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Interactive, inter‐organizational innovations in electronic commerce

Steve Elliot (School of Information Systems, University of NSW, Australia and)
Claudia Loebbecke (Chair of Electronic Commerce, Copenhagen Business School, Copenhagen, Denmark)

Information Technology & People

ISSN: 0959-3845

Article publication date: 1 March 2000



Electronic commerce has been recognised as a source of fundamental change to the conduct of business. Exploitation by business of this innovative approach to payments will necessitate wide‐scale adoption of new processes and technologies and may require new thinking on how organizations adopt innovations. Primarily, these innovations will be interactive and inter‐organizational, i.e. a successful cash substitute will require the concurrent participation of many different organizations, as well as consumers. Current theoretical models of adoption may not cater for this type of innovation. This paper compares four diverse pilot implementations of smart‐card payment systems with Rogers’ (1995) attributes of innovations, adoption processes and adoption decision approaches for organizations. In general, Rogers’ models do not reflect the levels of complexity and diversity found in practice. Extensions of the models are proposed.



Elliot, S. and Loebbecke, C. (2000), "Interactive, inter‐organizational innovations in electronic commerce", Information Technology & People, Vol. 13 No. 1, pp. 46-67.




Copyright © 2000, MCB UP Limited

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