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Strategic E-Business Management through a Balanced Scored Card Approach
| Content Provider | Semantic Scholar |
|---|---|
| Author | Wang, Fen Raisinghani, Mahesh S. Mora, Manuel Fl. Wang, Xinbao |
| Copyright Year | 2016 |
| Abstract | E-business has rapidly developed from being a vision of the future world of business to being ‘the’ way of doing business (Whelan & Maxelon, 2001). This business opened new channels for communication and selling, a new source of data on customers and competitors, and changed the face of competition tremendously (Koutsoukis et al., 2000; Porter, 2001). Emerging trends such as Web 2.0, Internet of Things (IoT), Big Data, and cloud computing are fast creating a revolution in the way e-business is used and procured by organizations across the globe (Atukuri et. al., 2012; Kryvinska & Strauss, 2013; Asllani, 2015). Clearly, business processes in the information age must be more efficient and dynamic to build and sustain value across the organization, though having a dot-com presence does not necessarily point to success. As Raisinghani and Schkade (2001) pointed out: “perhaps, one of the best ways to succeed in the world of e-business is to start off with a dynamic and new e-business strategy” (p. 601). E-business is far more about strategy than technology. An effective e-business strategy is an elaborate and systematic plan of action that incorporates different organizational levels, different parties, different elements, and growth pattern features (Bakry & Bakry, 2001). Unlike traditional business strategy, ebusiness strategy considers a company’s business management architecture and how it can be improved, integrated and automated by instant and global Internet communication. Indeed, the Internet has spawned new e-business strategy and radically transformed existing models (Pant & Ravichandran, 2001; Basu & Muylle, 2002). These new models incorporate Internet technology, universal connectivity, and Web browser capabilities to integrate business processes within and beyond an enterprise. As a result, old business models should be adapted to the new conditions, and companies worldwide should develop an effective e-business strategy to fit the new conditions (Whelan & Maxelon, 2001). What distinguishes many of the dot-coms from traditional organizations is not their new technical power, but their innovative and imaginative new business models (Hamel, 2000). This study proposes a balanced scorecard based e-business framework for the development and assessment of e-business strategy in this new age. Aided by this innovative and comprehensive e-business framework, managers can identify the major decision factors involved in their e-business strategies, specify the direct and indirect relationships among the factors, and generate strategies that would improve overall business performance. Strategic E-Business Management through a Balanced Scored Card Approach |
| Starting Page | 361 |
| Ending Page | 386 |
| Page Count | 26 |
| File Format | PDF HTM / HTML |
| DOI | 10.4018/978-1-4666-9787-4.ch027 |
| Alternate Webpage(s) | https://www.igi-global.com/viewtitlesample.aspx?id=148971&ptid=139336&t=strategic+e-business+management+through+a+balanced+scored+card+approach |
| Alternate Webpage(s) | https://doi.org/10.4018/978-1-4666-9787-4.ch027 |
| Language | English |
| Access Restriction | Open |
| Content Type | Text |
| Resource Type | Article |
