces a firm's ability to maintain, advance, and strengthen its relationships with value chain partners (Rai & Tang 2010), but also enables partner organizations in the value chain to share information in a timely manner, schedule procurement, production, and distribution operations synchronously, and respond to market changes swiftly (Kim & Lee 2010). Given that coordination is facilitated by the efficacy of a robust IT integration and a repetitive collaboration process, SMEs endowed with superior coordination competency can outperform competitors through efficient order handling procedures and short delivery lead time, therefore achieving improved performance (Eikebrokk & Olsen 2007;Levy & Powell 2005;Raymond & Bergeron 2008). …”

Section: H8mentioning

confidence: 99%

“…SMEs, in general, are relatively unsuccessful in exploiting the potential of digital business (Eikebrokk & Olsen 2007). …”

Section: Target Population and Survey Samplementioning

confidence: 99%

IT and Fast Growth Small-to-Medium Enterprise Performance: An Empirical Study in Australia

Davison

Smyrnios

2015

AJIS

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Information technology (IT) is regarded as a facilitator for both small and large firms to speed up transactions between firms and their suppliers and customers, achieve real-time communication, lower transaction costs, and enhance speed and flexibility. However, understanding whether and how IT helps small-to-medium enterprises (SMEs) to create business value still remains unclear. Drawing upon resource-based view theory, we develop and test a theoretical model to explore the interrelationships between IT resources (IT expertise, IT infrastructure), IT capability (IT integration), IT-enabled inter-firm processes (activity integration, coordination, partnership enhancement), and organizational performance in the fast growth SME context. We propose that IT business value depends on how SMEs employ IT resources to develop IT capability which facilitates inter-firm partnership processes along value chains. Structural equation modelling is employed to test our theoretical conceptualization of 310 Australian fast-growth SMEs across different industrial sectors. Results show that IT contributes to fast growth SME performance through the development of IT capability and enhancement of inter-firm partnership activities. This research highlights the role of IT in business value creation and the ways in which IT is used by fast growth SMEs to foster core business competencies.

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“…Table 1 shows that criterion. Eikebrokk & Olsen (2007), however, criticize classification criteria related to the number of employees and annual revenues. For the first criterion, in particular, these authors present examples of European enterprises from the knowledge and information sector that turnover millions in business and have global significance with only a small team.…”

Section: Classification Regulation and Importance Of The Msesmentioning

confidence: 99%

Difficulties Experienced during Implementation of an Adapted Quality Management System in Incubated Companies

Anholon¹,

Zoqui²,

Pinto³

et al. 2015

BMR

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The purpose of this paper is presents a study to find out the main difficulties experienced by nine micro and small enterprises throughout the implementation of a quality management system adapted to the reality of companies incubated. According to the objective presented, the article used the case study technique applied in nine incubated company, emphasizing the difficulties observed during the implementation of quality management system adapted to their realities. After the implementation, those companies showed significant progress in their management models. However we observed some gaps to conquer better results, such as difficulties in establishing long-term goals; non-financial targets; the idea that employees can't help in the improvement company, among other difficulties reported in this paper. In the literature there are a lot of papers about quality management in micro and small enterprises, but this work stands out for analyze a specific kind of company, micro and small companies incubated. This is the main difference and value.

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An empirical investigation of competency factors affecting e-business success in European SMEs

Cited by 151 publications

References 37 publications

A contingency view to novelty

A contingency view to novelty

IT and Fast Growth Small-to-Medium Enterprise Performance: An Empirical Study in Australia

Difficulties Experienced during Implementation of an Adapted Quality Management System in Incubated Companies

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