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This work aims to develop a process model for the migration of the traditional firm to an appropriate e‐business strategy and architecture.

The work is based on a range of published works and professional experience, combining narrative with analysis.

This complex model addresses the multiplicity of factors that must be included in effective e‐business migration. The model addresses technology, business processes, strategy and the consequent organizational change.

Focuses on a model that can serve as a basis for dispelling a number of myths reflected in current e‐business migration and implementation efforts.

The purpose of this research paper is to explore the impacts of e-business technology adoption at process level in SMEs.

The paper reviews a range of literature and mainstream models relating to e-business impacts in SMEs and then focuses on two in-depth case studies. The cases draw their empirical material from the involvement of the authors in e-business project management in these two companies.

The two case studies show significant impacts of e-business technology at process level. They also illustrate how contrasting information systems strategies can successfully embrace e-business process change, and suggest the importance of organisational issues in determining the degree of benefits delivery.

The paper suggests a framework for analysing the impact of e-business at process level that can be used with other SME case studies.

The suggested assessment framework can be used for comparison with e-business implementations in other SMEs.

The value of the case studies lies in their originality and the paper highlights the potential impacts and benefits of e-business at process level. The suggested assessment framework builds on existing models and concepts but provides an update and customisation relevant to today's e-business technologies and business environment.

The e-business platform has become a major driver for economic growth and development. The economic success of an e-marketplace greatly depends on the extent to which buyers and sellers are attracted to enter and actively participate in the e-business platform. Existing literature lacks empirical examination of factors influencing e-business platform attractiveness (EBPA) from a seller's perspective and understudies the interplay between technical and managerial considerations.

Based on the literature on network economy, modular systems theory, control theory and social exchange theory, the paper proposed that platform flexibility and platform control (PC) would affect EBPA through both direct and interaction effects. From a survey of platform sellers, the paper explored the influencing mechanisms of EBPA using hierarchical regression and fuzzy-set qualitative comparative analysis (fsQCA) to understand the statistical associations and the set relations of the conjunctions and conditions.

The paper found that platform flexibility (PF), process control and clan control (CC) positively affected EBPA. In addition, the interaction between PF and process control demonstrated a substitution effect on EBPA, and the interaction between PF and CC demonstrated a complementary effect on EBPA. Also, the authors found that the interaction between process control and CC demonstrated a complementary effect on EBPA. fsQCA provided the configurations of causal recipes associated with EBPA.

From a seller's perspective, the paper presents both theoretical explanation and empirical evidence for how design factors (e.g. PF) and governance factors (e.g. process control and CC) may interplay to influence EBPA.

A field study was conducted to determine organizational readiness for implementing E‐business solutions by utilizing drivers suggested in the business process reengineering literature. Based on a literature review, we theorized a schematic framework to reflect the anticipated relationships between the independent variables of technology team capabilities, nature and scope of legacy business applications, high‐tech resources, value‐chain, management expertise, supply chain management and enterprise resource management, and the dependant variable of E‐Business readiness. A survey collection method comprised of a 29‐item questionnaire was used. The study was carried out with a sample population from employees in various departments of a large, multinational pharmaceutical company. Data analysis of project hypotheses showed that 47.7% of the variance of E‐Business readiness was explained by the five independent variables, and that management expertise had the most significant influence. Recommendations directed at the senior management and E‐Business Teams include the importance of having an E‐Business team to manage new technology, and the need to create synergy between the organizational functions and departments. Though this analytical field study was conducted in a framework of one case study, results can be used to establish a foundation for a comprehensive study across business firms.

This study aims to examine the relationships between contingency factors and the effectiveness of the implementation of core e‐business strategies and to explore the influences on the implementation process quality for e‐business strategy.

To examine the relationships between the constructs in the research model, data were gathered via a questionnaire survey sent to 650 manufacturing enterprises in Taiwan.

The survey results indicate that some factors influence the effectiveness of the implementation of core e‐business strategies. The implications of the findings for practice and future research are also examined.

Business managers or IS executives of enterprises should consider these environmental, organizational and technological contingency factors while implementing e‐business strategies.

Numerous researchers have proposed various studies relating to e‐business strategies. However, these studies focused on developing e‐business planning frameworks and conducting case studies, and little attention has been paid to empirical studies examining the influences of contingency factors on the implementation of e‐business strategies. The results of this study will be of interest to business managers or strategic planners who are initiating or conducting e‐business strategic planning exercises, as well as to researchers in the field of information systems strategic planning and management.

The purpose of this paper is to propose and empirically test a unified framework that captures the antecedents of e-business implementation, that is; organizational factors which is decomposed into organizational capabilities (training availability, technical expertise, knowledge level), knowledge management capabilities (knowledge acquisition, application, and sharing), adhocracy culture, and top management support, e-business implementation, and organizational performance (efficiency, sales performance, customer satisfaction, relationship development).

Data from a survey of 258 top managers in Saudi Arabian enterprises were collected to empirically test the proposed research model. Additionally, the statistical techniques employed included a confirmatory factor analysis to examine the reliability and validity of the measurement model, and structural equation modeling using AMOS is utilized to test the hypotheses.

The findings of this study suggest that organizational factors influence e-business implementation. Moreover, e-business implementation affects organizational performance.

This study did not investigate all organizational factors and knowledge management processes. Future research could assess the influence of additional factors such as technology and environment contexts on e-business implementation.

Owners/managers considering e-business implementation would be best to focus on internal (organizational) factors and their interaction within and beyond the organization, rather than focussing exclusively on technological considerations.

This study is significant for at least two reasons: it determines the key antecedents to successful business implementation based on organizational factors and it helps to understand the effects of e-business implementation on organizational performance.

A fundamental approach to setting up an e‐business initiative is needed to fully utilise the capabilities of Internet technology in a specific business setting. Such an initiative has to build on the strengths of the organisation and take full advantage of the opportunities in the market, meanwhile identifying costly unsuccessful projects and preventing unwanted market disturbances introduced by carelessly designed e‐commerce solutions. In this paper, a method is presented for the development of an e‐business, based on research in the area of strategic information systems planning. The proposed method is designed to help clarify a strategic e‐business vision and to solicit management commitment to change and take action on new business opportunities. In addition, it takes into account the unique possibilities of an organisation’s IT architecture, thus further advancing the value of past investments in IT.

The aim of this research paper is to evaluate the effect of knowledge management on the adoption of the e-business in the supply chain of small and medium enterprises (SMEs) in Malaysia.

Questionnaires were distributed to 200 Malaysian SMEs with a response rate of 68 percent. Data were analyzed by employing multiple regression analysis.

The results showed that knowledge management processes such as knowledge acquisition and knowledge application are significant in affecting Malaysian SMEs' decision to adopt e-business in their supply chain. Knowledge dissemination was found not to be significant in affecting the adoption of e-business among Malaysian SMEs.

This study has addressed the previous lack of literature on the relationship between knowledge management processes and e-business adoption among Malaysian SMEs.

Although existing literature has shown a relationship between knowledge management processes and technology adoption, this study empirically verifies an adoption model based on knowledge management processes. SMEs can use this model to do a pre-test baseline measurement and reassessment of effect by any KM changes on e-business adoption periodically. Organizations planning to adopt e-business would also be able to apply strategies based on the findings from this research.

In the 1990s, companies focused on the design and implementation of their internal business processes to overcome functional barriers. The 2000s are about the integration between enterprises and inter‐enterprise processes, particularly the improvement of supply chain management and customer relationship processes, The major enabler is the Internet, which has resulted in entire networks of e‐business processes across various organizations. To design and implement those processes efficiently and effectively, more and more organizations use available industry standards in the form of reference models, e.g. the supply chain reference model (SCOR), the RosettaNet Standards, or software reference models. Unclear for many enterprises is how to use those standards. This article describes a comprehensive methodology for the use of reference models, to design and implement inter‐enterprise collaborations within value chain networks. The methodology leads to fast and reliable results in value chain improvement. It increases the performance of the implementation procedure and the resulting business processes.

The purpose of this paper is to examine theoretically and empirically what type of leadership facilitates e-business adoption in large manufacturing firms. The digital transformation of firms requires leadership that can promote the adaptive quality of organizational culture.

The authors conducted an empirical study using two key informants from a sample of 181 incumbent firms.

The authors find significant evidence that adaptive culture is the vehicle by which transformational leaders positively influence e-business adoption.

Given the digital economy’s external pressures, many e-business adoption processes fail due to organizational factors originating in leadership and its capability to change followers’ values, norms, and motivations. To solve this problem, the authors propose a model that explains how transformational leadership first plays a key role in changing characteristics of culture and then facilitates e-business adoption.