E-Commerce Standards

This chapter introduces XML-based e-commerce standards that have emerged within the past decade. The chapter describes the history of e-commerce standards, and then presents representative horizontal and vertical e-commerce standards by detailing their functionality, and how their development has been shaped by various stakeholders. The chapter also describes the potential for these standards to transform B2B practice by providing three industry examples. The chapter finishes by suggesting directions for future research by describing factors that could influence the future of these standards. Due to the central role these standards are likely to play in future e-commerce activity, most firms will at some point need to become aware of their capabilities, their application, and potential impact. This chapter is intended to provide an overview of the situation as it is understood today, and presents likely scenarios for how these standards may progress.

Future of Small Business E-Commerce

The use of the Internet for business purposes among small businesses started quite early in the e-commerce evolution. In the beginning, innovative and entrepreneurial owners of small businesses attempted to use rudimentary Internet tools such as electronic mail (e-mail) and file transfer protocol (FTP) to exchange messages and documents. While primitive, it fulfilled much of the business needs at the time. Even to date, e-mail and document exchange, according to some of the latest research findings, are still the most commonly used tools despite the fact that tools themselves have become more sophisticated.

B2C Success at Wishlist.com

This article explains how and why, during and through the dot.com bubble that was built and burst, one new economy company in Australia survived and prospered. The challenges were severe. The infrastructure, funding for development, and consumer behavior were key challenges that had to be overcome. Between 1999 and 2000, around 190 Australian companies evolved selling something over the Web. In early 2000, local e-tailers such as Dstore, ShopFast, ChaosMusic, TheSpot.com, and Wishlist.com.au were being discussed as shining examples of a new way of retailing: smart, aggressive companies that were showing traditional retailers how to operate in the new economy (Kirby, 2000). Then it all started going wrong. Examples are as follows: • ChaosMusic’s shares, issued at $1.40 in December 1999, finished from 1999 to 2000 at $0.28 as the online music retailer slashed its marketing budget and staff. • The share price of Australia’s other online music retailer, Sanity.com, peaked at $2.05 soon after the company was listed in December 1999; on June 30, 2000, it was $0.44. • On June 29, 2000, Australia witnessed its first major e-tailing failure when the department-store retailer David Jones acquired the assets of TheSpot.com, a toy and health and beauty products e-tailer that ran out of money after spending $12 million in 14 months. Later in the same year, on November 28, 2000, the founders of Wishlist.com.au, Huy Truong and his sister Jardin Truong, accepted an award at the Australian Internet Awards ceremony for the most entrepreneurial Internet site, an award given for an Australian Internet-related achievement that is innovative, provides strong current or future financial returns, and demonstrates rapid business expansion via a unique business strategy. The site also won as the best e-commerce site on the Web. The head judge said, “Wishlist didn’t follow the standard supermarket model on the Internet. It’s an adaption of a gift store buying presents for other people not just for yourself.” He said the judges were impressed with the novelty of the delivery model, whereby Wishlist.com.au had arranged with the oil company BP to deliver parcels to BP service stations that can be picked up by customers at anytime (Lindsay, 2000). Huy Truong was also awarded B&T Weekly’s 2000 e-Marketer of the Year Award. Golden, Hughes, and Gallagher (2003) conducted a descriptive study that examined the key success factors related to e-business in the retail sector of Ireland. Through their postal survey, they found that the early adoption of Internet technologies and information systems expertise were important factors in contributing to success. Loane (2004) has suggested that there is now significant evidence that many new firms are embracing the use of the Internet from their inception. This is clearly the case with Wishlist.com. They suggest that the Internet is not just an improvement tool but a core capability, including IT competency. Global Reviews, Australia’s online retail performance and reliability gauge for e-consumers, in December 2001 stated that Wishlist.com.au was the standout Australian online retailer, achieving an overall score of 97%, with a perfect rating in four of the five evaluation categories: fulfillment, site usability, security, products, and customer service.

Challenges for Deploying Web Services-Based E-Business Systems in SMEs

E-business initiative in many companies had started in the 1990s. These companies have recently begun to explore the use of Web Services (WS) technologies within their e-business context, since they provide an attractive, language-neutral, environment-neutral programming model that accelerates application development and integration inside and outside the enterprise. Despite these advantages, companies are slow to deploy WS because it requires a considerable shift in their application development process. While a few studies have reported on some of the reasons for this wait-and-see approach, a thorough and systematic investigation of the challenges from the stakeholders’ — providers, consumers, and standards organizations — perspective is needed. This study addresses that and provides a framework for studying the factors that impact the deployment and use of WS. The framework is used to analyze small and medium-sized enterprises (SMEs), as they play a vital role in generating employment opportunity and turnover within many major economies globally.

Staffing Electronic Commerce Projects

Electronic commerce (e-commerce) personnel are instrumental in developing and maintaining electronic commerce programs and projects within firms. In spite of the dot-com bust, the number of firms developing and using e-commerce for interactions with customers and suppliers is growing. Personnel competence as individuals and as a group can be a decisive force in determining the level of success of e-commerce projects. In this chapter, we present a conceptual framework as an extension and reformulation of several of the currently active fit theories of human resource management and industrial psychology. We propose consideration of five categories of skills that should be present in organizational e-commerce workforce (human computer interface, data storage and analysis, transaction/application development, infrastructure, and project management). Finally, based on the adjusted concepts of fit, we present a set of propositions showing expected relationships between organizational and fit related variables on workforce outcomes.

Management Considerations for B2B Online Exchanges

Information systems that link businesses for the purpose of inter-organizational transfer of business transaction information (inter-organizational information systems, or IOIS) have been in use since the 1970s (Lankford & Riggs, 1996). Early systems relied on private networks, using electronic data interchange (EDI) or United Nations EDIFACT standards for format and content of transaction messages. Due to their cost and complexity, the use of these systems was confined primarily to large companies, but low-cost Internet commercialization has led to much more widespread adoption of IOIS. Systems using the Internet and the World Wide Web are commonly referred to as B2B (business-to-business) systems, supporting B2B electronic commerce.

Obstacles to SMEs for E-Adoption in the Asia Pacific Region

As electronic commerce (e-commerce) is becoming the way to trade, it is the large corporations that are exploiting their finances and technical expertise to jump into this abyss. Small and medium enterprises (SMEs) are finding too many obstacles to participate in e-commerce. SMEs in Asia Pacific in particular, face many obstacles and thus are still not comfortable with the concept of putting their business online, conducting transactions online or revamping entire business processes. This chapter describes the key factors that are hindering SMEs’ participation in e-commerce and the obstacles to SMEs for e-adoption in Asia Pacific. Although this study is limited to the Asia Pacific region many of the findings do contribute significantly to the factors hindering all SMEs’ e-adoption efforts.

Consumer Trust in E-Commerce

The lack of trust toward different elements of e-commerce has been recognized as one of the main causes of the collapse of a large number of dot-com companies. The concept of consumer trust has since been the object of many studies in the field of e-commerce. These studies permitted a better understanding of the role of trust in e-commerce, but an examination of the literature reveals that our understanding is limited due to important gaps in the ontological aspects of the trust concept, among which are (a) a lack of consensus concerning its definition, (b) a unidimensional as opposed to a multidimensional conceptualization of the construct, and (c) a confusion between trustworthiness and trust. The goal of this article is to identify these gaps and present ways of reducing their size and impacts.

Entrepreneur Behaviors on E-Commerce Security

Electronic communication developments have always been associated with many security risks since the ARPANET implementation in 1960s. In 1972, John Draper (Captain Crunch) unlocked the AT&T phone network marking the beginning of the modern technology of hacking. Later in the 1980s, the seminal developments in the U.S. laid the conceptual and practical foundation for future electronic crime tools such as trapdoors, trojans, and viruses. More recently in the Internet environment, electronic attacks have reached an epidemic level (US-CERT, 2004). In South Africa alone, over 500 Web sites were defaced in January 2005 and e-crime losses are estimated at around 40 billion a year.

Using Mobile Devices for Electronic Commerce

In this article, we describe an architecture for mobile commerce which allows the use of mobile devices for electronic commerce. The architecture enables the development of applications to be executed on a mobile device, which lists selling products having their own textual descriptions and pictures. We discuss architectural modules and the implementation of an application for selling fast food called Mobile Menu. We begin with the main background concepts related to our proposed architecture.