Shaping UP for E-Commerce: Institutional Enablers of the Organizational Assimliation of Web Technologies

By Debabroto Chatterjee, Rajdeep Grewal, V. Sambamurthy. MIS Q., 2002

1,022 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/d4078e54f420796eef0978fab19a06e074111d54

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In Strategy and Management

Citations in the corpus

A bibliometric review of the innovation adoption literature (2018, background): “, 2002 [103] Top Management Support, strategic investment rationale, extent of coordination Web technologies Tornatzky and Klein, 1982 [20]; Rogers, 1983 [31]; Meyer and Goes, 1988 [95]; Cooper and Zmud, 1990 [96]; Fichman and Kemerer, 1999 [104] Chau and Tam, 1997 [105] Firms tend to focus more on ”
How the Use of Big Data Analytics Affects Value Creation in Supply Chain Management (2015, neutral): “Although the effects of competitive pressures on organizational IT adoption have been reported in extant studies [11, 76, 89, 90], with the exception of Liang et al.”
Internet/e-business technologies acceptance in Canada's SMEs: An exploratory investigation (2011, background): “2010); however, the study by Chatterjee et al. (2002) and Teo (2007) did not affirm this view.”
Value innovation, deliberate learning mechanisms and information from supply chain partners (2012, methodology): “We followed the guidelines developed by Chin (1998), Diamantopoulos and Winklhofer (2001), and Jarvis, Mackenzie, and Podsakoff (2003) to check the appropriateness of the formative mode.”
Social Movements as Catalysts for Corporate Social Innovation: Environmental Activism and the Adoption of Green Information Systems (2019, neutral): “The items measured perceptions of whether senior management articulated a vision, formulated a strategy, and actively established goals and standards for new practices (Chatterjee et al., 2002; Liang et al., 2007).”
Integrative framework for assessing firms' potential to undertake Green IT initiatives via virtualization - A theoretical perspective (2011, background): “In the same vain, prior studies have found that lack of managerial support for change management leads to unsuccessful organizational adaptations (Chatterjee et al., 2002; Roberts et al., 2003).”
Determinants of E-Business Use in U.S. Firms (2006, background): “1 Many of the studies summarized in the table investigated the use of within a-firm IS innovations: MRP, software, Web technology, knowledge platform, and EIS [6, 9, 18, 59, 60].”
Information Technology Payoff in E-Business Environments: An International Perspective on Value Creation of E-Business in the Financial Services Industry (2004, background): “We extend this theoretical argument to the e-business environment: e-business is enabled by technology development [39], requires organizational enablers and may entail necessary business and organization reconfiguration [7], and may shape (and be shaped by) the strategic environment [41].”
Digital transformation by SME entrepreneurs: A capability perspective (2018, background): “…(Besson & Rowe, 2012) go far beyond changes to internal business processes; they include drastic changes to business models (Berman, 2012), organizational strategy and culture (Cui & Pan, 2015; Zeng, Chen, & Huang, 2008), and business alliance building (Ash & Burn, 2003; Chatterjee et al., 2002).”
Toward a three-dimensional framework for omni-channel (2017, neutral): “…distribution centers, efficient and extensive logistics network, cross-channel integration, customer analytics, omni-channel visibility to customers, and product digitization (Chatterjee et al. , 2002; Grewal et al ., 2004; Levy et al. , 2005; Fathian et al. , 2008; Cortiñas et al. , 2010).”
Measuring the Performance of Information Systems: A Functional Scorecard (2005, methodology): “In addition to utilizing existing items to measure these constructs, the emergence of innovations that have come into use since most of the prior instruments were developed prompted the inclusion of new items to measure the IS function's performance in seven new areas: ERP [51], knowledge management”
Technology Acceptance Model 3 and a Research Agenda on Interventions (2008, background): “Prior research has suggested one of the most critical success factors for complex systems (e.g., enterprise systems) is management support and championship (Holland & Light, 1999; Purvis, Sambamurthy, & Zmud, 2001; Chatterjee, Grewal, & Sambamurthy, 2002; Liang et al., 2007).”
A Cross-Country Investigation of the Determinants of Scope of E-commerce Use: An Institutional Approach (2004, background): “Several recent studies have taken an institutional approach to e-commerce or EDI diffusion and assimilation (Chatterjee et al. 2002; Purvis et al. 2001; Teo et al. 2003).”
Migration to Open-Standard Interorganizational Systems: Network Effects, Switching Costs, and Path Dependency (2005, background): “Second, industry type is used to control for industryspecific differences that may affect open-standard IOS adoption, as manufacturing and service-oriented industries differ in their potential to transform value chain activities to an Internet platform (Chatterjee et al. 2002).”
Factors affecting e-commerce adoption among SMEs in Ghana (2016, background): “Institutional theory Organization Cognitive structures, Normative structures, Regulative structures Chatterjee et al. (2002) Structuration theory Organization Motivation, External structures, Internal structures Walsham (2002)”
Information Technology Governance in Information Technology Investment Decision Processes: The Impact of Investment Characteristics, External Environment, and Internal Context (2008, background): “Previous research indicates that top management significantly influences IT development (Armstrong and Sambamurthy 1999; Chatterjee et al. 2002; Jarvenpaa and Ives 1991) and IT professionals also influence IT investment processes (Weill and Olson 1989).”
Positioning the institutional perspective in information systems research (2009, background): “For instance, top management support and top management championship are presented as institutions exerting normative pressures on individuals in the organization (Purvis et al ., 2001; Chatterjee et al ., 2002; Lewis et al ., 2003).”