(2007)
14(4) pp. 185-210.
Relationship of Implementation Strategies and Application Types of Mobile Commerce to Corporate Performance
ABSTRACT
Along with the rapid development of wireless communication and mobile phone market, the mobile commerce (m-commerce), which combines the wireless communication and Internet, is now the one that everybody focused. The construct and development of m-commerce will be the advanced competitive strength in enterprise. The enterprises adopt different competitive strategies will not only own the different strategic advantage but also obtain different organizational performance. To obtain the good implementation performance, the enterprise has to invest the considerable capital and manpower, evaluate the environmental factors, and formulate the accurate and adequate implementation strategies when it inducing the m-commerce application systems. The relationship between the implementation strategies and application types of m-commerce to corporate performance of enterprises which have already adopted m-commerce in Taiwan will be studied thoroughly. The analytical results show that the implementation strategies of m-commerce are internal communication and coordination,
training, and system integration and application widely. The application types of m-commerce are applications to customers and applications to business. This research also finds that there is a significant positive relation between implementation strategies and application types of m-commerce. Implementation strategies and application types of m-commerce have significant positive effects on increasing corporate performance.
Keywords: Mobile commerce, Implementation strategies, Application types, Corporate performance
GPRS(general packet radio service) PHS(personal handy-phone system) (3G the third generation wireless communications)
(mobile commerce)
(ARC 2001)
( 1996)
( )
(mobile appliance) (wireless networks)
(application and service providers) (transactions and information
(Kalakota & Robinson, 2001)
(Lyytinen, 2001; Tsalgatidou & Pitoura, 2001; Tarasewich et al., 2002; Gunasekaran & Ngai, 2003)
1. / (Mobility/ubiquity)
(Clarke, 2001; Keen & Mackintosh, 2001; Siau et al., 2001; Tsalgatidou & Pitoura, 2001)
2. (Personalization)
(PDA personal digital assistant)
(Clarke, 2001; Siau et al., 2001; Tsalgatidou & Pitoura, 2001)
3. (Flexibility)
(Keen & Mackintosh, 2001; Siau et al., 2001; Tsalgatidou & Pitoura, 2001) 4. (Dissemination)
(Siau et al., 2001; Tsalgatidou & Pitoura, 2001)
5. / (Track/location) (GPS global positioning system)
(Clarke, 2001; Tsalgatidou & Pitoura, 2001)
6. (Convenience)
(Clarke, 2001; Keen & Mackintosh, 2001)
Forrester Research(1999) (provide timely information)
(enabled simple transactions) (location relevant) JP Morgan(2000)
4C (convenience) (customization) (cost
effectiveness) (cast-iron security)
B2C(business to consumer) B2B (business to business) B2E(business to employee) (Kalakota & Robinson, 2001; Kannan et al., 2001; Siau et al., 2001; Siau & Shen, 2003)
1. B2C (Müller-Veerse,
1999;Clarke, 2001; Kalakota & Robinson, 2001; Siau et al., 2001; Swartz, 2001; Varshney & Vetter, 2002) (Müller-Veerse, 1999; Kalakota & Robinson, 2001; Siau et al., 2001; Swartz, 2001; Varshney & Vetter, 2002) (Müller-Veerse, 1999;Clarke,
(Müller-Veerse, 1999;Clarke, 2001; Siau et al., 2001; Swartz, 2001) / (Müller-Veerse, 1999;Clarke, 2001; Swartz, 2001; Varshney & Vetter, 2002) (Müller-Veerse, 1999; Siau et al., 2001)
2. B2B
B2B
(Varshney & Vetter, 2002)
( 2001)
3. B2E
(Müller-Veerse, 1999 Kannan et al,
2001) (m-learning)
( 2001)
( )
(IT information technology) (EC electronic commerce) E
Zmud Apple(1989) IT 1. 2. 3. 4. 5. IT 6. IT Wetherbe(1993) E Landuaer(1995) E 1. 2. 3. 4. 5. Tsalgatidou Pitoura(2001) (2001) (2001) (2003) (2003) M 1. ( ) 2.
3. M
M 4.
(Clarke 2001) (Keen & Mackintosh 2001 Clarke 2001 Anckar & D’incau
2002) (Middlemiss 2002) (Siau & Shen 2003)
(Carlsson & Walden 2002) (Siau & Shen 2003) (Siau & Shen 2003)
(Robbins, 1990) Szilagyi(1988)
Lebas(1995)
(Van de Ven and Ferry, 1980) Galbraith Schedel(1983) Delaney Huselid(1996) Quinn Rohrbaugh(1983) ( ) ( ) ( ) Kast Rosenzweig(1985)
(effectiveness) (efficiency) (participant
satisfaction) Dyer Reeve(1995)
Venkatraman
Ramanujam(1986) (financial performance)
(operational performance) (organizational effectiveness) Vickery(1991)
Kaplan Norton(1992) (balanced scorecard)
(object) (measures)
Madu (1996) Power(2004) B2B Poon Lau(2006) B2C 1 H1
Subramani Walden(2001) (CARs, cumulative abnormal returns to shareholders)
( CARs) B2C CARs B2B
Lai Wong(2005) (GEM, growth enterprise market)1 103
(B2B B2C) B2B B2C Jih (2002) B2C B2B (2004) ( B2C B2B ) ( ) B2C B2B (2006) B2E B2C B2B B2C B2B 2 H2 Power(2004) B2B B2B Power(2005) B2B (2001) 3 1 1999 11 25 NASDAQ
H3 ( 1) 1 1 2 3 50 ( ) (2001) 25 Likert ( )
Kalakota Robinson (2001) Kannan (2001) Siau (2001)
Siau Shen(2003) B2B B2E B2C
( ) B2B B2E B2C Madu (1996) 8 Likert ( ) 7 ( ) 5 ( ) ( ) ( ) 100 5 100 3 500 ( )
(Duncan 1979 Ratneshwar & Stewart 1989 2000)
( ) 2004 10 2005 1 209 2 207 41.4% SPSS 10.0 for windows (factor analysis)
(canonical correlation analysis)
(multiple regression analysis)
(80.2%) 20-30 (47.8%) 30-40 (34.4%) ( ) (72.9%) (22.7%) 1-3 (24.6%) 1 3-5 ( 21.7%) (36.7%) (20.3%) 20 (41.5%) 1-100 (35.3%) 1 ( ) (33.3%) (76.4%) 10.6% 13.0% 10 ( ) (47.4%) 10-50 (22.2%) (33.3%) (27.1%) 20.3% 19.3% (63.3%) (50.2%) 27.1% 22.7% Kaiser(1958) (eigenvalue) 1.0 (factor loading) 0.5 0.3 0.5 Ccronbach’s α
Cronbach’s α ( ) 1 0.5 64.317% Cronbach’s α 0.6042~0.9186 Item to Total 0.4 (Nunnally, 1978) 1 1 ( ) (B2C) (B2B) 1 0.5 61.794% Cronbach’s α 0.8513~0.9274
Item to Total 0.5 (Nunnally, 1978)
2 2
( )
5.235 65.438%
Cronbach’s α 0.9242 Item to Total 0.5
1 Item to Total (%) Cronbach’s α 12 0.750 0.7398 4.784 28.141 0.9044 15 0.731 0.7154 9 0.692 0.7321 14 0.662 0.6398 13 0.656 0.7108 8 0.644 0.6458 5 0.617 0.6112 10 0.609 0.6560 11 0.604 0.6364 19 0.822 0.8183 4.350 25.585 0.9186 20 0.770 0.7856 18 0.765 0.7959 22 0.742 0.7438 21 0.717 0.7782 17 0.696 0.6909 2 0.815 0.4329 1.800 10.591 0.6042 3 0.754 0.4329
2 Item to Total (%) Cronbach’s α 7 0.799 0.7186 5.463 39.021 0.9274 8 0.764 0.7341 10 0.762 0.7722 9 0.762 0.7314 11 0.762 0.7463 5 0.731 0.7787 12 0.694 0.7356 13 0.692 0.6946 6 0.669 0.6968 2 0.809 0.7149 3.434 24.525 0.8418 4 0.777 0.6954 3 0.734 0.7239 1 0.722 0.5447 14 MIS 0.516 0.5470 (%) 63.546
3 Item to Total (%) Cronbach’s α 1 0.6730 5.235 65.438 0.9242 2 0.7167 3 0.7896 4 0.7079 5 0.7660 6 0.7816 7 0.7818 8 0.7315 (convergent validity) (discriminant validity) 0.3 50% ( ) 207 (3.43) (3.43) (3.42) (3.42) (3.41) 0.77~0.80 (3.29) (3.29) (3.30) (3.33) (3.34)
(3.34) 0.84~0.94 4 4 (3.38) (3.36) (3.34) 0.61~0.72 4 3.38 0.61 1 3.36 0.70 2 3.34 0.72 3 ( ) 207 (3.51) MIS (3.49) (3.49) (3.48) (3.41) (3.41) 0.84~0.92 5 5 (3.41) (3.30) 0.69~0.68 5 3.41 0.69 1 3.30 0.68 2
(Canonical correlation analysis)
(
) (
)
CR (CR2)
(redundancy index, RI) SMC(square multiple correlation)
( 6) Thornidike(1978) CR2 0.1 F RI 0.1 6 Thorndike(1978) (CR2=0.518 p<0.001 RI>0.1) 6 (CR) (CR2) F p-value (RI) 1 0.720 0.518* 29.898 0.000*** 43.966%* 35.776%* 2 0.067 0.004 0.456 0.634 *CR2>0.1 *p<0.05; ** p<0.01; ***p<0.001 *RI>0.1
Lambert Durand(1975) (canonical
loading) 0.3
7 0.3
H1
7
(Canonical Variate) (Canonical Cross-Loading) SMC (Square Multiple Correlation) ( ) 0.930* 86.49% 0.945* 89.30% 0.560* 31.36% ( ) 0.950* 90.25% 0.891* 79.39% *| |> 0.3 2
2 CR=0.518 p 0.05 51.8% 69.029% 84.830% 43.966% 43.966% 43.966% 51.8% 90.25% 79.39% 86.49% 89.30% 31.36% Power(2004) B2B Power(2004)
(Multiple regression analysis)
( )
8 8
(F=22.327 p=0.000) Adj-R2 0.238
8 β ( ) t ( ) 1.909 7.920 0.000 0.121 1.156 0.249 0.390 4.519 0.000*** 0.049 0.741 0.460 R=0.499, R2=0.249, Adj- R2=0.238, F=22.327, p-value=0.000*** *p<0.05; ** p<0.01; ***p<0.001 ( ) 9 9 (F=28.690 p=0.000) Adj-R2 0.213 21.3% H2 (2004) (2006) Subraman Walden(2001) B2C B2B B2C B2B Lai Wong(2005) B2C ( ) (53.6%) (46.4%) Lai Wong(2005) B2B
9 β ( ) t ( ) 1.916 8.813 0.000 0.408 4.984 0.000*** 0.045 0.531 0.596 R=0.469, R2=0.220, Adj- R2=0.213, F=28.690, p-value=0.000*** *p<0.05; ** p<0.01; ***p<0.001 10 10 H1 H2 H3 ( ) ( ) ( ) ( )
M M PDA M M ( ) 1. 2.
3. 4. 5. 1. 2. 3. ( ) ( NSC93-2416-H-390-008) 1. ARC 2001 2002 107~109 ARC 2. 1996 49~84 3. 2003 M ─ 4. 2000 -Meta 63~79 5. 2001 B2C B2B B2E eBusiness 15~23 6. 2004 251~268 7. 2006 1~24 8. 2001 2002
53~55 ARC 9. 2001 23~44 10. 2001 eBusiness 7~14 11. 2003 M
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