Developing focal capabilities for e-commerce adoption: A resource orchestration perspective

Pan

Information Systems Journal

2019

Self Cite

Community capability enables a large number of rural citizens to cooperatively engage in e‐commerce as an e‐commerce cluster, and it thus plays a critical role in e‐commerce development in the rural regions of developing countries. Taking the resource orchestration perspective as the theoretical lens, this study investigates the process for developing community capability. Two cases of community capability development in rural Chinese villages are studied. The findings reveal two settings for community capability development—government supported and self‐orchestrated—and show that community capability is developed through the individual capabilities of lead users and the resource orchestration interactions of stakeholders. This study has theoretical implications because it reveals the importance of developing community capability by orchestrating resources beyond merely providing training and education to rural community members and because it identifies the processes for developing community capability in the two respective settings. It also extends the resource orchestration perspective from a single‐firm context to a community context by revealing the resource orchestration interactions.

Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Developing community capability for e‐commerce development in rural China: A resource orchestration perspective

Pan

Information Systems Journal

2019

Self Cite

“…Each resource orchestrated into an organizational IT portfolio creates a new capability that builds a new organizational environment state that may require a new resource (Cui, Pan 2015).…”

Section: Resources Orchestrationsmentioning

confidence: 99%

ERP benefits capability framework: orchestration theory perspective

Badewi

Shehab

Zeng

et al. 2018

BPMJ

Purpose The purpose of this paper is to answer two research questions: what are the ERP resources and organizational complementary resources (OCRs) required to achieve each group of benefits? And on the basis of its resources, when should an organization invest more in ERP resources and/or OCRs so that the potential value of its ERP is realised? Design/methodology/approach Studying 12 organizations in different countries and validating the results with 8 consultants. Findings ERP benefits realization capability framework is developed; it shows that each group of benefits requires ERP resources (classified into features, attached technologies and information technology department competences) and OCRs (classified into practices, attitudes, culture, skills and organizational characteristics) and that leaping ahead to gain innovation benefits before being mature enough in realising a firm’s planning and automation capabilities could be a waste of time and effort. Research limitations/implications It is qualitative study. It needs to be backed by quantitative studies to test the results. Practical implications Although the “P” in ERP stands for planning, many academics and practitioners still believe that ERP applies to automation only. This research spotlights that the ability to invest in ERP can increase the innovation and planning capabilities of the organization only if it is extended and grown at the right time and if it is supported by OCRs. It is not cost effective to push an organization to achieve all the benefits at the same time; rather, it is clear that an organization would not be able to enjoy a higher level of benefits until it achieves a significant number of lower-level benefits. Thus, investing in higher-level benefit assets directly after an ERP implementation, when there are no organizational capabilities available to use these assets, could be inefficient. Moreover, it could be stressful to users when they see plenty of new ERP resources without the ability to use them. Although it could be of slight benefit to introduce, for example, business intelligence to employees in the “stabilizing period” (Badewi et al., 2013), from the financial perspective, it is a waste of money since the benefits would not be realised as expected. Therefore, orchestrating ERP assets with the development of organizational capabilities is important for achieving the greatest effectiveness and efficiency of the resources available to the organization. This research can be used as a benchmark for designing the various blueprints required to achieve different groups of benefits from ERP investments. Originality/value This research addresses two novel questions: RQ1: what are the ERP resources and OCRs required to achieve the different kinds of ERP benefits? RQ2: when, and on what basis, should an organization deploy more resources to leverage the ERP business value?

“…Finalmente, es importante resaltar que la adopción del e-commerce en las organizaciones debe ser implementada de acuerdo con la naturaleza de la actividad y a su entorno, como lo indican Cui y Pan (2015). Estos autores revelan que su implementación obedece a tres aspectos para alcanzar el éxito en la transacción: el desarrollo de capacidades para lograr el éxito considerando el entorno y los recursos, la gestión de la estructura y la estrategia para explotar las capacidades existentes, y la gestión de los recursos para generar nuevos recursos y capacidades dinámicas.…”

Section: Factores Que Limitan La Implementación Del E-commerce Autoresunclassified

Del comercio electrónico al comercio social: La innovación al alcance de las organizaciones. Estudio para el sector calzado Bucaramanga, Colombia

Duque¹,

Villamizar²

2017

CYN

Las organizaciones perciben al comercio electrónico como un mecanismo para llegar a sus stakeholders de manera directa, y, de este modo, facilitar el éxito de la transacción desde cualquier punto del mundo (Guzmán, Gil y Carot 2013). El objetivo del artículo es establecer cómo las organizaciones han adoptado esta estrategia para mejorar la eficiencia en la comercialización de sus productos y servicios. Sobre esa base, se evidencia que, para llegar a sus stakeholders, deben orientar sus estrategias hacia la inclusión de la comunidad, a partir de la participación e interacción que se genera con la organización en los medios sociales, entre los cuales Facebook destaca como la red social más utilizada para el e-commerce. Finalmente, se comprueba que el e-commerce ha sobrepasado el simple hecho de comercializar en Internet y ha avanzado hasta el s-commerce o comercio social, un horizonte que incluye a la comunidad y al usuario como partí-cipes en los procesos relacionados con la comercialización a través de redes sociales.Palabras clave: comercio electrónico, web social, competitividad, comercio social From e-commerce to s-commerce: Innovation within the reach of organizations. A study for footwear sector in Bucaramanga, ColombiaOrganizations perceive electronic commerce, as a mechanism to reach their stakeholders directly, facilitating the success of the transaction and from anywhere in the world (Guzman, Gil & Carot 2013). The objective of this article is to establish how organizations have adopted this strategy to improve efficiency in the marketing of their products and services, showing that to reach their stakeholders they should orient their strategies towards inclusion of the community, from the participation and interaction that is generated with the organization in social internet media, where Facebook is the most used social network for e-commerce. Finally, it is found that e-commerce has surpassed the simple fact of internet marketing, moving up the social commerce or s-commerce, a horizon which includes the user community and the Internet user as a participant in the processes related to marketing through social networks.Keywords: Telework, social web, competitiveness, social commerce Do comercio eletronico ao comercio social: A inovação ao alcance das organiçõesAs organizações percebem ao comercio eletronico, como um mecanismo para chegar ao seus stskeholders de maneira direta, assim facilita o sucesso da negociação e desde qualquer ponto do mundo (Guzmán, Gil & Carot, 2013 O objetivo do artigo é estabelecer cómo as organizações se adaptam esta estrategia para melhorar a eficiencia comercial dos seus productos e serviços, evidenciando que para chegar aos seus stakeholders deben orientar suas estrategias à inclussão da sociedade, partindo da participação e interação que se gera com a organização das redes sociais, onde fecebook é a rede social mais utilizada para o e-comerce. Finalmente, é provado que o e-comerce ultrapassou o simples fato de comercializar na internet, avanzando até o s-comerce ou comerc...