Abstract

Embracing the Electronic Commerce (EC), many firms have vigorously aligned their business strategies to leverage on the enormous market potential while at the same time enhancing business processes and redefining business governance. Yet, these firms’ performances to date have been mixed with little evidence that their technological investments had borne any dividends. This paper aims to examine this EC paradox by proposing a hypercube model that can be used to analyze firms’ EC strategies in relation to the variability of the virtual organization structure, the activity development and technology cycle, and the strategic orientation of key decision-makers towards the market.

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