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An E-Commerce Process Model: Perspectives from E-Commerce Entrepreneurs

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  • David Paper

    (Utah State University, USA)

  • Eric Pedersen

    (Dixie State College, USA)

  • Keith Mulbery

    (Utah Valley State College, USA)

Abstract

The failure of dot-coms is a staggering 75% in the first two years. Many of these failures were small and medium-sized enterprises (SMEs). One of the most commonly cited reasons for failure has been lack of a workable strategic business model to guide e-commerce (electronic commerce) efforts. We began this study because we wanted to explore if successful e-commerce SMEs use a guiding strategic process model, and if they do, ask them to articulate the model components. We chose a qualitative research method to obtain a rich description of the e-commerce process. The interview pool consisted of 15 interviews with established SME e-commerce entrepreneurs. From deep analysis of the data, a set of e-commerce process components and interrelationships between those components emerged from the data. We then synthesized (from the rich description) a model of the e-commerce process.

Suggested Citation

  • David Paper & Eric Pedersen & Keith Mulbery, 2003. "An E-Commerce Process Model: Perspectives from E-Commerce Entrepreneurs," Journal of Electronic Commerce in Organizations (JECO), IGI Global, vol. 1(3), pages 28-47, July.
    • Handle: RePEc:igg:jeco00:v:1:y:2003:i:3:p:28-47
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    Cited by:

    1. Doern, Rachel R. & Fey, Carl F., 2006. "E-commerce developments and strategies for value creation: The case of Russia," Journal of World Business, Elsevier, vol. 41(4), pages 315-327, December.

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