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Previous research has highlighted the need to examine the appropriateness of existing information systems methods in the context of electronic business environments. This paper argues for a re‐examination of the suitability of current planning practices in light of the complexity of developing electronic business systems. In particular, the paper illustrates that planning and developing business‐to‐business electronic trading systems (ETS) is fraught with difficulties associated with the priorities and power of individual actors in participant organisations. The authors discuss triple loop learning (TLL), an approach that deals with diverse requirements and power issues, and argue that it may assist in overcoming some of the problems identified. The study aims to analyse the theoretical usefulness of the concepts of triple loop learning in the context of planning inter‐organisational ETS. Using the data gathered from case studies of three inter‐organisational networks, the authors argue that approaches associated with TLL can offer insight into managing inter‐organisational systems complexities, and can thereby enhance planning methods for ETS.

The world of business is being profoundly transformed by the Internet and electronic commerce. The rapid advancement of Internet technology and its applications holds promise for the expansion of business opportunities in the global digital economy. Internet systems support a world‐wide broadcasting capability, a mechanism for information dissemination and a medium for electronic commerce between organizations and customers across countries. Describes research that leads to the derivation of a diffusion model of Internet systems, comprising four key dimensions: external market factors, external technical factors, internal organization factors, and internal systems factors. The intention is for this model to provide a theoretical base for further research on electronic commerce and Internet technology diffusion.

The aim of this paper is to outline the importance of organisational rhetoric as a valuable theoretical lens to examine and conceptualise IS adoption.

The paper is based on a critical, yet selective, review of some relevant literature on rhetoric and IS adoption.

The paper outlines four distinctive yet interrelated elements of rhetoric, namely, different types of rhetoric and their implications; the role of stakeholders; the notion of rhetorical congruence; and rhetorical situations and strategies. These provide a means of operationalising the rhetorical dimension in researching IS adoption.

The paper's main contribution is to enrich the existing repertoire of IS adoption theories and perspectives by adding the dimension of rhetoric.

Low labor costs and market access are no longer competitive differentiators; increasingly companies are looking to design and develop new products and services as a crucial source of competitive advantage. As the pressure to innovate increases, so does the tension between shorter-term exploitative development and longer-term exploratory innovation activities. We explore this tension using interview data from software SMEs and venture capitalist firms who invest in technology-driven companies. Findings indicate that, despite firm’s having established solid innovation plans, short-term exploitative demands crowd out their longer-term exploration innovation during the development phase. Agency and resource dependence theories are used to start to explore some of the reasons for this shift. Implications and suggestions for future research are discussed.

The purpose of this paper is to conceptualize the unique value that can be created by performing a commodity process, in this case call handling at a call center, as a means of challenging the prevalent assumption that an organization should differentiate between the management of a core competence and a commodity process.

An inductive case study is conducted to examine the strategic planning and management of a call center in one of the largest retailers headquartered in the UK. Semi‐structured interviews, informal dialogue, on‐site observation and documentation were the four data collection methods that we used.

Based on the findings derived from the study, this study proposes the notion of a “differentiated commodity” to illustrate that a commodity process, such as handling customers' complaints and enquiries using standard call center technologies, can be significantly beneficial to the business, if differentiation was embedded into the architecture and management of the business process.

The distinction between core competencies and commodity processes has become one of the key aspects in shaping a manager's decision making. The findings are vital not only in challenging such an assumption, but also in providing an explanation as to how strategic value can be generated by performing commodity processes, which is often under‐estimated.

The strategic value of information and information technology to an enterprise has received increased attention both in management practice and in the business and information literatures. This paper explores issues related to the alignment of business and information strategies and some organisational characteristics which appear to contribute to such an alignment, drawing on recent and current research in progress. Implications are drawn for organisational processes and structures and for the education and training of managers and of information specialists.

Despite a growing body of research on exploration and exploitation, scholars have tended to study the phenomena from a narrow perspective mostly within larger, well-established organizations. However, it is still far from obvious how top management within small-to-medium sized enterprises (SMEs) are to address the liability of newness and seek access to resources and capabilities relevant for the pursuit of exploration and exploitation. Resource sourcing and allocation decisions are particularly critical in SMEs and must be aligned with the firm’s fundamental strategic intent and growth model. For example, organizations following a stage model by first developing a domestic market and then expanding globally will require different bundles of resources and capabilities than organizations that are designed to conquer the global arena. Indeed, management systems will likely need to adapt across the firm life cycle such that it can fulfill an explorative function in the earlier stages and an exploitative function in later ones. Hence, early-stage ventures have to master the resource reallocation process which is contingent on their access to capital. Across the firm life cycle, venture capitalists can tap into the growth potential of early-stage ventures is a key factor behind their successful short-term innovative performance as well as long-term survival.