E-commerce and management of channel conflict: evidence from small manufacturing firms in the UK

Li, Jun; Mitra, Jay; Matlay, Harry

doi:10.1504/ijtm.2004.005781

Cited by 10 publications

(10 citation statements)

References 7 publications

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“…In recent years, e-Business has emerged as a strategic way to improve communication (via Intranets) within organisations as well as enhance collaboration (via Extranets) with key external stakeholders, such as customers, suppliers and government representatives (Byrd, 2001;Basu & Kumar, 2002;Meroño-Cerdan et al, 2006). Importantly, however, the adoption of e-Business was perceived as a way to achieve sustainable competitive advantage in an increasingly globalised economy (Martin & Matlay, 2001;Li et al, 2004). There is considerable confusion of terms relating to doing business over the Internet (Melao, 2009).…”

Section: E-business: Definitions Conceptual and Contextual Considerationsmentioning

confidence: 99%

Collaborative and Competitive Strategies in Virtual Teams of e-Entrepreneurs: A pan-European Perspective

Matlay

Martin

2009

AJIS

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Recent advances in Information and Communication Technologies (ICTs) and the advent of the Internet have facilitated the emergence and growth of collaborative strategies amongst small e-Businesses (Matlay & Westhead, 2005). In addition, during the last decade or so, team-led entrepreneurship has been identified as a highly profitable alternative to single founder entrepreneurship. Recent research suggests that growth oriented, small e-Businesses operating in international e-Markets are more likely to be founded and managed by teams of e-Entrepreneurs (Matlay & Westhead, 2007). In increasingly globalised and hyper-competitive markets, "virtual teams" of e-Entrepreneurs search, discover and exploit new entrepreneurial opportunities. This type of entrepreneurial team consists of geographically dispersed entrepreneurs who are led by common entrepreneurial interests and interact electronically in order to promote interdependent strategies and fulfil entrepreneurial goals. In this article, an illustrative longitudinal case study of a pan-European virtual team of 24 e-Entrepreneur members is used to evaluate emergent collaborative and competitive strategies in small e-Businesses that are lead and managed by members. Collaborative and competitive strategies of e-Businesses are identified and related outcomes are analysed. Future research opportunities are suggested and pertinent policy recommendations are offered.

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Section: E-business: Definitions Conceptual and Contextual Considerationsmentioning

confidence: 99%

Collaborative and Competitive Strategies in Virtual Teams of e-Entrepreneurs: A pan-European Perspective

Matlay

Martin

2009

AJIS

Self Cite

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“…The theoretical model adopted in this study is based on expert judgement, a thorough literature review and the results of a case study undertaken by one of the authors. Hypotheses 1 to 5 in the model are based on widely reported literature on channel performance and relationships (see, for instance, McGuire and Staelin, 1986;Li, 2004;Zhoul et al, 2004;Rose and Shoham, 2004;Alberato-Sa, 2005;Heu and Sheu, 2005), whereas the relationships between consolidation and mobility are based on experts' judgement and the results of a case research undertaken for a leading GPO. The outcome of the case study suggests that in consolidated channel structures, mobility would reduce if shipping lines operate ports (as TOSL), but the risk of them being footloose would increase if they operate at ports run by TOCs or TOPA.…”

Section: R E S E a R C H D E S I G N A N D M E T H O D O L O G Ymentioning

confidence: 99%

Internationalisation and Consolidation of the Container Port Industry: Assessment of Channel Structure and Relationships

Bichou

Bell

2007

Marit Econ Logist

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The international consolidation of the container port industry is a relatively recent, yet radical trend in international shipping and logistics. Global strategies of vertical and horizontal integration evolving around port ownership and operations are undertaken by a variety of market players, both within and outside the international shipping and logistics markets. However, while much of the available literature on the subject has focused on the bases and various motives behind the change, little work has addressed the impacts on channel structure and relationships, including such aspects as control, power and conflict. By channel, we refer to an organised network of institutions that form the combined physical and non-physical path taken by goods and services as they move from original supplier to final consumer. However, in the context of this paper, the scope of the distribution channel is reduced to active members of the international shipping and logistics industry, that is, shippers, ocean carriers, ports, agents and intermediaries. This paper investigates the extent of channel power, conflict, role, performance and strategic concentration of shipping lines as international container terminal operators. A structural equations model is used to assess the impacts of global factors and consolidation on the container port industry, and test whether the direction of change would result in an increasing or decreasing risk of commoditisation and footloose mobility. Maritime Economics & Logistics (2007) 9, 35–51. doi:10.1057/palgrave.mel.9100170

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“…First, either virtual or physical companies are recognizing that success in the new economy will go to a new governance model with click-and-brick strategies to bridge the virtual and physical world. By thinking carefully about which aspects of a business to integrate and which to keep distinct, executives attempt to tailor the click-and-brick strategies to their own particular market (Li et al, 2004;Pentina and Hasty, 2009). Afterwards, companies are able to effectively determine the right mix structure of online and offline channels (King et al, 2004).…”

Section: Introductionmentioning

confidence: 99%

A strategy-based model for implementing channel integration in e-commerce

2015

Internet Research

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Purpose -The key to success in the internet business lies in how you carry out the integration between virtual and physical channels. The purpose of this paper is to aim at defining the solution to the integration. Design/methodology/approach -Channel coordination is grounded on a new governance of integration strategy which bridges the channels. This study proposes a novel research model with three stages: first, click-and-brick strategies; second, channel coordination for three purchase stages; and third, synergy realizations. A survey was conducted for collecting empirical data. PLS was used for path analysis. In total, three separate statistical analyses were performed for three defined integration strategies. Findings -Click-and-brick strategies have different degrees of impact on channel coordination in different purchase stages and in turn, different degrees of impact on synergy benefits. Specifically, the in-house division strategy is more important in determining channel coordination in the three purchase stages. Practical implications -Customers initially perceive online services with a nature of low trust and view them as highly risky. This integration is useful for a firm to successfully start a new online business. Further, it provides insight into allocating a firm's resources to critical multi-channel activities to realize synergy benefits. Originality/value -Multi-channel marketing is dynamic and complex in nature. Existing theories provide limited insight into effectively defining them. This study attempted to define a strategy-based implementation model. This model demonstrated the capability to effectively reduce the complexity of defining channel integration.

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E-commerce and management of channel conflict: evidence from small manufacturing firms in the UK

Cited by 10 publications

References 7 publications

Collaborative and Competitive Strategies in Virtual Teams of e-Entrepreneurs: A pan-European Perspective

Collaborative and Competitive Strategies in Virtual Teams of e-Entrepreneurs: A pan-European Perspective

Internationalisation and Consolidation of the Container Port Industry: Assessment of Channel Structure and Relationships

A strategy-based model for implementing channel integration in e-commerce

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