E-business's Impact on Organizational Flexibility

Phillips, Paul A. and Wright, Claire (2009) E-business's Impact on Organizational Flexibility. Journal of Business Research, 62 (11). 1071 -1080 . ISSN 0148-2963. (The full text of this publication is not available from this repository)

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Official URL
http://dx.doi.org/10.1016/j.jbusres.2008.09.014

Abstract

Organizations are finding that their ability to respond to unpredicted changes in the market is becoming a key factor in survival. The ability to adjust e-business processes to customer preferences (flexibility) has become a necessity for online systems. Despite the interest in e-business flexibility the academic literature has not kept pace with industrial developments. This research study builds upon previous work through two investigations. First, the results of five case studies are used to develop a seven (alliance/joint decision management and intelligence, enterprise-wide change management, organizational learning, process oriented agility, network centric information management, leadership of transformation and knowledge exchange meetings) factor model that depicts the influences of flexibility on organizational effectiveness in e-business environments. Second, this paper illustrates how the model can be used as a benchmarking tool and has the potential to become a key learning mechanism. The authors discuss the conclusions and managerial implications of the findings.

Item Type: Article
Uncontrolled keywords: E-business; Flexibility; Performance; Effectiveness; Benchmarking
Subjects: H Social Sciences > H Social Sciences (General)
Divisions: Faculties > Social Sciences > Kent Business School > International Business and Strategy
Depositing User: Claire Krafft (nee Baldock)
Date Deposited: 18 Nov 2009 09:32
Last Modified: 29 Apr 2014 09:56
Resource URI: http://kar.kent.ac.uk/id/eprint/23399 (The current URI for this page, for reference purposes)
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