Youlong Zhuang

A resource-based view of electronic commerce

A management theory known as the resource-based view of the firm states that resources foster organizational success. Our study of e-commerce retailers applied this theory to examine the effects of human, business, and e-commerce technology resources on firm competitiveness. An e-mail and Web-based survey used 458 responses from site managers. Business and e-commerce technology resources, as well as the individual business resource of process redesign, were found to predict e-commerce performance, whereas human resources did not. E-commerce performance, in turn, predicted firm performance. These findings partially support the resource-based view and coincide with differences between physical and e-commerce retailing.

Key predictors of the implementation of strategic information systems plans

Strategic information systems planning (SISP) is the process of identifying a portfolio of computer-based applications that will assist an organization in executing its business plans and realizing its business goals. SISP is an important activity for information executives and top management. However, too often organizations fail to implement the recommendations from a SISP study. The SISP experiences of 105 experienced planners in this research used perceptual and objective measures to identify planning practices that predict the implementation of such plans. Deliberate planning for implementation during SISP presages that implementation whereas greater analysis of organizational needs may impede it.

The Impact of Top Management Commitment, Business Process Redesign, and IT Planning on the Business-to-Consumer E-Commerce Site

Managers and researchers would benefit from an understanding of the organizational practices that result in more featured e-commerce sites and of the particular features that contribute to firm performance. In a Web-based survey of 458 business-to-consumer e-commerce managers, CEO commitment and planning resulted in more featured sites whereas business process redesign did not. Four features, namely publishing applications, catalog applications, interactivity, and interfaces, predicted firm performance at a statistically significant level, while transaction applications and server performance did not. The research contributes by demonstrating the general importance of the organizational practices and site features, while raising questions about business process redesign, transaction applications, and server performance.

Generic strategies for business-to-consumer e-commerce

Business-to-consumer e-commerce is increasing rapidly, thus prompting researchers and managers to speculate about the e-commerce strategies retailers apply. This study used a web-based survey to identify the benefits of 458 retail sites. Cluster analysis found Cost Leadership and Differentiation strategies. Differentiation followers realised profit through their site by emphasising Customer Service benefits, while Cost Leadership followers realised it through Market Expansion. Neither group achieved greater profit. The research thus contributes by showing that different e-commerce strategies lead to different benefits. It thus provides a basis for future study of the differences between the outcomes from e-commerce strategies.

Pure Play vs. Bricks-and-Clicks: Who Reaps the Benefits of Virtual Retailing?

Pure play and bricks-and-clicks represent today’s two major retailing models. The current study answers four questions comparing the two models in terms of the e-commerce benefits achieved and information systems management practices used to achieve them. It applies a Web-based survey to compare 69 pure plays to 348 bricks-and-clicks retailers in terms of the market expansion, customer service, back-end efficiency, inventory management, and cost reduction benefits reaped, as well as in terms of the benchmarking, process redesign, and planning practices used. It found market expansion as the top benefit for both types of retailers. Pure plays exceed bricks-and-clicks at achieving back-end efficiency, inventory management, and cost reduction benefits. Pure play retailers apply benchmarking to reap their benefits while bricks-and-clicks retailers use process redesign and planning to reap theirs. Pure play retailers are better able to utilize benchmarking to realize market expansion and customer service benefits. On the other hand, bricks-and-clicks retailers are better able to utilize process redesign to realize inventory management and cost reduction benefits. The findings suggest potential directions for future research as well as electronic retail practice.