The European e-Business Report 2004 - Berlecon Research GmbH

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The European E-Business Report 2004Organizational contextFirm size has been consistently recognized as a facilitator for innovation adoption, because of the socalled“resource advantage” associated with large firms. In general, large firms possess moreknowledge and slack resources, and thus enjoy advantages in generating innovative ideas andmaking the investments necessary for innovation adoption. Therefore, we hypothesize a positiveimpact of firm size:H2b: Larger firms are more likely to adopt e-business.Another important organizational factor, firm scope is defined as the horizontal extent of a firm’soperations. The role of firm scope in e-business adoption can be explained from a transaction costsperspective. In general, companies may face a steep rise in transaction costs when they expand intoheterogeneous market segments. As documented in the literature, e-business may help reducetransaction costs (Garicano and Kaplan 2001). Such reduced costs include the time spent bymanagers and employees searching for customers and suppliers, communicating with counterparts inother companies regarding transaction details, and the costs associated with negotiation and orderprocessing. Thus, we expect that firms with greater scope would perform more proactively in adoptinge-business, as hypothesized below:H2c: Firms with greater scope are more likely to adopt e-business.Environmental contextBeyond the walls of the organization, three environmental factors are expected to influence thediffusion process: consumer readiness, partner readiness, and competitive pressure (Zhu et al. 2003).This study defines consumer readiness as a combination of consumer willingness and Internetpenetration. Consumer willingness reflects the extent to which consumers engage in online shopping;Internet penetration measures the diffusion of PCs and the Internet in the population. Therefore, thecombination of the two factors represents consumers’readiness for online purchasing, which maypromote e-business adoption:H2d: Firms facing higher levels of consumer readiness are more likely to adopt e-business.A firm’s decision to adopt e-business may be influenced by the status of the e-business developmentof its trading partners, since for an electronic trade to take place, it is necessary that all tradingpartners adopt compatible systems and provide Internet-enabled services for each other. The benefitsof e-business initiatives for a firm depend not only on its own efforts to digitise its value chain, but alsoon the partner readiness to simultaneously engage in electronic linkages. Hence we form the followinghypothesis:H2e: Firms facing higher levels of partner readiness are more likely to adopt e-business.Competitive pressure has long been recognized as an important factor in the adoption literature(Iacovou et al. 1995). It may drive organizational and IT innovation to create or maintain a competitiveedge. Thus, we hypothesize a positive association between competitive pressure and e-businessadoption:H2f: Firms facing higher levels of competitive pressure are more likely to adopt e-business.The Innovation-Context FitAfter examining the main effects of e-business characteristics and adoption contexts, we proceed tostudy the interaction effects (i.e., fit) between them on e-business adoption. We examine fiveinteraction effects: (1) revenue advantage and competitive pressure, (2) cost advantage andcompetitive pressure, (3) compatibility and technology competence, (4) adoption costs and technologycompetence, and (5) adoption costs and partner readiness. By studying these interactions, we seek tocapture the theoretical perspective that the impacts of certain e-business characteristics would differas the adoption context changes, and the features of the adoption context may further interact with e-business characteristics to influence organizational adoption (Tornatzky and Klein 1982).197
The European E-Business Report 2004We first examine the interaction of relative advantage and competitive pressure. By adoptinginformation systems, firms might be able to alter the rules of competition, affect the industry structure,and leverage new ways to outperform rivals, thus changing the competitive environment. We theorizethat competitive pressure will reinforce the impact of relative advantage (both revenue and costadvantages), in that in a more competitive environment, firms will be more proactive in pursuinginnovations when facing greater e-business advantages. Therefore, we put forward the followinghypotheses:H3a: The influence of revenue advantage on e-business adoption will be stronger given higher levelsof competitive pressure.H3b: The influence of cost advantage on e-business adoption will be stronger given higher levels ofcompetitive pressure.Secondly, we propose to study how compatibility may interact with technology competence.Compatibility refers to the degree to which e-business is consistent with organizational skills,distribution channels, and corporate culture. All of these compatibility components are intangibleresources that are complementary to technological resources. When firms lack compatible skills,distribution channels, and culture, they have to spend more time and effort on organizationalreconfiguration to accommodate e-business. As a result, the effects of technology competence on e-business adoption success would be compromised. On the other hand, when these critical resourcesare present, adopting firms can better leverage technologies to facilitate e-business transformation.Such technology competence plays a stronger role if the technology is compatible with firms’skills,distribution channels and corporate culture. Thus, we hypothesize:H3c: The influence of technology competence on e-business adoption would be stronger given higherlevels of e-business compatibility.Finally, we examine how technology competence and partner readiness may moderate the effect ofadoption costs. In general, firms expect e-business expenditures (i.e., investments in e-businessprojects) to translate into economic benefits. Until economic returns are likely to be achieved, adoptioncosts will act as an innovation inhibitor. However, the transformation process from expenditure topayoff is affected by adopting firms’technology competence and the status of e-business developmentof their business partners. Firms with greater technology competence can make more effective use ofthe Internet; partner readiness enables electronic integration of information and business processesthat may improve firm performance in supply chain activities. Firms with high levels of technologycompetence and partner readiness are more likely to convert e-business expenditures into innovationpayoffs, and thereby tend to be less concerned with adoption costs. Thus, we hypothesize that thenegative influence of adoption costs would be weakened when firms possess greater technologycompetence and face greater partner readiness:H3d: The influence of adoption costs would be weaker given higher levels of technology competence.H3e: The influence of adoption costs would be weaker given higher levels of partner readiness.3.2.3 Research Methodology and Empirical ResultsResearch methodologyTo empirically test the hypotheses formed above, we used the data from SIBIS (Statistical Indicatorsfor Benchmarking the Information Society), a database developed by Empirica, GMBH, a researchinstitution based in Bonn, Germany. The database stems from the SIBIS research project which wasfunded by the European Commission. In addition, we used the ECaTT database, which was aprecursor of SIBIS and was conducted two years before SIBIS by the same institution. Our purpose inusing ECaTT was to compute indicators to measure competitive pressure. Our final sample includes2,838 companies from twelve industries in six European countries that were covered by both SIBISand ECaTT surveys (Finland, France, Germany, Italy, Spain, and the UK).198
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Section I: The e-Business Index(a p
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Section II: The European e-Business
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Section III: 20 indicators on ICT a
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