企業導入行動商務之實施策略、應用現況與經營績效之關係

Relationship of Implementation Strategies and Application

Status of Mobile Commerce to Corporate Performance

Ying-Feng Kuo, Dept. of Information Management, National University of Kaohsiung. Pang-Cheng Chen, Graduate School of Business and Administration, Shu-Te University.

ABSTRACT

Along with the rapid development of wireless communication and mobile phone market, the mobile commerce, which combines the wireless communication and Internet, is now the one that everybody focused. The construct and development of mobile commerce will be the

formulate the accurate and adequate implementation strategies when it inducing the mobile commerce application systems. The relationship between the implementation strategies and application status of mobile commerce to corporate performance of enterprises which have already adopted mobile commerce in Taiwan will be studied thoroughly.

The analytical results show that the implementation strategies of mobile commerce are internal communication and coordination, training, and system integration and application widely. The application statuses of mobile commerce are applications to customers and applications to enterprises. This research also finds that there are significant positive relation between each dimension of implementation strategies and each dimension of application statuses. Implementation strategies and application statuses of mobile commerce have significant positive effect on increasing corporate performance.

Keywords: Mobile commerce, Implementation strategies, Application status, Corporate

performance

1.

2.1.

(Aberdeen Group, 2000)

(Forrester Research, 2000)

(Lehner and Watson, 2001)

(Kalakota and Robinson, 2001)

(Lyytinen, 2001; Tarasewich et al., 2002; Gunasekaran and Ngai, 2003)

1. /

(Clarke, 2001; Keen and Mackintosh, 2001; Siau et al., 2001; Tsalgatidou and Pitoura, 2001) 2.

(Clarke, 2001; Siau et al., 2001; Tsalgatidou and Pitoura, 2001) 3.

(Keen and Mackintosh, 2001; Siau et al., 2001; Tsalgatidou and

Pitoura, 2001) 4. (Siau et al.,

2001; Tsalgatidou and Pitoura, 2001; , 2001) 5. /

(Clarke, 2001; Tsalgatidou and Pitoura, 2001) 6.

(Clarke, 2001; Keen and Mackintosh, 2001)

B2C B2B B2E (Siau et al., 2001) 1. B2C (Siau et al. 2001 2003) (2001) B2C 2. B2B B2B 3. B2E

3. M M 4. 2.2. (Robbins 1990) Szilagyi(1988) Lebas(1995)

Van de Ven Ferry(1980) Galbraith Schedel(1983) Madu (1996)

3.

3.2. 3.2.1. (2001) 25 Likert 3.2.2. Kalakota Whinston(1997) (2000) B2B B2E B2C 15 Likert 3.2.3. B2B B2E B2C Madu (1996) 8 Likert 3.2.4. 5 3.3. 100 5 100 3 500

欒.

欒.

欒.

欒.

0.3 50% 4.2.1. Cronbach’s α 0.6042~0.9186 Item to Total 0.4 4.2.2. 1 0.5 61.794%

Cronbach’s α 0.8513~0.9274 Item to Total 0.5 4.3. ( ) ( ) ( 1) Thornidike(1978) CR2( )

0.1 F (redundancy index, RI) 0.1

1 Thorndike(1978) (CR2=0.518 p<0.001 RI>0.1) 1 (CR) (CR2) F p-value (RI) 1 0.720 0.518* 29.89783 0.000*** 43.966%* 35.776%* 2 0.067 0.004 0.45603 0.634 *CR2>0.1 *p<0.05; ** p<0.01; ***p<0.001 *RI>0.1 Lambert Durand(1975) 0.3 2 0.3 H1

2 ( ) 0.930* 0.945* 0.560* ( ) 0.950* 0.891* *| |> 0.3 2 2 CR=0.518 p 0.05 51.8% 69.029% 84.830% 43.966% 43.966% 43.966% 4.4. 4.4.1.

3 β ( ) t VIF ( ) 1.916 8.813 0.000 0.408 4.984 0.000*** 1.988 0.445 0.531 0.596 1.988 R=0.469, R2=0.220, Adj- R2=0.213, F=28.690, p-value=0.000***, D-W=1.646 *p<0.05; ** p<0.01; ***p<0.001 4.4.2. 4 4 (F=22.327 p=0.000 D-W=1.768) Adj-R2 0.238 23.8% H3 4 β ( ) t VIF ( ) 1.909 7.920 0.000 0.121 1.156 0.249 2.592 0.390 4.519 0.000*** 2.446 0.049 -0.741 0.460 1.368 R=0.499, R2=0.0.249, Adj- R2=0.238, F=22.327, p-value=0.000***, D-W=1.769 *p<0.05; ** p<0.01; ***p<0.001

5.

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