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Interactive, inter‐organizational innovations in electronic commerce

Interactive, inter‐organizational innovations in electronic commerce Electronic commerce has been recognised as a source of fundamental change to the conduct of business. Exploitation by business of this innovative approach to payments will necessitate wide‐scale adoption of new processes and technologies and may require new thinking on how organizations adopt innovations. Primarily, these innovations will be interactive and inter‐organizational, i.e. a successful cash substitute will require the concurrent participation of many different organizations, as well as consumers. Current theoretical models of adoption may not cater for this type of innovation. This paper compares four diverse pilot implementations of smart‐card payment systems with Rogers’ (1995) attributes of innovations, adoption processes and adoption decision approaches for organizations. In general, Rogers’ models do not reflect the levels of complexity and diversity found in practice. Extensions of the models are proposed. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Information Technology and People Emerald Publishing

Interactive, inter‐organizational innovations in electronic commerce

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References (34)

Publisher
Emerald Publishing
Copyright
Copyright © 2000 MCB UP Ltd. All rights reserved.
ISSN
0959-3845
DOI
10.1108/09593840010312753
Publisher site
See Article on Publisher Site

Abstract

Electronic commerce has been recognised as a source of fundamental change to the conduct of business. Exploitation by business of this innovative approach to payments will necessitate wide‐scale adoption of new processes and technologies and may require new thinking on how organizations adopt innovations. Primarily, these innovations will be interactive and inter‐organizational, i.e. a successful cash substitute will require the concurrent participation of many different organizations, as well as consumers. Current theoretical models of adoption may not cater for this type of innovation. This paper compares four diverse pilot implementations of smart‐card payment systems with Rogers’ (1995) attributes of innovations, adoption processes and adoption decision approaches for organizations. In general, Rogers’ models do not reflect the levels of complexity and diversity found in practice. Extensions of the models are proposed.

Journal

Information Technology and People – Emerald Publishing

Published: Mar 1, 2000

Keywords: Innovation; Theory; Electronics; Smart‐cards; Electronic funds transfer

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