Electronic commerce strategy, operations, and performance in small and medium‐sized enterprises

Karagozoglu, Necmi; Lindell, Martin

doi:10.1108/14626000410551555

Cited by 64 publications

(58 citation statements)

References 32 publications

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“…Based on the business processes they are meant to support, e-communication and e-intelligence would be viewed as informational, whereas e-commerce and e-collaboration would be viewed as relational (Amit and Zott, 2001). From a different perspective, a classification of e-business capabilities based on the managerial and decision support level would place e-communication and e-commerce at the operational level, whereas e-intelligence and ecollaboration would be placed at the strategic level (Karagozoglu and Lindell, 2004).…”

Section: E-business Capabilitiesmentioning

confidence: 99%

Enabling the business strategy of SMEs through e‐business capabilities

Raymond

Bergeron

2008

Industrial Management &Amp; Data Systems

191

119

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SMEs face pressures from an increasingly competitive business environment. They are called upon to implement strategies enabled and supported by information technologies and e-business capabilities. Based upon the Internet and Web technologies, these capabilities are identified in the form of e-communication, e-commerce, e-intelligence and e-collaboration. From a contingency theory perspective, and using survey data obtained from 107 Canadian manufacturing SMEs, this study examines the alignment of e-business capabilities with business strategy, based on Miles and Snow's strategic typology. The performance outcomes of this alignment in terms of growth, productivity and financial performance are also examined. Results indicate that the ideal e-business profiles vary in the relation to the firms' strategic orientation, whether it is of the Defender, Analyzer or Prospector type.

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Section: E-business Capabilitiesmentioning

confidence: 99%

Enabling the business strategy of SMEs through e‐business capabilities

Raymond

Bergeron

2008

Industrial Management &Amp; Data Systems

191

119

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“…Literature by various researchers (Apigian et al, 2005;Karagozoglu and Lindell, 2004;Lee, 2001;Shin, 2001;Porter, 2001;Kalakota and Robinson, 2001;Rosenoer et al, 1999; Wurster, 1999/1997;Sakaguchi and Dibrell, 1998) leads to the identification of a number of e-commerce strategies. Further, the prior literature can be used to organize these primary ecommerce strategies into three categories: improving customer service; expansion of customer base; and improvement of operational efficiency.…”

Section: E-commerce Strategymentioning

confidence: 99%

“…Karagozoglu and Lindell (2004)found that e-commerce strategies lead to significantly higher sales. Straub and Klein(2001)stated that e-commerce results in increasing productivity and/or reducing production costs.Further,they stated that e-commerce results in improving efficiency, increasing revenue,and expanding markets.Thus,it is apparent that e-commerce strategies result in improvement of firm performance in many ways.…”

mentioning

confidence: 99%

Electronic Commerce Strategies, Generic Strategies, and Firm Performance: A Study of Small and Medium Enterprises in Aichi, Japan

Kulatunga

2008

The Japanese Journal of Administrative Science

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This paper reports research findings on the relationship among electronic commerce strategies,generic strategies,and firm performance.Findings are based on 186 small and medium enterprises(SMEs)operating in Aichi,Japan.A multiple regression analysis revealed that both electronic commerce strategies and generic strategies lead to significant performance improvements among SMEs.Importantly,the findings indicate that both types of strategies can be exploited by SMEs to improve firm performance.However,interaction effects of these two types of strategies on firm performance were not observed.Among e-commerce strategies,customer base expansion and operational efficiency improvement were found to be significant for performance.Among generic strategies,cost leadership and differentiation were significant for improving firm performance.Keywords:electronic commerce strategy,generic strategies,firm performance,e-commerce, small and medium enterprises E-commerce,without doubt,has helped companies to be more responsive and flexible to ever-changing customer needs and markets (Gunasekaran and Ngai,2005).As the competition between companies and the number of customers using electronic purchases has increased,the great majority of companies have been compelled to use some form of e-commerce applications.Prior research confirms that e-commerce affects firm performance positively. Karagozoglu and Lindell (2004)found that e-commerce strategies lead to significantly higher sales. Straub and Klein(2001)stated that e-commerce results in increasing productivity and/or reducing production costs.Further,they stated that e-commerce results in improving efficiency, increasing revenue,and expanding markets.Thus,it is apparent that e-commerce strategies result in improvement of firm performance in many ways.In order to compete effectively,companies need generic strategies. Porter(1980)found that a company must focus on one of the three strategic directions(cost leadership,differentiation,or focus)if it hopes to gain above-average returns.Prior research has confirmed that generic strategies affect firm performance (Dess and Davis,1984;Powers and Hahn,2004;Allen and Helms,2006).As e-commerce has increasingly diffused among firms in recent years,it is important to see how it affects generic strategies. Porter and Millar(1985)argue that information technology(IT)can be used to support generic generic strategies.Porter (2001) states that companies have to integrate the Internet into their overall strategies if they are to gain competitive advantages. Lee(2001) too stated that the integration of e-commerce into the firms overall strategy is required if it is to exploit e-commerce.Clearly,these studies show that generic strategies continue to play a vital role in the companies.The studies also make the point that companies may need to integrate e- The contribution of SMEs to any economy is significant In many economies it plays a major part in employment and job creation (Analoui and Krami,2003).In Japan,the SMEs make up 99% of Japanes...

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“…E-commerce has positive effects on customer-based development (Karagozoglu & Lindell, 2004). The use of E-commerce is capable of improving customer's satisfaction and the availability of resources, as well as reducing errors (Kumar & Petersen, 2006).…”

Section: Introductionmentioning

confidence: 99%

Developing E-Commerce for Micro Small Medium Enterprise (MSME) to Cope with Cultural Transformation of Online Shopping

Prameswari

Suharto

Afatara

2017

JDM

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This study aims to examine factors contributing to societies' tendencies to choose online shopping, the characteristics of e-commerce needed by societies and obstacles faced by MSME in handling business competition. E-commerce is a set of dynamic technology, application and business process which connects certain companies, consumers and communities through electronic transaction. Trade of goods, services and information is performed electronically. The development of E-commerce system for MSME aims to change its culture which still relies on conventional purchasing into online shopping, improve MSME' s sales in order to promote, market and sell products to internet users through website without any space and time limits. The research subjects are people involving in MSME and communities of Jebres village, Surakarta. This study applies qualitative paradigm. The research subjects were taken using purposive sampling techniques. Data were collected using various techniques: structured interview, questionnaire, observation and content analysis or archive analysis. Data were later analyzed using four stages, namely data reduction, classification, data presentation and verification. Info Article

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Electronic commerce strategy, operations, and performance in small and medium‐sized enterprises

Cited by 64 publications

References 32 publications

Enabling the business strategy of SMEs through e‐business capabilities

Enabling the business strategy of SMEs through e‐business capabilities

Electronic Commerce Strategies, Generic Strategies, and Firm Performance: A Study of Small and Medium Enterprises in Aichi, Japan

Developing E-Commerce for Micro Small Medium Enterprise (MSME) to Cope with Cultural Transformation of Online Shopping

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