Barnes, David; Hinton, Matthew and Mieczkowska, Suzanne
Managing the transition from bricks-and-mortar to clicks-and-mortar: a business perspective.
Knowledge and Process Management, 11(3) pp. 199–209.
This paper reports from case study-based research that investigates the impact of the transition from bricks-and-mortar to clicks-and-mortar businesses on the management of core internal business processes. It has two main aims: firstly, to identify the business models for the processes of order fulfilment and delivery used in clicks-and-mortar e-businesses, and any organizational and environmental factors affecting these processes; secondly, to identify the main factors involved in the adoption and use of Internet-based ICTs for e-commerce in clicks-and-mortar e-businesses, and any organizational and environmental factors affecting adoption and use. Results from eight UK-based companies that have been changing from traditional bricks-and-mortar companies to clicks-and-mortar e-businesses are reported. Five main conclusions are drawn from a cross-case analysis: (1) increased integration in e-commerce business processes is inhibited by both technological and business barriers; (2) organizations display various and often confused motives for adopting e-commerce; (3) barriers to the increased adoption of e-commerce are not just technological, but also sociological and economic; (4) the adoption of e-commerce challenges existing supply network relationships; (5) the adoption of e-commerce is tending to automate rather than redesign existing business processes. A three-pronged approach to future research work in this under-researched area is recommended. This encompasses undertaking longitudinal case study research to track e-commerce developments over time, extending the range of cases to include other industry sectors (such as not for profits), and undertaking survey research across a large number of organizations, using quantitative methods, to test the generalizability of the findings from this research. Copyright © 2004 John Wiley & Sons, Ltd.
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