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Journal articles on the topic 'Ebusiness'

Author: Grafiati

Published: 4 June 2021

Last updated: 20 February 2023

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1

Baporikar, Neeta. "eBusiness." International Journal of Strategic Information Technology and Applications 5, no. 4 (October 2014): 9–19. http://dx.doi.org/10.4018/ijsita.2014100102.

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Internet has made a spectacular impact on all organization, creating completely new challenges on one hand and on the other offering entirely new conveniences. Through the establishment of digital networks, a considerably faster and less expensive way is created to exchange information with others. Moreover spatiotemporal borders disappear. Hence, entirely new business models are being developed and companies are discovering completely new strategies to gain competitive advantage in this information age. Traditional economies defined by regions and countries have shifted to more globally oriented markets. As the convergence of information, communication and technology (ICT) becomes imperative, global collaboration will drive modern management, making it indispensable to understand the critical success factors (CSFs) of doing it the e-way. Through in depth observation and desk analysis the paper aims to identify and understand the critical success factors vital for the success of eBusiness in these networked economies.

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2

Vlosky, Richard P., and Olivian T. Pitis. "eBusiness in the forest products industry: A comparison of the United States and Canada." Forestry Chronicle 77, no. 1 (February 1, 2001): 91–95. http://dx.doi.org/10.5558/tfc77091-1.

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This study compares eBusiness capabilities of the forest products industries in the United States and Canada. Structural and functional factors limiting or encouraging eBusiness development, attitudes and perceived value of eBusiness, concerns and possible impacts of eBusiness on traditional business practices were studied. Results indicate that high potential exists for eBusiness to flourish in the forest products sectors in both these countries. However, the study indicated that Canadian respondents were further along in Internet implementation in 1998 relative to their U.S. counterparts. In addition, Canadian respondents had a higher degree of satisfaction in achieving the desired benefits of using the Internet, had fewer concerns, and faced fewer impediments. Key words: eBusiness, Internet, forest products, United States, Canada

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3

Singh, Rahul, Lakshmi Iyer, and A. F. Salam. "Semantic eBusiness." International Journal on Semantic Web and Information Systems 1, no. 1 (January 2005): 19–35. http://dx.doi.org/10.4018/jswis.2005010102.

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4

BCS SocioTechnical Group. "Ebusiness examined." Computer Bulletin 45, no. 2 (March 1, 2003): 26–27. http://dx.doi.org/10.1093/combul/45.2.26.

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5

Bevc, Dmitri. "eBusiness and geophysics." Leading Edge 22, no. 1 (January 2003): 53. http://dx.doi.org/10.1190/1.1542756.

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6

Hemaida, Ramadan, Abbas Foroughi, and Adam Derr. "College eBusiness Programs." Journal of Internet Commerce 1, no. 4 (September 2002): 71–88. http://dx.doi.org/10.1300/j179v01n04_05.

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7

Davidson, Mary Ann. "Security for eBusiness." Information Security Technical Report 6, no. 2 (June 2001): 80–94. http://dx.doi.org/10.1016/s1363-4127(01)00209-6.

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8

Cameron, Julie. "Governance structure, mechanisms and methods for managing collaborative eBusiness projects." Journal on Chain and Network Science 6, no. 2 (December 1, 2006): 155–74. http://dx.doi.org/10.3920/jcns2006.x072.

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Increasingly ebusiness projects are undertaken by collaborations. Many collaborative ebusiness projects fail to achieve their stated objectives due partly to inadequate project management. Additional management functions result from the lack of central authority and the characteristics of the three levels involved in these projects: the participating organizations that voluntarily collaborate (a form of virtual organization) to achieve agreed ebusiness objectives; the project teams (normally operating as "virtual" teams); and representatives from participating organizations. Because management functions change during the three stages of the "Collaborative Project Management Lifecycle"©®, it is proposed that the governance structure, mechanisms and methods adopted also need to change to effectively coordinate participating organizations and manage project activities. This proposal is evaluated using case studies of five Australian ebusiness collaborative projects. The paper contributes to practice by comparing various governance structures, mechanisms and methods and discussing the implications from a management perspective. The results are used to suggest governance structures, mechanisms and methods appropriate to key attributes of collaborative ebusiness projects. The paper synthesizes and builds on existing research related to collaborations, project management, virtual organizations and virtual teams, and then applies these findings to a real world environment.

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9

Peace, A. Graham, James Weber, Kathleen S. Hartzel, and Jennifer Nightingale. "Ethical Issues in eBusiness: A Proposal for Creating the eBusiness Principles." Business and Society Review 107, no. 1 (March 2002): 41–60. http://dx.doi.org/10.1111/0045-3609.00126.

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10

Djoleto, Wilhelmina. "A Delve Into The Deployment Of eCommerce And Higher Educational Learning." Contemporary Issues in Education Research (CIER) 5, no. 3 (July 9, 2012): 201. http://dx.doi.org/10.19030/cier.v5i3.7096.

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Higher Educational Institutions (HEIs) and organisations have made significant investments in eCommerce/eBusiness in efforts to keep up with heightened technology penetration in organisational and institutional fabrics. These efforts have been incorporated in their strategic mission partly, to bolster their reputation. HEIs reputation depends much on their delivery of education to their clientele (students); thus, their endeavours to invest in eCommerce solutions. In reconnoitring the impact of eCommerce/eBusiness at HEIs, higher level administrators at randomly selected cluster sample of historically black colleges and universities in America were surveyed. A mixed method analysis showed positive impact between eCommerce/eBusiness and student learning, student satisfaction, student conflict resolution.

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11

Behera, Chittaranjan. "An Insight to CRM eBusiness Solution." Indian Journal of Applied Research 3, no. 7 (October 1, 2011): 358–60. http://dx.doi.org/10.15373/2249555x/july2013/110.

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12

Beckinsale, Martin, Monder Ram, and Nicholas Theodorakopoulos. "ICT adoption and ebusiness development." International Small Business Journal: Researching Entrepreneurship 29, no. 3 (November 15, 2010): 193–219. http://dx.doi.org/10.1177/0266242610369745.

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13

Mellor, N. "Best Practice: eBusiness in BT." Interactive Marketing 1, no. 2 (October 1, 1999): 184–88. http://dx.doi.org/10.1057/palgrave.im.4340023.

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14

Jacobs, Lucy. "Creating a multichannel eBusiness strategy." Interactive Marketing 2, no. 4 (April 1, 2001): 319–26. http://dx.doi.org/10.1057/palgrave.im.4340603.

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15

Smart, Alan. "eBusiness and supply chain integration." Journal of Enterprise Information Management 21, no. 3 (April 18, 2008): 227–46. http://dx.doi.org/10.1108/17410390810866619.

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16

Abel, Godard. "eBusiness in the pump industry." World Pumps 2001, no. 418 (July 2001): 30–32. http://dx.doi.org/10.1016/s0262-1762(01)80285-6.

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17

Schmid, M., and R. Kröger. "Selbstmanagement-Ansätze im eBusiness-Umfeld." PIK - Praxis der Informationsverarbeitung und Kommunikation 28, no. 4 (December 2005): 211–16. http://dx.doi.org/10.1515/piko.2005.211.

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18

Norris, Mark. "Survival in the ebusiness jungle." Software Focus 1, no. 1 (2000): 23–26. http://dx.doi.org/10.1002/1529-7950(200009)1:1<23::aid-swf4>3.0.co;2-a.

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19

Baporikar, Neeta. "ICT Challenge for eBusiness in SMEs." International Journal of Strategic Information Technology and Applications 4, no. 1 (January 2013): 15–26. http://dx.doi.org/10.4018/jsita.2013010102.

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This paper forms the basis of a crafting eBusiness strategy. The aim of this strategy is to encourage and assist organizations in general and SMEs in particular, in the non-ICT producing sectors of the economy, to use Information and Communication Technologies (ICTs) in a way that will maximize their competitive advantage. Effective use of ICTs across all sectors of the economy can act as a driver to increase competitiveness. Relatively low levels of ICT usage by companies, outside of the ICT sector, is the contributing factor to the failure of organizations to catch up with productivity growth rates required to succeed. While most of the countries have now a strong ICT sector and the potential to do well in newly emerging ICT related industries, performance is far less impressive when it comes to the use of ICTs by SMEs in the non-ICT sectors of the economy.

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20

Meadows-Klue, Danny. "eMarketing eXcellence: The Heart of eBusiness." Interactive Marketing 4, no. 3 (January 1, 2003): 308–10. http://dx.doi.org/10.1057/palgrave.im.4340195.

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21

Hümmer, W., W. Lehner, and H. Wedekind. "Contracting in the days of eBusiness." ACM SIGMOD Record 31, no. 1 (March 2002): 31–36. http://dx.doi.org/10.1145/507338.507345.

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22

Zhao, Xi, Knerr-Sievers Beatrice, and Qiuting Lu. "Exploratory Factor Analysis of Institutional Environment: An Evidence from Gender Perspective in China’s Microebusiness." E3S Web of Conferences 218 (2020): 03022. http://dx.doi.org/10.1051/e3sconf/202021803022.

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This study proposes regulatory, normative, and cognitive dimensions and empirically investigates how these three dimensions take form in a measure of institutional environment from gender perspective. The study carried out the work within the micro-ebusiness sector in China and collected the data with 689 females and 357 males. Exploratory factor analysis (EFA) is used to test the dimensionality of institutional environment. It also used Cronbach’s alpha to check the reliability of the intended measure. The findings show that the early scholars’ measurement of the institutional environment in regulatory, normative, and cognitive dimensions still applies to Chinese males in the micro-ebusiness sector. However, the specific items regarding regulatory and normative form distinct factors of what mixed the two dimensions in female group. From the evidence of China, it challenges the widely recognized measurement of institutional environment, which need to be redesigned for females in regulatory and normative dimensions. The study outcomes provide a better understanding of how different the institutional environment was evaluated and functioned to female and male. It can help government departments reconsider and improve institutional environment to promote entrepreneurship from gender perspective. This new perspective would add some insights into the literature of micro-ebusiness and enhance the knowledge of the dimensionality of institutional environment.

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23

Smart, Alan. "Exploring supply chain opportunities in the UK utilities sector and the supporting role of eMarketplaces." Supply Chain Management: An International Journal 10, no. 4 (September 1, 2005): 264–71. http://dx.doi.org/10.1108/13598540510612730.

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PurposeSince the privatization of UK utilities, few studies have examined supply chain management (SCM) in the sector. This paper aims to investigate the state of development of the SCM concept and the role of the emerging internet‐based electronic marketplaces in supporting this.Design/methodology/approachUsing a case study method, interviews were conducted with managers in seven UK electricity and water utilities. Areas explored are the firms' supply chain priorities, how eMarketplaces can support their supply chain goals and the barriers to adoption of eBusiness solutions.FindingsThe research reveals a strong orientation in both the electricity and water industry firms towards controlling cost inputs. Consequently, their focus is on managing procurement as the primary supply chain activity. The key barriers to eBusiness adoption identified are the problem of providing genuine benefits to suppliers, and the technical difficulties of marketplace implementation.Research limitations/implicationsThis is an exploratory study of the domain and further work in this area needs to focus on how utilities will develop their supply chain competences and how eBusiness solutions can support them.Originality/valueThe research concludes that operators of electronic marketplaces have not yet delivered a convincing case for wider participation in management of the supply chain online. A stronger SCM orientation will need to emerge in utility firms before that can occur.

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24

Alonso Mendo, Fernando, and Guy Fitzgerald. "Theoretical Approaches to Study SMEs eBusiness Progression." Journal of Computing and Information Technology 13, no. 2 (2005): 123. http://dx.doi.org/10.2498/cit.2005.02.04.

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25

Wall, B., H. Jagdev, and J. Browne. "An approach to developing an eBusiness roadmap." Production Planning & Control 16, no. 7 (October 2005): 701–15. http://dx.doi.org/10.1080/09537280500290136.

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26

Roche, Edward M. "Place to Space: Migrating to eBusiness Models." Journal of Global Information Technology Management 4, no. 3 (July 2001): 70–71. http://dx.doi.org/10.1080/1097198x.2001.10856309.

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27

George, Binto, Anna Valeva, and George Mangalaraj. "Usable Authentication in EBusiness: Challenges and Opportunities." Journal of Information Privacy and Security 7, no. 2 (April 2011): 28–64. http://dx.doi.org/10.1080/15536548.2011.10855910.

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28

Beynon‐Davies, Paul. "eBusiness as a driver for regional development." Journal of Systems and Information Technology 12, no. 1 (February 2, 2010): 17–36. http://dx.doi.org/10.1108/13287261011032634.

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29

Pateli, Adamantia G., and George M. Giaglis. "A research framework for analysing eBusiness models." European Journal of Information Systems 13, no. 4 (December 2004): 302–14. http://dx.doi.org/10.1057/palgrave.ejis.3000513.

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30

Hinson, Yvonne L., Dale R. Martin, Jim Brennan, and Allison Evans. "Buying an ebusiness? Learn your audit risks!" Journal of Corporate Accounting & Finance 12, no. 2 (January 2001): 37–43. http://dx.doi.org/10.1002/1097-0053(200101/02)12:2<37::aid-jcaf7>3.0.co;2-d.

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31

Masroor, Nida, Muhammad Asim, and Saman Hussain. "Pure Play: Entrepreneuring Females in The Digital Era." Asia Proceedings of Social Sciences 2, no. 3 (December 2, 2018): 117–22. http://dx.doi.org/10.31580/apss.v2i3.325.

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ECommerce is getting rapid popularity worldwide due to number of associated benefits. The addition of word "electronic" to commerce and business opens a world of opportunities for people. Females constitute 50% of total population of the world (World Bank , 2018). However, their contribution in economic activities is low either due to family restrictions or labour/ distribution channel issues because of male chauvinism in many societies. Apart from them, specific problems are common to females all over the world regardless of their belongingness to any culture including family responsibilities, limited physical strength and lack of availability of finance in many countries. As an ebusiness signifies with low cost, automated business process, availability of direct channel, flexible hours and nonetheless independence from physical existence (Turban & King, 2016) therefore the research suggested application of ebusiness as prospective solution to the barriers for female entrepreneurship that was further confirmed by the results.

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32

Clarke, Roger. "P2P's Significance for eBusiness: Towards a Research Agenda." Journal of Theoretical and Applied Electronic Commerce Research 1, no. 3 (December 1, 2006): 42–57. http://dx.doi.org/10.3390/jtaer1030021.

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Applications running over peer-to-peer (P2P) networks have exploded since the late 1990s. Research is needed into many aspects of P2P. These include architecture, application functionality, and the categories of digital works that are shared using P2P facilities. A range of significant strategic, consumer and policy issues also arise, such as challenges to the operation of copyright, defamation and other censorship laws. Organisations affected by P2P are devising and deploying countermeasures, such as technological protections for digital works and attempts to identify devices and users. These too require study. This paper presents the landscape of research opportunities, indicating methods that might be appropriately applied to the various kinds of questions.

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33

Meyer, A. "Review: Enabling eBusiness - Integrating Technologies, Architectures and Applications." Computer Bulletin 44, no. 2 (March 1, 2002): 30. http://dx.doi.org/10.1093/combul/44.2.30-a.

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34

Dixon, Tim, Andrew Marston, Bob Thompson, and Ben Elder. "eBusiness and the City of London office market." Journal of Property Investment & Finance 21, no. 4 (August 2003): 348–65. http://dx.doi.org/10.1108/14635780310483638.

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35

Boone, Tonya, and Ram Ganeshan. "The frontiers of eBusiness technology and supply chains." Journal of Operations Management 25, no. 6 (February 28, 2007): 1195–98. http://dx.doi.org/10.1016/j.jom.2007.02.002.

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36

Jones, Paul, Paul Beynon‐Davies, and Elizabeth Muir. "Ebusiness barriers to growth within the SME sector." Journal of Systems and Information Technology 7, no. 1/2 (June 2003): 1–25. http://dx.doi.org/10.1108/13287260380000771.

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37

Louvieris, Panos, and Harmen Oppewal. "Channel benefits portfolio management in the eBusiness era." Qualitative Market Research: An International Journal 7, no. 4 (December 2004): 257–64. http://dx.doi.org/10.1108/13522750410557067.

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38

Kundi, Ghulam Muhammad, and Bahadar Shah. "IT in Pakistan: Threats & Opportunities for eBusiness." Electronic Journal of Information Systems in Developing Countries 36, no. 1 (January 2009): 1–31. http://dx.doi.org/10.1002/j.1681-4835.2009.tb00255.x.

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39

Lawrence, Elaine, John Lawrence, and Gordana Culjak. "Legal and Technical Issues Management Framework for Peer-to-Peer Networks." Journal of Theoretical and Applied Electronic Commerce Research 1, no. 1 (April 1, 2006): 32–41. http://dx.doi.org/10.3390/jtaer1010004.

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In the area of electronic and mobile commerce there are unique legal risks as well as concerns that also apply to traditional businesses. This paper reviews the impact of peer-to-peer ebusiness models in a legal and technical context with a view to formulating technical and legal policy suggestions for technologists, scientists, managers and government policy makers. To assist in addressing the intractable nature of the problems the researchers have developed a preliminary Legal Issues Management Framework. Issues such as forensic auditing, technical diligence, lawful intercept and sovereign risk are canvassed as well as the threats to current ebusiness models. Various traditional laws have been successfully applied to electronic transactions and new laws (cyberlaws) have been devised to deal with the latest technologies. Practitioners of P2P businesses must be aware of legal requirements and the risks involved in doing business in cyberspace. The digital economy develops at e-speed but the law does not. This paper outlines the enormous technological advances that impact on P2P business models and illustrates, with international examples, the reactions from international and national legal communities.

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40

Haigh, Nardia. "Linkages between eBusiness and sustainability outcomes: An exploratory study." Innovation 6, no. 2 (August 2004): 236–46. http://dx.doi.org/10.5172/impp.2004.6.2.236.

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41

Gordon, Steven R. "Information Technology and eBusiness in the Financial Services Industry." Journal of Information Technology Case and Application Research 4, no. 4 (October 2002): 1–3. http://dx.doi.org/10.1080/15228053.2002.10856007.

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42

Schäffer, Utz, Jürgen Weber, and Hans-Ulrich Freise. "Kennzahlensysteme in eBusiness-Start-Ups im Spiegel einer empirischen Erhebung." Controlling 14, no. 6 (2002): 355–64. http://dx.doi.org/10.15358/0935-0381-2002-6-355.

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43

HAMADOU, SARDAOUNA, VLADIMIRO SASSONE, and MU YANG. "An analysis of trust in anonymity networks in the presence of adaptive attackers." Mathematical Structures in Computer Science 25, no. 2 (November 21, 2014): 429–56. http://dx.doi.org/10.1017/s0960129513000650.

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Anonymity is a security property of paramount importance, as we move steadily towards a wired, online community. Its import touches upon subjects as different as eGovernance, eBusiness and eLeisure, as well as personal freedom of speech in authoritarian societies. Trust metrics are used in anonymity networks to support and enhance reliability in the absence of verifiable identities, and a variety of security attacks currently focus on degrading a user's trustworthiness in the eyes of the other users.

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44

Miliauskaitė, Jolanta, and Albertas Čaplinskas. "Pasaulinio saityno paslaugų kompozicijų skaidymas į modulius." Informacijos mokslai 56 (January 1, 2011): 73–84. http://dx.doi.org/10.15388/im.2011.0.3149.

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Straipsnyje aptariami, analizuojami ir vertinami svarbiausi pasiūlymai, kaip spręsti pasaulinio saityno paslaugų kompozicijų skaidymo į modulius uždavinį. Tai yra vienas iš aktualiausių e. verslo sistemų kūrimo uždavinių, kurio neišsprendus neįmanoma adekvačiai apdoroti vykdymo meto įvykių, dinamiškai perplanuoti verslo procesų, atsižvelgti į paslaugų kokybės charakteristikas ir įgyvendinti daugelį kitų svarbių e. verslo sistemos funkcijų. Straipsnyje pateiktas esamos padėties vertinimas ir išryškintos svarbiausios dar neišspręstos problemos, su kuriomis susiduriama skaidant į modulius pasaulinio saityno paslaugų kompozicijas. Tikimasi, kad atlikta analizė bus naudinga visiems šioje srityje dirbantiems mokslininkams ir padės jiems planuoti savo tolesnius tyrimus.Modularization of Web Service CompositionJolanta Miliauskaitė, Albertas Čaplinskas SummaryThe paper discusses, analyzes and evaluates the most important scientific propositions on how to solve the problem of web service composition modularization. This problem is very important in the context of eBusiness systems because it is impossible in such systems to process the run-time events in a flexible way, reconfigure business processes dynamically, to take into account in the service discovery process the quality of services, and to implement effectively many other eBusiness system features without knowing an efficient solution of this problem. The paper discusses the current state of affairs and highlights most important open issues. The authors hope that it will be useful for all researchers involved in the web service studies and helpful when planning their further research.>

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45

AlSudairi, Mohammed. "Mitigating the Bullwhip Effect with eWord of Mouth: eBusiness Intelligence Perspective." International Journal of Managing Value and Supply Chains 3, no. 4 (December 31, 2012): 27–41. http://dx.doi.org/10.5121/ijmvsc.2012.3403.

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46

Iyer, Lakshmi, Fergle Aubeterre, and Rahul Singh. "A Semantic Approach to Secure Collaborative Inter-Organizational eBusiness Processes (SSCIOBP)." Journal of the Association for Information Systems 9, no. 3 (March 2008): 231–66. http://dx.doi.org/10.17705/1jais.00152.

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47

Wall, B., H. Jagdev, and J. Browne. "A review of eBusiness and digital business—applications, models and trends." Production Planning & Control 18, no. 3 (March 22, 2007): 239–60. http://dx.doi.org/10.1080/09537280601127245.

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48

Bryceson, Kim. "EBusiness Impacts on the Peanut Industry in Queensland – a Case Study." Queensland Review 10, no. 1 (May 2003): 103–21. http://dx.doi.org/10.1017/s1321816600002555.

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From a business perspective, the Dot.Com debacle of the late 1990s and early 2000s reinforced the need for good business planning and strategising, a clear requirement to be flexible and capable of almost constant change, a need to focus on creating added value and sustainable competitive advantage through the use of innovative ideas, strategies and tools – and finally, it focused attention on learning to harness the opportunities and minimise the problems associated with doing business in an electronic age. The case study outlined in this paper looks at the “What”, “Why” and “How” of doing business electronically in a traditional Queensland-based agri-industry – the Peanut Industry. The investigation found that the use of internet-enabled business practices between members of the industry value chain is increasing rapidly and is gaining respect as a means of improving efficiencies and productivity. It also found that if an entity in the value chain begins to do business electronically, other companies in that chain will need to follow suit or risk being substituted. In the longer term, it is likely that the drive for electronically enabled business practices will come from the larger food processing organisations, not only on the premise of improved internal efficiencies, but also because of increasingly tough food safety and quality assurance requirements that are prompting the need for real time quality information and decision support for product tracking back to source. Finally, conclusions are drawn for Smart State initiatives and for ‘smart’ practices in agri-business.

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49

Louvieris, Panos, Jetske Van Westering, and John Driver. "Developing an eBusiness Strategy to Achieve Consumer Loyalty through Electronic Channels." International Journal of Wine Marketing 15, no. 1 (January 2003): 44–53. http://dx.doi.org/10.1108/eb008751.

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50

Mubdik, M. Ahsanul, Delliana Eka W, and Fachrul Kurniawan. "Development of E-Business towards Labor Market for Higher Education." Letters in Information Technology Education (LITE) 1, no. 2 (November 9, 2019): 34. http://dx.doi.org/10.17977/um010v1i22018p034.

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The internet business is used for information exchange, product catalogs, promotional media, e-mails, bulletin boards, electronic questionnaires, and mailing lists. The internet can also be used to dialogue, discuss, and consult with consumers online, so that consumers can be involved proactively and interactively in the design, development, marketing, and sale of products. By using the internet, we can run an electronic business or commonly called e-business as a means of expanding employment opportunities. Given the smaller quota to find employment, that ebusiness is the right solution for college graduates.

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