Collaborative e-business efforts and firm performance

Abstract

PurposeThe purpose of this study is to examine how e-business (EB) practices and performance are directly and indirectly related, and to examine the complementary effects of adopting various types of EB practices on both business and operational performance, where the latter is conceptualized as a mediator between EB practices and business performance.Design/methodology/approachThe structural equation modelling was used to examine the conceptual model using data collected through a survey of 108 Omani manufacturing firms. EB was conceptualized as a second-order factor resulted from a production of a simultaneous adoption of three distinct groups of EB practices to examine the complementarity effect of EB practices on performance.FindingsControlling for the variations of firm size and age effects, the empirical analysis of this study found support for the superior effects of the complementarities amongst various EB practices on business performance, but this effect will be indirect through the operational performance.Research limitations/implicationsThe research findings may lack generalisability due to the possible effects of other contextual factors which should be considered by future research studies.Practical implicationsSeveral implications are highlighted for the effective deployment of collective EB competencies, and for the role of operational performance on achieving higher business benefits.Originality/valueThis paper satisfies the need to validate the complementarity effects model in different contexts such as EB, and the need to investigate the mediating effect of other factors on EB practices and business performance.

Cosmetics companies: income developments in time of crisis

“…Other evidence shows a relationship of performance with the characteristics and composition of the board (Rasmussen et al, 2018;Sanan, 2019) or with the participation of the female component in company life (Achkar and Bouri, 2021). Furthermore, in the light of recent digitization processes, the relationships between economic performance and e-business practices were also deepened (Alsheyadi, 2020), and often the analyses focused on the role of people within organizations: in this sense, for example, Katsaros et al (2020) studied the impact of leadership on firm financial performance. The "people variable" makes the picture much less deterministic, suggesting, in this study on the profitability of cosmetics companies, to include other dimensions in the performance function.…”

E-Business Adoption among Women-Owned Small and Medium-Sized Enterprises in Malaysia: A Conceptual Perspective

“…Cost reduction, sales increase, operational improvement, and customer relationship enhancement have also been shown as firm performance outcomes from mobile payment adoption (Mahakittikun et al, 2020). Besides that, operational performance in the form of flexibility, responsiveness, and reliability have been utilised to measure performance (Alsheyadi, 2020). In this study, the indicators used to measure e-business adoption performance include efficiency, sales performance, customer satisfaction, and relationship management (Migdadi et al, 2016;Wu et al, 2003).…”

“…The performance of WOSMEs is an important indicator to help Malaysia achieve high-income status by 2030. Traditionally, performance is measured by ROA or ROI (Chen et al, 2016), but recent studies (Alsheyadi, 2020;Chandak & Kumar, 2020) have included non-financial elements in performance assessments. Additionally, SMEs that embrace e-business to a greater extent are better positioned to take advantage of its benefits and, as a result, to achieve superior e-business functioning (Kartiwi et al, 2018).…”

An incentive mechanism for integration of business applications between organizations

“…Moreover, inter-organizational integration of business applications is often valuable for profiting or improving the business processes of other e-businesses [6]. In other words, the lack of integration affects other organizations, and the rejection of the challenges and the risks of implementing services does not merely affect the interests of that organization.…”