Leadership styles and E-commerce adoption : An analysis of Thai food exporters

Being an effective leader in today business environment is a challenged task. The world has shifted to the digital era where social and business structures are rapidly changed. The trend of globalization forces all leaders to regularly learn more on what was changed and what is being changed. Today, companies that already adapt new business concept probably have a better application that satisfy more customers than companies that work in the old manner. What is work in the past is probably obsolete in today. One of the popular issues during the last two decades is the phenomenon of e-commerce. How leader reacts with the trend of ecommerce is primary purpose of this study. It is said that the way leader acts and behaves will directly affect company performance. This study explores the association between leadership styles and e-commerce adoption. The purposes of the study are to identify the type of leadership styles in associated with the level of e-commerce adoption and to measure that attitude of the leaders toward employing ecommerce. The study was conducted in Thailand and emphasized in exporting industry. Three hundred Thai food companies were systematically selected. Self-administered questionnaires were mailed to those companies. The response rate was 70.67% Hypothesis was developed and tested with statistical significant level of 0.05. A Pearson chisquare test supported that there was a difference in e-commerce adoption between leadership styles. By using regression analysis, the study found two factors influenced the level of ecommerce adoption: type of leadership style and number of employees. The finding indicated that most managers were medium shared leadership style which inclined to task concern rather than people concern. The majority of companies have already adopted e-commerce into their business. The result showed that most of them were in the level of information based e-commerce. Leaders who have high shared leadership tend to have a higher level of e-commerce adoption than other two types of leadership. It would therefore seem that the leaders who are high in both task and people concern would be early adopters in e-commerce. Most managers had positive attitude toward e-commerce. They agreed and accepted the advantages of employing e-commerce into their business. The attitudes they had were ecommerce can generally help the firm increases profit, reduces operating costs, quickly expands business globally, fast communicates with customers, and improves its image.The finding indicated that most managers were medium shared leadership style which inclined to task concern rather than people concern. The majority of companies have already adopted e-commerce into their business. The result showed that most of them were in the level of information based e-commerce. Leaders who have high shared leadership tend to have a higher level of e-commerce adoption than other two types of leadership. It would therefore seem that the leaders who are high in both task and people concern would be early adopters in e-commerce. Most managers had positive attitude toward e-commerce. They agreed and accepted the advantages of employing e-commerce into their business. The attitudes they had were ecommerce can generally help the firm increases profit, reduces operating costs, quickly expands business globally, fast communicates with customers, and improves its image

A comprehensive framework for the adoption of techno-relationship innovations : Empirical evidence from eCRM in manufacturing SMEs

Information Technology (IT) plays a significant role in today business competition. A prominent role is that it helps a firm to manage relationships with customers effectively. Adoption of appropriate technology can lead the firm to greater business competency, improve its business performance, and ensure it retains its competitive advantages. While there is a rich body of literature on IT innovation adoption and implementation, research on the adoption of IT innovation that is specifically intended to perform relationship marketing functions is scant. The problem in this research is to address the lack of a research framework for examining the factors influencing the adoption of techno-relationship innovations. The existing adoption models are insufficient in properly explaining which factors are involved in the adoption decision and which factors are more important, and are especially insufficient with regard to small and medium sized enterprises (SMEs). The aim of this study is to develop a comprehensive research framework used for exploring the factors affecting the adoption of techno-relationship innovations and to apply this framework for empirically investigating the adoption of electronic Customer Relationship Management (eCRM) applications in manufacturing SMEs. This study proposes the term ‘techno-relationship innovation’ and defines it as a technology-related idea, process, method, product, or service that is intended to perform relationship marketing tasks and which is perceived as new to an individual or a firm. The developed research framework contains 20 potential determinant factors covering four contexts: individual, technological, organizational, and environmental. This study was conducted through survey research and the sample was drawn by means of systematic sampling technique. The empirical data were collected by using self-administered questionnaires and the data analysis was based on 508 manufacturing SMEs in Thailand. The analysis was based on multivariate statistical techniques including t-test, factor analysis, deiscriminant analysis, and cluster analysis. The findings reveal interesting insights into understanding the adoption of eCRM applications by manufacturing SMEs. The Key Influential Factors (KIF) model is proposed summarizing the conclusions of the study. It indicates what factors in what contexts should be given more or less attention. From 20 factors, the analysis indicates that 12 factors are important factors that should be given high priority. They are Compatibility, Industry Pressure, Customer Pressure, Subjective Norm, Attitude, External Support, Perceived Advantage, Observability, Perceived Relationship Marketing Functionality, Technological Expertise, Perceived Easiness, and Financial Resources. Five factors have the capability to discriminate between eCRM adopters and non-adopters but their discriminant powers are weak so they receive second priority. They are Competitive Pressure, Innovativeness, Business Experience, Governmental Encouragement, and Internet Experience. The other three factors appear insignificant but they should not be completely ignored when encouraging the adoption of eCRM applications. Thus, these three factors receive third priority. They are Size, Trialability, and Self-efficacy. Furthermore, the eCRM adopters are classified into three groups: basic adopters, moderate adopters, and advanced adopters. The inference is that the basic eCRM adopters are uncertain whether eCRM applications are really needed for business success. In contrast, the moderate and advanced eCRM adopters require different attention which is related to maximizing the advantages of eCRM applications. This classification offers solid information for market segmentation purposes in the eCRM industry. Study implications are acknowledged. A comprehensive research framework is proposed suggesting 20 potential determinant factors involved in examining the adoption of techno-relationship innovations. This research framework provides a tool to marketing researchers in conducting further research. Empirical investigation leads to the KIF model that offers guidance to government and private agencies in properly encouraging the adoption of eCRM applications and their relevant components among manufacturing SMEs. Moreover, the study’s limitations and suggestions for further research are provided

A comprehensive framework for the adoption of techno-relationship innovations : Empirical evidence from eCRM in manufacturing SMEs

Information Technology (IT) plays a significant role in today business competition. A prominent role is that it helps a firm to manage relationships with customers effectively. Adoption of appropriate technology can lead the firm to greater business competency, improve its business performance, and ensure it retains its competitive advantages. While there is a rich body of literature on IT innovation adoption and implementation, research on the adoption of IT innovation that is specifically intended to perform relationship marketing functions is scant. The problem in this research is to address the lack of a research framework for examining the factors influencing the adoption of techno-relationship innovations. The existing adoption models are insufficient in properly explaining which factors are involved in the adoption decision and which factors are more important, and are especially insufficient with regard to small and medium sized enterprises (SMEs). The aim of this study is to develop a comprehensive research framework used for exploring the factors affecting the adoption of techno-relationship innovations and to apply this framework for empirically investigating the adoption of electronic Customer Relationship Management (eCRM) applications in manufacturing SMEs. This study proposes the term ‘techno-relationship innovation’ and defines it as a technology-related idea, process, method, product, or service that is intended to perform relationship marketing tasks and which is perceived as new to an individual or a firm. The developed research framework contains 20 potential determinant factors covering four contexts: individual, technological, organizational, and environmental. This study was conducted through survey research and the sample was drawn by means of systematic sampling technique. The empirical data were collected by using self-administered questionnaires and the data analysis was based on 508 manufacturing SMEs in Thailand. The analysis was based on multivariate statistical techniques including t-test, factor analysis, deiscriminant analysis, and cluster analysis. The findings reveal interesting insights into understanding the adoption of eCRM applications by manufacturing SMEs. The Key Influential Factors (KIF) model is proposed summarizing the conclusions of the study. It indicates what factors in what contexts should be given more or less attention. From 20 factors, the analysis indicates that 12 factors are important factors that should be given high priority. They are Compatibility, Industry Pressure, Customer Pressure, Subjective Norm, Attitude, External Support, Perceived Advantage, Observability, Perceived Relationship Marketing Functionality, Technological Expertise, Perceived Easiness, and Financial Resources. Five factors have the capability to discriminate between eCRM adopters and non-adopters but their discriminant powers are weak so they receive second priority. They are Competitive Pressure, Innovativeness, Business Experience, Governmental Encouragement, and Internet Experience. The other three factors appear insignificant but they should not be completely ignored when encouraging the adoption of eCRM applications. Thus, these three factors receive third priority. They are Size, Trialability, and Self-efficacy. Furthermore, the eCRM adopters are classified into three groups: basic adopters, moderate adopters, and advanced adopters. The inference is that the basic eCRM adopters are uncertain whether eCRM applications are really needed for business success. In contrast, the moderate and advanced eCRM adopters require different attention which is related to maximizing the advantages of eCRM applications. This classification offers solid information for market segmentation purposes in the eCRM industry. Study implications are acknowledged. A comprehensive research framework is proposed suggesting 20 potential determinant factors involved in examining the adoption of techno-relationship innovations. This research framework provides a tool to marketing researchers in conducting further research. Empirical investigation leads to the KIF model that offers guidance to government and private agencies in properly encouraging the adoption of eCRM applications and their relevant components among manufacturing SMEs. Moreover, the study’s limitations and suggestions for further research are provided

Leadership styles and E-commerce adoption : An analysis of Thai food exporters

Being an effective leader in today business environment is a challenged task. The world has shifted to the digital era where social and business structures are rapidly changed. The trend of globalization forces all leaders to regularly learn more on what was changed and what is being changed. Today, companies that already adapt new business concept probably have a better application that satisfy more customers than companies that work in the old manner. What is work in the past is probably obsolete in today. One of the popular issues during the last two decades is the phenomenon of e-commerce. How leader reacts with the trend of ecommerce is primary purpose of this study. It is said that the way leader acts and behaves will directly affect company performance. This study explores the association between leadership styles and e-commerce adoption. The purposes of the study are to identify the type of leadership styles in associated with the level of e-commerce adoption and to measure that attitude of the leaders toward employing ecommerce. The study was conducted in Thailand and emphasized in exporting industry. Three hundred Thai food companies were systematically selected. Self-administered questionnaires were mailed to those companies. The response rate was 70.67% Hypothesis was developed and tested with statistical significant level of 0.05. A Pearson chisquare test supported that there was a difference in e-commerce adoption between leadership styles. By using regression analysis, the study found two factors influenced the level of ecommerce adoption: type of leadership style and number of employees. The finding indicated that most managers were medium shared leadership style which inclined to task concern rather than people concern. The majority of companies have already adopted e-commerce into their business. The result showed that most of them were in the level of information based e-commerce. Leaders who have high shared leadership tend to have a higher level of e-commerce adoption than other two types of leadership. It would therefore seem that the leaders who are high in both task and people concern would be early adopters in e-commerce. Most managers had positive attitude toward e-commerce. They agreed and accepted the advantages of employing e-commerce into their business. The attitudes they had were ecommerce can generally help the firm increases profit, reduces operating costs, quickly expands business globally, fast communicates with customers, and improves its image.The finding indicated that most managers were medium shared leadership style which inclined to task concern rather than people concern. The majority of companies have already adopted e-commerce into their business. The result showed that most of them were in the level of information based e-commerce. Leaders who have high shared leadership tend to have a higher level of e-commerce adoption than other two types of leadership. It would therefore seem that the leaders who are high in both task and people concern would be early adopters in e-commerce. Most managers had positive attitude toward e-commerce. They agreed and accepted the advantages of employing e-commerce into their business. The attitudes they had were ecommerce can generally help the firm increases profit, reduces operating costs, quickly expands business globally, fast communicates with customers, and improves its image

The Effect of Benefits and Risks On E-procurement Implementation: An Exploratory Study of Swedish and Indian Firms

E-procurement is constantly receiving lot of attention from industries, and government agencies. Analysts believe that utilization of e-procurement can lead to enormous cost saving and efficiency in procurement process. Though, e-procurement has benefited the global business tremendously, its expected growth rate has been moving downwards. The present study explores how the benefits and risks associated to e-procurement affect the e-procurement implementation. The differences and similarities among firms in different setting are also investigated. By using Swedish and Indian firms, the results show that cost benefit is the main driver for companies to implement e-procurement. The problems of implementation and integration of existing infrastructure are holding back companies from implementing e-procurement. But benefits are overpowering risks and companies are moving toward more aggressive strategic approach of implementing e-procurement. Finally, e-procurement is typically used for buying indirect material and the buyer side model is most dominated in industry

Understanding e-procurement : qualitative case studies

E-procurement is constantly receiving attention from industries, business and government agencies. Analysts believe that utilization of e-procurement can lead to enormous cost saving and efficiency in procurement process. E-procurement also enlarges customer base, broadens the search for raw materials to lower its production cost. Though, it has benefited the global business tremendously, its expected growth rate has been moving downwards. While E-procurement can be used for the purchase of indirect or direct materials, the risks associated with the e-procurement has been holding the companies from adopting it. The purpose of this paper is to understand the e-procurement process by focusing on benefits, risks, practices and strategies of e-procurement and its emerging usages in the current business to business (B2B) environment. A qualitative method was used for the case studies in which two companies each from India and Sweden were studied and analysed. The results showed that cost benefit was the main driver for companies to implement e-procurement. Other benefits included were transparency and visibility across process, better internal and external relations and streamlined buying process. The problems of implementation and integration of existing infrastructure and security and control risks were holding back companies from wide usage of e-procurement. But most of all, lack of managerial commitment hinders the adoption process. Company's needs were the deciding factor for the kind of approach they will follow regarding the adoption of e-procurement and emergence of a new approach. This paper compares the works of different authors in the field of e-procurement and its implications for the B2B.Godkänd; 2006; 20070623 (ysko

Post-purchase cognitive dissonance : Evidence from the mobile phone market

This article investigates whether cognitive dissonance exists in the post-purchase phase in the mobile phone industry. It asks if mobile phone users are fully satisfied since they are usually overloaded with information during the purchasing period. Three dimensions of dissonance were measured in 283 university students. The results provide interesting insights. The major differences between the high and low dissonance groups are being influenced by other people’s opinions, difficulty in finding information, product involvement, and satisfaction with mobile phones/operators. These findings reveal that consumers are ‘not unhappy’ with their mobile phones/operators, but not extremely happy either. However, there is ample room for improvements in the level of consumer satisfaction. Marketers should give consumers’ perceptions of communicated messages high priority. The messages need to be straightforward and clear in the consumers’ interpretation as this will reduce negative feelings after purchase.Validerad; 2012; 20120117 (vinpar