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Marketing the products of other companies within an individual company intranet can benefit both employees and the company itself. This study examines the dimensions of satisfaction with a business‐to‐employees (B2E) benefit system and the linkages between satisfaction and organizational citizenship behavior (OCB). Structural equation modeling of data shows that convenience, delivery, interface, accuracy, price and security are factors that affect employee satisfaction with the B2E benefit system. Price is more important to the satisfaction of males than females. Significant, positive relationships were found between satisfaction and OCB. Perceived organizational support plays a stronger mediating role in leading to OCB for females than it does for males.

This paper presents a dynamic model for e‐business strategy derived from the results of a longitudinal analysis of enterprise resource planning (ERP) enabled organisations.

This involved a study of 11 international ERP‐enabled organisations over a four‐year period using multiple interviews and extensive secondary data collection. Three separate research models were used to analyse different stages of e‐business growth and the results of this multi‐stage analysis consolidated into a staged model of e‐business transformation (eBT).

The model focuses on realising the benefits of B2B interaction through the alignment of ERP with different e‐business strategies, increasing emphasis on employee empowerment and successful management of value alliances.

The findings provide practical guidance to managers implementing e‐business systems through integrated ERP implementations.

The study demonstrates the application of a comprehensive research model based on three previously validated research frameworks for e‐business strategy.

Whether launching new e‐business or managing current e‐business, drive profitability through the user experience.

The purpose of this paper is to focus on the adoption of business to employee (B2e) mobile internet (MI) applications in Italian small and medium enterprises (SMEs). The purpose is twofold: to analyze the diffusion of these applications underlining the main adoption barriers and to describe the impact on the corporate environment and the decision‐making process leading to the introduction of B2e MI applications.

The diffusion of mobile solutions is gauged through a survey of 646 Italian SMEs in the manufacturing industry. Multiple case studies of 28 Italian SMEs that have adopted 33 B2e MI applications have given insight into the impact and the adoption process of such technologies.

The adoption of MI technologies is still limited in Italian SMEs. Two different kinds of solutions (classified into connectivity‐based and application‐based) lead to different processes of adoption.

The study has been conducted only in an Italian scenario. As for the survey, only firms belonging to the manufacturing industry have been interviewed.

The main adoption drivers/constraints have been identified. The paper also provides information and communication technologies vendors with guidelines on how to increase the use of the applications in Italian SMEs.

The paper is based on a double methodology in order to provide a full analysis of the adoption of mobile technologies in a business environment: the survey is used to quantify the adoption of the technologies and the case studies are used to investigate the adoption process.

The paper presents an exploratory study to investigate the impact of B2e MI applications and, in particular, an empirical analysis of the main features of Italian B2e MI applications for automating sales‐ and field‐force activities.

The study has been carried out with 16 case studies of B2e MI applications employed in different Italian companies.

The paper describes the main features and impacts of the applications, showing how the network is utilized, how the device and the usage mode (online or offline) affect these applications and indicating the major opportunities for improvement.

Some indications for management regarding B2e mobile applications are the need: to develop simple applications; and to start mobilizing the sales‐force, because this provides faster pay‐back and easiest implementation.

The paper provides material to illustrate the current situation and serve as a starting point for scientific analysis. Findings regarding the use of mobile phones and mobile networks as compared to fixed‐line solutions are presented and explained. Differences in the use patterns of the applications are also discussed with real case examples.

Although there have been a lot of studies on mobile business, it is hard to find ones in which an integrated perspective of mobile business based on both customers’ and companies’ needs is suggested. This research develops a mobile business model classification scheme and applies it to analysis of current status in mobile business. In the first case study on 65 firms in Korea, mobile solutions are categorized based on the classification scheme in order to analyze an overall market environment of mobile business. In the second case study on mobile service trend analysis, a set of evaluation indices including four general indices, ten effectiveness indices and 13 measurement indices were developed to analyze mobile service environment in the perspective of B2C (business to customer). For the second case study, 200 mobile heavy users were questioned on the mobile service‐related issues.

To provide insights into the current supply chain for original equipment manufacturers (OEM) in the radiology diagnostic imaging equipment business. As is common in many manufacturing and service firms, the rationale of bridging suppliers of OEMs is the ability to leverage technology, software, and accessories pertaining to the various pieces of equipment.

Several models of e‐procurement and e‐commerce related to the health care industry are presented.

Although the radiology capital equipment market presents numerous idiosyncrasies that must be addressed to successfully implement an e‐business strategy effectively, incredible opportunities exist all along the supply chain for e‐business strategies to both eliminate costs and acquire strategic initiatives. Those firms that most successfully listen to their customers and address the barriers to efficiency (B2E) will help move the industry toward more effective utilization of the benefits e‐business can create and also obtain first mover advantages.

Although the efficiencies that e‐business provides are extremely important in the radiology capital equipment market, the main value of e‐business in this industry of high‐priced and relatively infrequently purchased equipment may well be the value‐added benefits the technology brings to its customers, as illustrated in the modeling process. The OEMs that eventually market their finished product directly to hospital and imaging centers via a direct sales force can best take advantage of the connectivity and accessibility of e‐commerce.

The advent of the 3G world of mobile commerce has suffered from the wait‐and‐see mode over the last years. Existing barriers pose a challenge to all actors in the mobile commerce industry (MCI). Learning from the future and discovering a route to a desired future are keys to successful mobile commerce business. In this paper we argue that it is very important that all actors in the MCI use an industry foresight approach in order to discover a successful route to future markets. We present a framework for creating industry foresights and for understanding the future of mobile commerce. We focus on the mobile commerce industry as a whole and introduce two broad variables; (1) adoption and diffusion of mobile commerce products and services; and (2) the macro‐economic development trend. Based on these variables we build four foresight scenarios: Rapid‐Up, Rapid‐Down, Slow‐Down and Slow‐Up. On the basis of these four different scenarios we suggest some features of promising mobile commerce products and services. We are using information‐gathering agents in order to collect information for our analysis. The foresight framework will help all actors understand the future for m‐commerce.

Wireless and mobile technologies are changing the way that many organizations operate and do business. Mobile business‐to‐employee solutions, especially field force automation (FFA), have been widely adopted throughout the planet. The purpose of this paper is to investigate the impact of wireless FFA in trade services organisations in New Zealand.

The paper uses a case study approach to examine two trade services organisations.

The findings demonstrate that wireless technologies can significantly enhance the benefits of traditional FFA.

The paper concludes with recommendations for future practice and research.

This paper contributes to the academic research in this field by examining two organizations that have already implemented their own wireless FFA solutions and have realized benefits and impacts as a result.

The goal of this paper is to discuss critical success factors (CSF) for implementing enterprise portals by comparing them with CSF for ERP implementations.

In order to identify and rank CSF for portal implementations, the paper followed a multi‐method design, following a two‐stage approach with the first stage analyzing the state‐of‐the‐art of portal implementation by interviewing portal integrators in Germany and a follow‐up stage with a focus on CSF, thereby identifying and analyzing the CSF for portal (implementation) projects in general and across project stages. Then the findings are compared with the results of a similar study on CSF in ERP (implementation) projects.

When comparing CSF for portal projects with CSF of ERP projects, some similarities were found but also some differences with respect to top management support, project management, communication, selection of the software package and business process re‐engineering.

There are limitations with regard to the comparability of both studies as both studies used different samples.

Based on these findings, measures to improve the engineering and management of portals can be proposed and developed.

Up to now, there are neither detailed studies focusing on the identification and evaluation of CSF for portal projects nor studies that try to compare portal and ERP projects. The paper tries to fill this gap.