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Article: Market orientation, ownership type, and E-business assimilation: Evidence from chinese firms

TitleMarket orientation, ownership type, and E-business assimilation: Evidence from chinese firms
Authors
KeywordsCompetitor orientation
Customer orientation
E-Business assimilation
International trade
Market orientation
Ownership type
Issue Date2010
PublisherBlackwell Publishing, Inc. The Journal's web site is located at http://www.blackwellpublishing.com/journals/DECI
Citation
Decision Sciences, 2010, v. 41 n. 1, p. 115-145 How to Cite?
AbstractWhile more and more firms have implemented e-business in business operations, a better understanding of the factors that successfully drive the assimilation of e-business will provide insights for firm executives and practitioners to develop effective strategies for e-business. Different from previous studies that focus on individual-level factors related to business executives and top management teams, this study examines how firm-level strategic and cultural factors shape e-business assimilation. Based on the strategy and marketing literature on market orientation and firm ownership, we developed a research model to describe how a firm's market orientation impacts e-business assimilation. The model also describes the moderating effect of firm ownership type on the relationship between market orientation and e-business assimilation. Based on data from 301 Chinese international trade firms, we found that two dimensions of market orientation (i.e., customer orientation, competitor orientation) had significant effects on e-business assimilation. However, the third dimension, interfunctional coordination, was only partially significant. In addition, ownership type was a significant moderator of the effects of customer orientation and competitor orientation on e-business assimilation, although ownership type was not a moderator of interfunctional coordination. Being one of the first studies of the impact of market orientation and firm ownership type on e-business assimilation, we conclude with a discussion of the implications for future research and practice. © 2010, The Author Journal compilation © 2010, Decision Sciences Institute.
Persistent Identifierhttp://hdl.handle.net/10722/85923
ISSN
2015 Impact Factor: 1.418
2015 SCImago Journal Rankings: 1.586
ISI Accession Number ID
References

 

DC FieldValueLanguage
dc.contributor.authorLi, Den_HK
dc.contributor.authorChau, PYKen_HK
dc.contributor.authorLai, Fen_HK
dc.date.accessioned2010-09-06T09:10:48Z-
dc.date.available2010-09-06T09:10:48Z-
dc.date.issued2010en_HK
dc.identifier.citationDecision Sciences, 2010, v. 41 n. 1, p. 115-145en_HK
dc.identifier.issn0011-7315en_HK
dc.identifier.urihttp://hdl.handle.net/10722/85923-
dc.description.abstractWhile more and more firms have implemented e-business in business operations, a better understanding of the factors that successfully drive the assimilation of e-business will provide insights for firm executives and practitioners to develop effective strategies for e-business. Different from previous studies that focus on individual-level factors related to business executives and top management teams, this study examines how firm-level strategic and cultural factors shape e-business assimilation. Based on the strategy and marketing literature on market orientation and firm ownership, we developed a research model to describe how a firm's market orientation impacts e-business assimilation. The model also describes the moderating effect of firm ownership type on the relationship between market orientation and e-business assimilation. Based on data from 301 Chinese international trade firms, we found that two dimensions of market orientation (i.e., customer orientation, competitor orientation) had significant effects on e-business assimilation. However, the third dimension, interfunctional coordination, was only partially significant. In addition, ownership type was a significant moderator of the effects of customer orientation and competitor orientation on e-business assimilation, although ownership type was not a moderator of interfunctional coordination. Being one of the first studies of the impact of market orientation and firm ownership type on e-business assimilation, we conclude with a discussion of the implications for future research and practice. © 2010, The Author Journal compilation © 2010, Decision Sciences Institute.en_HK
dc.languageengen_HK
dc.publisherBlackwell Publishing, Inc. The Journal's web site is located at http://www.blackwellpublishing.com/journals/DECIen_HK
dc.relation.ispartofDecision Sciencesen_HK
dc.subjectCompetitor orientationen_HK
dc.subjectCustomer orientationen_HK
dc.subjectE-Business assimilationen_HK
dc.subjectInternational tradeen_HK
dc.subjectMarket orientationen_HK
dc.subjectOwnership typeen_HK
dc.titleMarket orientation, ownership type, and E-business assimilation: Evidence from chinese firmsen_HK
dc.typeArticleen_HK
dc.identifier.openurlhttp://library.hku.hk:4550/resserv?sid=HKU:IR&issn=0011-7315&volume=&spage=&epage=&date=2009&atitle=Market+orientation,+ownership+type+and+e-business+assimilation:+Evidence+from+Chinese+firmsen_HK
dc.identifier.emailChau, PYK: pykchau@hkucc.hku.hken_HK
dc.identifier.authorityChau, PYK=rp01052en_HK
dc.description.naturelink_to_subscribed_fulltext-
dc.identifier.doi10.1111/j.1540-5915.2009.00261.xen_HK
dc.identifier.scopuseid_2-s2.0-77950194506en_HK
dc.identifier.hkuros158005en_HK
dc.relation.referenceshttp://www.scopus.com/mlt/select.url?eid=2-s2.0-77950194506&selection=ref&src=s&origin=recordpageen_HK
dc.identifier.volume41en_HK
dc.identifier.issue1en_HK
dc.identifier.spage115en_HK
dc.identifier.epage145en_HK
dc.identifier.eissn1540-5915-
dc.identifier.isiWOS:000274904700005-
dc.publisher.placeUnited Statesen_HK
dc.identifier.scopusauthoridLi, D=13805539900en_HK
dc.identifier.scopusauthoridChau, PYK=7102267201en_HK
dc.identifier.scopusauthoridLai, F=9279789500en_HK
dc.identifier.citeulike6719978-

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