Search results

The growing interest in e‐government raises the question of stages in e‐government development. A few stage models for e‐government have been proposed. Without a common e‐government stage model, different research in e‐government may be based on different stage models. This presents a difficulty in comparing and understanding different research results. In this research, we synthesize the existing e‐government stage models so that there is a common frame of reference for researchers and practitioners in the area.

This research utilizes a qualitative meta‐synthesis methodology to synthesize different e‐government stage models. The meta‐synthesis follows the steps used in meta‐ethnography.

Five different e‐government stage models were used in this research. We translated the stages within different models into one another and developed a new e‐government stage model. The new e‐government stage model has the following five stages: web presence, interaction, transaction, transformation, and e‐democracy.

The paper contributes to e‐government theory development. The new five‐stage model provides a synthesized conceptual framework for researchers to evaluate and understand e‐government development.

The synthesized e‐government stage model presents a road map for practitioners to follow in their e‐government projects.

The research uses an innovative and new research methodology to synthesize the existing research. It is one of the first research in the information systems area to make use of meta‐synthesis approach to consolidate the existing qualitative research. This paper is also one of the one papers to systematically come up with an e‐government stage model.

Adapting a concept from the biological sciences, organizational researchers have proposed a life cycle of organizational development from birth to death. Several distinct models have been postulated, ranging from three to ten stages. This paper proposes a five‐stage model and tests it empirically to assess the specific stage of the life cycle of any organization. Results of a twenty‐item scale that captures managers' perceptions of their firms' position in the life cycle are discussed. Knowledge of an organization's present position or stage of development can aid top managers in understanding the relationships between organizational life cycle, competitive strategy, and performance.

This study aims to develop a process model to facilitate enterprises’ co-creating value with consumers through social media.

Drawing on the concepts of internet-based co-creation and collective action theory, this study outlines a five-stage model (Interact-Engage-Propose-Act-Realize, IEPAR) of utilizing social media to co-create with consumers, enriches the model through in-depth interviews with industry experts and briefly illustrates how it can be applied in practice using a service firm case.

This study clarifies the co-creation process in the social media environment. For each of the process’s five stages, the objectives to be accomplished by the social media operator and the means to complete the objectives are illustrated.

This study illustrated the proposed model with a representative service firm. Future study may refine the model by gathering additional data from real implementations to improve its effectiveness in practice.

This study suggests how an enterprise can construct a consumer co-creation platform from a managerial perspective. The proposed model can serve as a reference that enterprises can implement to increase customer value through co-creation using social media.

Enterprises have begun to notice the power of serving as a platform for co-creating value with consumers. However, it is seldom related to literature. The proposed model of the co-creation process in the social media environment can supplement past research.

The purpose of this paper is to define a model that both describes the evolution of the emotional stages of individuals during perceived negative organizational change and explains the evolution of their behavioral patterns and the effects on relationships with social environments (family, friends, co-workers, supervisor and organization).

A qualitative methodological research design was adopted, using individual interviews as the primary method of qualitative data collection. In total, 15 people who experienced perceived negative organizational changes participated in this research.

Through empirical qualitative research, an adapted Kübler (1969) model was used as a starting point. Co-occurrence analysis of the interviews led to the combination of the first two stages (denial and anger) of this model because they always appeared together. Two new stages (revising and deserting), based on the research of Schalk and Roe (2007), complete the model. Subsequently, the model comprised six emotional stages: denial and anger, bargaining, depression, revising, deserting and acceptance. The results show that individuals can move freely between the first four stages, but deserting and acceptance are always the final stages. Experiencing these emotional stages can influence the relationships between individuals and their social environments. During “denial and anger” and “bargaining,” the relationships with family, friends and co-workers improve; but during depression, the relationships with family and friends deteriorate, but because co-workers become much more important, those relationships improve. Relationships with supervisors deteriorate during denial and anger and depression but remain stable during bargaining.

Time’s passage became an inconvenience accounted for during data collection. Over time, separate events can be confused, and nuances that were once determinants can be eliminated. Longitudinal studies at various stages of the change process would complement these results.

These results can guide managers in foreseeing and anticipating the actions that would reduce the emotional impact of organizational change and mitigate the impact of individuals’ negative emotions on the organization.

This paper extends the existing theory about the strategies of coping and organizational changes.

This study aims to test the utility of Pearce et al.'s (2003) framework on film tourism in Otaru, Japan. This framework involves marketing the attraction according to five stages: resource identification, marketing emphasis, interpretation, sales and merchandising and broader community use. The existing studies have failed to adapt this framework to films. Subsequently, this study uncovers the necessity of an additional stage involving sustainability aspects.

A case study method was adopted, and Otaru, Japan – a popular film location – was chosen. Semi-structured interviews with the major stakeholders of film tourism, such as film commissions, representatives of the film and the tourism industries, tourists and the community, were conducted, and the participants were observed. Data were collected using the snowball sampling technique.

The study reveals that Pearce et al.'s (2003) model is applicable to film tourism by adding a sixth stage to address sustainability, such as the issue of overtourism.

The transferability of the framework to different film tourism cases is plausible. It is also critical for governments and tourism practitioners to consider the community's perspective for sustainability and maximize the use of films as promotional tools for destinations.

This study is the first to apply Pearce et al.'s (2003) model to film tourism, adding value to the literature by extending the framework to include an additional sixth stage to address sustainability.

The purpose of this paper is to assess whether the e-government stage models that have been developed in last one decade give a true indication of e-government growth in a developing country like India.

This exploratory study was conducted through a survey questionnaire from 300 portals of government departments and public sector undertakings (PSUs) in India.

Results show that on e-government stage model; only 28 per cent of the surveyed government department have achieved the transactional stage whereas 58 per cent have reached at least a minimum level of vertical integration. On the other hand, 74 per cent PSUs are at transactional level and 69 per cent have achieved at least a minimum level of vertical integration.

For achieving a one-stop government portal, integration stage can be achieved before the transaction level. Reason behind this being nature and requirement of the portal. There are fundamental differences in social and political factors of various countries that demand more customized local models.

This study is the first to examine the evolution of government portals in India. The results lead to a number of insights such as there are few government portals that do not follow the proposed stage models and achieve the integration level before attaining the transaction level.

Purpose – To describe and analyze the situation prior to and during the initial stages of internationalization of Chinese SMEs, as well as analyzing the role of clusters as take-off nodes for such firms.

Methodology – A multiple case study is conducted based on semistructured interviews with five private-owned exporting Chinese SMEs. Also, data on Chinese industrial clusters are analyzed.

Findings – The findings complement the model presented with new knowledge. In the take-off situation, Chinese SMEs deviate from assumed paths due to disadvantages in the emerging Chinese market. In the initial stages of internationalization, the focus on indirect exports hinders the building of international relationships being the key for further international expansion. Cluster localization is a take-off node for individual dedicated exporters into international markets.

Research limitations – Few cases, co-location of firms in the advanced Yangtze River Delta region and issues of Chinese versus Western SME definitions limits the possibility to generalize the findings of the study.

Practical implications – Chinese as well as foreign firms can gain from this paper regarding, for example, that competitiveness built up abroad can be utilized for increasing the market share in an attractive domestic market, the pitfall of indirect exports can be overcome by developing direct international relationships, and cluster localization can spur the internationalization of (individual) Chinese SMEs.

Originality – Empirical contribution of internationalization patterns of Chinese private-owned SMEs as well as pinpointing the importance of the domestic market as trigger for internationalization.

The purpose of this paper is to investigate the relationship between the maturity level of supply chain process management (SCPM) and the company’s organisational life cycle (OLC).

Based on a theoretical review, a questionnaire was developed to measure the maturity level of SCPM and the OLC. Data from 228 companies operating in Brazil were collected to assess the association between variables by using correspondence analysis technique.

Among the key findings, evidences of a relationship between the maturity level of SCPM and the company’s OLC could be highlighted. In addition, it was found that the maturity level of SCPM has no significant relationship with the age or size of a company but it is related to the capabilities inherent to the SCPM.

Measurement of SCPM and the OLC was based on the managers’ perceptions about the actual configuration of their firms. Accordingly, there is a certain level of subjectivity inherent to those models. The study is valid for companies operating in Brazil and might not be applicable for other countries.

This study increases awareness about the influence of organisational issues, such as the decision model, power hierarchy or governance structure, in the development of SCPM maturity. Such issues must be addressed to develop SCPM.

Management and control of organisational issues might help to develop the maturity of SCPM, so the service level of companies, in order to deliver high quality services to society. Still, further research is required in the social area.

The paper tried to analyse the relationship of two well established models where this link was overlooked in the past. It was not found in literature similar investigation.

The purpose of this paper is to propose an implementation model for enterprise resource planning (ERP) based on resource-based view, and using the dynamic capability theory as its theoretical foundation. This model includes: the establishment of the objectives of the implementation, an assessment of the available resources and the scope of the implementation, the redesign/integration and organizational learning during the process, the implementation of the system, and the measurement and evaluation of its performance.

An integrated circuits design company in Taiwan was used in a case study to examine the validity of the proposed model.

When the proposed ERP implementation model was applied in this study, the results show that organizational coordination, system-process redesign and integration, and organizational learning are the critical strategies for enterprises, in order to reduce the risks during the implementation of ERP projects.

This model can help enterprises recognize the resources needed when implementing an ERP. In addition, they need to consider the reliability of these resources, as this will increase the efficiency of the implementation, and thus the probability of success.

Studies of past models in the implementation of ERP have been conducted in various industries. There is a need for further studies that evaluate the different concepts in terms of the effectiveness of specific methods, in order to enhance the probability of successfully implementing a dynamic system. This paper is one of the first to explain how an enterprise can implement an ERP that is based on the theory of dynamic capabilities. The case study illustrates the important, critical success factors.

The purpose of this paper is to investigate the cause–effect relationship between vocational support and the levels of acquisition of practical skills via learning self-efficacy during a training intervention in computer maintenance technology among vocational electronic technology students.

Quasi-experimental research was employed. The participants were 84 undergraduates of vocational electronic technology education in Nigeria. The study applied the modified stages of the Dreyfus model of skills acquisition as the training model. The study proposed a four-simple mediation models based on the first four stages of the modified Dreyfus model of skills acquisition (namely, novice, advanced beginner, competent and proficient stages) via practical skills learning self-efficacy.

The result showed significant effects of perceived vocational support in practical skills training on the levels of acquisition of practical skills in computer maintenance technology. Learning self-efficacy mediated the relationship between perceived vocational support and three levels of practical skills acquisition (advanced beginner, competent and proficient).

All possible mediation pathways were not covered in this study. However, the study x-rayed the tendency of pathways in training intervention in vocational education and allied fields of study.

This study has empirically provided evidence to support the Dreyfus model of skills acquisition, as a plausible practical skills training model. Hence, the study can serve as a model for other researchers for replication in other fields of study.

To the authors’ knowledge, this is the first study that revealed potential pathways in work-related practical skills training interventions. The study has also validated the Dreyfus model as a potential skill acquisition model for practical skills training.