Achieving organisational effectiveness with B2E E-business model

This research is about understanding effectiveness achieved from B2E (Business-to-Employee) e-business model. Though many studies have been undertaken on B2B and B2C models; research on B2E is still at an infancy stage. This research addressed the identified niche with a focus on the factors that lead to organisational effectiveness from B2E e-business model in the Australian context. The research was guided by Resourced Based Theory and Competing Values Framework to understand the impact of the model on organizational effectiveness. Research methods adopted for this research are exploratory; so that the 'new' area can be investigated and emerging new concepts in the same phenomena can be examined. Analysis of the data is interpretive, which was collected via interviews using a semi-structured questionnaire. The findings reveal that the Australian organisations investigated rega rd B2E e-business to be a dynamic and evolving model for internal management and service to employees. The findings also indicate that B2E model is adopted differently in different organizations. However, the general pattern or theme that the data revealed is that the B2E applications tend to follow a stream of electronic applications such as electronic news (e-news), electronic documents (e-documents), electronic information (e-information), electronic human resource (e-HR) applications and electronic business processes for the management of employees and their internal processes. The resulting outcomes include both internal and external effectiveness in organisations with B2E e-business models

People in the E-Business: New Challenges, New Solutions

[Excerpt] Human Resource Planning Society’s (HRPS) annual State of the Art/Practice (SOTA/P) study has become an integral contributor to HRPS’s mission of providing leading edge thinking to its members. Past efforts conducted in 1995, 1996, 1997, 1998, and 1999 have focused on identifying the issues on the horizon that will have a significant impact on the field of Human Resources (HR). This year, in a divergence from past practice, the SOTA/P effort aimed at developing a deeper understanding of one critical issue having a profound impact on organizations and HR, the rise of e-business. The rise of e-business has been both rapid and dramatic. One estimate puts the rate of adoption of the internet at 4,000 new users each hour (eMarketer, 1999) resulting in the expectation of 250 million people on line by the end of 2000, and 350 million by 2005 (Nua, 1999). E-commerce is expected to reach $1.3 trillion by 2003, and of that, 87 percent will go to the business to business (B2B) and 13 percent to the business to consumer (B2C) segments, respectively (Plumely, 2000)

Web-Based Organizing In Traditional Brick-And-Mortar Companies: The Impact On HR

This chapter introduces the notion of how old economy brick-and-mortar firms are adapting their HRM policies and practices and the roles of their HR departments in light of newly introduced Web-based business-to-business transaction practices. It argues that the Internet has introduced three new business models in old economy companies: the Internet as a marketplace, the Internet as a supply chain integrator, and the Internet as a catalyst for business model redefinition. These innovative ways of organizing are providing HR with opportunities to rise to new challenges and increase their added-value to the firm

Human Resource Information System and Competitive Advantage of Companies Listed on Nairobi Securities Exchange in Kenya

The main objective of this study was to determine the influence of human resource information system (HRIS) on competitive advantage of firms listed on Nairobi Securities Exchange. Data was collected using a questionnaire from the human resource managers of firms listed on Nairobi Securities Exchange. 62 questionnaires were distributed to various firms and 39 were returned and fully completed forming a response rate of 63 percent. Data was analyzed using multiple regression analysis to test the effect of HRIS on each component of competitive advantage (market share, profitability, public image). The results show that HRIS had a significant influence on profitability, public image and overall competitive advantage and no influence on market share.  Specifically, the results show human resource analysis explained profitability, public image and overall competitive advantage. Keywords: Human Resource Information System, Public image, profitability, market share, Competitive Advantag

E-Commerce

E-commerce is a business model that allows organizations to explore global markets. The objective of this study is to identify all the key points involved in e-commerce business, along with several sub-themes related to e-commerce, namely the concept of e-business and e-marketing. Next, it was noted that e commerce could express the connections between many purchase actors but is mainly used through the B2C model. The adoption of e-commerce is linked to different internet techniques and tools, which has several advantages and risks. This study also highlights the connections of e-commerce with globaliza tion, e-marketplaces, and platforms. Finally, the authors present the KPIs in terms of sales, marketing, and customer service that the e-sellers should take into account when they are defining the e-commerce strategy and the age segmentation criteria that must be used to create homogeneous groups of e-buyers.info:eu-repo/semantics/publishedVersio

Internal Brand Training in the Learning Industry

Companies in the learning industry are in the business-to-business marketplace and the companies focus on providing services to their customers. In service businesses delivering on the brand promise is aligned with the services employees deliver to customers. The learning industry was used to research whether a commitment to internal brand training impacts business performance. Two of the initial hypotheses were supported; a learning orientation increases commitment to internal brand training and internal brand training increases employee commitment to the brand. The third hypothesis, employee brand commitment improves business performance, was not supported. A re-specified model found. * Learning orientation directly affects Brand Training and Employee Brand Commitment * Brand Training directly affects Employee Brand Commitment and Business Performance * Employee Brand Commitment directly affects Business Performance The largest direct effect on improved business performance is employee brand training, yet it is the area with the least number of hours of training in the organizations, which provides an opportunity for practitioners