FRINK Linked Data Fragments server

Matches in SemOpenAlex for { <https://semopenalex.org/work/W346965783> ?p ?o ?g. }

• W346965783 startingPage "139" @default.
• W346965783 abstract "Introduction This article identifies, analyzes, evaluates and proposes an action plan and a set of recommendations specifically for E-commerce strategy decisions. It focuses on current trends in E-commerce relative to impact on strategy decisions. Both strengths and weaknesses, opportunities and threats in E-commerce are reviewed in order to provide a balanced view of E-commerce strategy today. The work is undertaken in light of existing academic thought on E-commerce strategy. A general typology is presented for categorizing academic thought and various current strategy tools. That typology describes conditions under which certain tools are useful when considering strategy including E-commerce strategy, and provides framework for academicians and practitioners considering new strategy tools and theories. Nature of Strategy Questions for E-commerce E-commerce is simultaneously described as different from, and similar to, traditional business environments (Amit & Zott, 2001; Porter, 2001). It is Michael Porter (2001, p. 63) who cautions against considering Internet as rendering all old rules about companies and competition obsolete. Amit and Zott (2001), on other hand, put forth notion that issues central to E-business are not yet detailed. Now that E-business has followed a path of enthusiasm in late 1990s to one of more realism, a recent Business Week article points to fact that 40% of publicly held Internet companies were profitable in 2002 (Business Week, 2003). Those companies using Internet are slashing costs, innovating and increasing productivity, but as many as fifty business models may exist for business on Internet (Lam & Harrison-Walker, 2003). Questions remain about which, if any, of strategy tools available today might apply to E-commerce in terms of positive business outcomes, and which new tools might be applicable in this more realistic E-commerce environment. This article provides a typology for conceptualizing a potential fit for strategy tools available today, and also provides a framework for considering new tools and theories. At same time, it identifies, analyzes, evaluates and proposes an action plan and a set of recommendations specifically for E-commerce strategy decisions. Academic Review This section of article covers meaning and differences between business models and strategy and explains role of typologies. Specific journal and text citations support view that strategy includes business model but is much broader in scope. Typology for Strategy Choices Typologies are used to bring tacit understanding about phenomena to explicit conceptualization. Essentially, it is a mental map of classification that allows for easier recognition of complex subjects and enables readers to classify them into fewer categories, maintain Lam and Harrison-Walker (2003, p. 18). With there being as many as 50 E-business models (Lam & Harrison-Walker, 2003), those considering E-business for first time, or those evaluating historical E-business decisions, need strategic tools that succinctly address specific concerns. Those tools are for ultimate purpose of leading to positive business outcomes. Role of Business Models First, business models are plans a firm has for making money, or providing its services in a non-profit environment, and a conceptualization of where firm lies in value chain (Chesbrough & Rosenbloom, 2002; Rappa, 2004). According to Chesbrough and Rosenbloom (2002, p. 536), the business model mediates between technical and economic domains. Some of popular business models for E-commerce mimic those models in traditional business environments, such as bargain discounter, brand builders, buyer cooperatives, and dealer support organizations among others. Some of popular business models for Ecommerce are unique to Internet environment, such as following: bundlers, offering online and offline products in a group to create more value for users; collaborative designers, where several firms use Internet on a real-time, or near real-time basis, to collaborate on design issues; library where free library services are provided; freeware provider who gives away software; or virtual malls where multiple firms may provide content on a single web site (Afuah & Tucci, 2001; Bambury, 1998; Chen, 2003; Eisenmann, 2002; Lam & Harrison-Walker, 2003; Rappa, 2004a; Rappa, 2004b; Strauss and Frost, 2001). …" @default.
• W346965783 created "2016-06-24" @default.
• W346965783 creator A5075649678 @default.
• W346965783 date "2005-01-01" @default.
• W346965783 modified "2023-09-23" @default.
• W346965783 title "A Strategy Typology and Application to E-Commerce" @default.
• W346965783 hasPublicationYear "2005" @default.
• W346965783 type Work @default.
• W346965783 sameAs 346965783 @default.
• W346965783 citedByCount "0" @default.
• W346965783 crossrefType "journal-article" @default.
• W346965783 hasAuthorship W346965783A5075649678 @default.
• W346965783 hasConcept C110875604 @default.
• W346965783 hasConcept C136764020 @default.
• W346965783 hasConcept C144024400 @default.
• W346965783 hasConcept C144133560 @default.
• W346965783 hasConcept C162853370 @default.
• W346965783 hasConcept C19165224 @default.
• W346965783 hasConcept C41008148 @default.
• W346965783 hasConcept C75795011 @default.
• W346965783 hasConcept C86275758 @default.
• W346965783 hasConceptScore W346965783C110875604 @default.
• W346965783 hasConceptScore W346965783C136764020 @default.
• W346965783 hasConceptScore W346965783C144024400 @default.
• W346965783 hasConceptScore W346965783C144133560 @default.
• W346965783 hasConceptScore W346965783C162853370 @default.
• W346965783 hasConceptScore W346965783C19165224 @default.
• W346965783 hasConceptScore W346965783C41008148 @default.
• W346965783 hasConceptScore W346965783C75795011 @default.
• W346965783 hasConceptScore W346965783C86275758 @default.
• W346965783 hasIssue "1" @default.
• W346965783 hasLocation W3469657831 @default.
• W346965783 hasOpenAccess W346965783 @default.
• W346965783 hasPrimaryLocation W3469657831 @default.
• W346965783 hasRelatedWork W1524323811 @default.
• W346965783 hasRelatedWork W1554005265 @default.
• W346965783 hasRelatedWork W1555845228 @default.
• W346965783 hasRelatedWork W168908965 @default.
• W346965783 hasRelatedWork W1763418923 @default.
• W346965783 hasRelatedWork W2126502726 @default.
• W346965783 hasRelatedWork W2146293437 @default.
• W346965783 hasRelatedWork W2226473407 @default.
• W346965783 hasRelatedWork W2265593817 @default.
• W346965783 hasRelatedWork W2290345181 @default.
• W346965783 hasRelatedWork W2480737823 @default.
• W346965783 hasRelatedWork W264896496 @default.
• W346965783 hasRelatedWork W2747182475 @default.
• W346965783 hasRelatedWork W3000076304 @default.
• W346965783 hasRelatedWork W3121959818 @default.
• W346965783 hasRelatedWork W3130415498 @default.
• W346965783 hasRelatedWork W61160531 @default.
• W346965783 hasRelatedWork W763481600 @default.
• W346965783 hasRelatedWork W949214920 @default.
• W346965783 hasRelatedWork W1187729879 @default.
• W346965783 hasVolume "10" @default.
• W346965783 isParatext "false" @default.
• W346965783 isRetracted "false" @default.
• W346965783 magId "346965783" @default.
• W346965783 workType "article" @default.