Regional electronic marketplaces (REMs) have been used to promote e-commerce uptake by small and medium enterprises (SMEs). However, the community and regional economic development motives underpinning REM creation can cause complexities. While REM development and management can be informed by existing theoretical frameworks, there is no comprehensive framework that can be used to examine the factors affecting the success or failure of government-supported SME-REMs. The objective of this paper is to construct such a framework that can be used to examine these factors. The literature on e-marketplaces and IT|[sol]|IS|[sol]|e-commerce adoption by SMEs is examined to determine the appropriateness of existing theoretical frameworks, the key constructs of which are synthesised to form an integrated theoretical framework. The value of the framework is confirmed by content analysis of published case studies and empirical results from in-depth case studies of two SME-REMs. The most significant factors affecting success or failure of government-supported SME-REMs are as follows: SME-owner innovativeness; REM ownership structure and governance that engender trust and build critical mass by including SMEs in REM development and management; matching REM focus and structure with regional profile by leveraging community ties and existing business relationships; adopting a staged approach to REM development; and ensuring REM benefits are understood by SMEs
This study examines the roles of task characteristics, organisational social support, and individual proactivity on innovative work behaviour (IWB) in the public sector. Analysing empirical data from 154 employees from a government agency in Australia, we found that task characteristics, organisational social support, and proactive personality have a positive impact on IWB. Proactive personality is also found to be a moderator in the relationship between task characteristics and IWB. The findings suggest the need to design human resource practices that better identify proactive and innovative job applicants in the recruitment and selection process. Further, we highlight the requirement to organise and design work that recognises the need to develop social support to improve IWB. The implications of the study for further research on IWB are discussed.
The contribution of market structure to the success of an electronic marketplace (e-marketplace) is an issue that has not received a great deal of attention in the literature. Although, researchers have given some attention to the antecedents of successful e-marketplace participation by organizations, there has been relatively little attention given to the e-marketplace structures. In this paper, the issue of e-marketplace strategy and its relationship with e-marketplace structure is examined. A classification of e-marketplace strategies is presented. The market structures of intermediary, hierarchy, consortium, and large group ownership structures are mapped onto this classification using four case studies to explain the relationship between structure and strategy. Each structural model has a range of implications for market participants. These include the economic and service benefits from intermediaries, economic benefits, and the potential to deliver improved levels of service for hierarchies, the relational benefits from the strong network ethos of consortia, and large group ownership structures which have potential for regional community or industry sector development.
Buy‐now‐pay‐later (BNPL) in Australia is a rapidly growing payment innovation. Regulators and consumer groups have expressed concerns at the financial risks posed by BNPL. As BNPL is not regulated under consumer credit law, financial regulator and consumer groups have recommended that BNPL users adopt a range of responsible financial behaviours for their financial wellbeing. This study, using a survey of BNPL users and structural equation modelling, shows a link between most of these recommended financially responsible behaviours and financial wellbeing and that the financial behaviours of younger users (aged under 25) place them at greater risk of reduced financial wellbeing.
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