Abstract

With the rapid development of the electronic business industry and the widespread of information technology, the credit issue of e-business enterprises becomes more and more important. Traditional e-business credit evaluation focuses on the accumulation of transaction credit. However, the widespread phenomenon of credit brushing leads to the deviation of credit evaluation of ebusiness enterprises. To improve the effectiveness of the credit evaluation system, this study introduced resilience-related indicators which represent the dynamic capability and sustainability of enterprises into the credit evaluation system. According to the organizational resilience theory, we capture e-business enterprises’ credit from three dimensions: basic ability symbols, transaction process, and consumer feedback toward transaction outcomes. The potential influence of integrity grade, repeat purchase rate, return rate, and customer satisfaction were considered to mitigate the influence of deception on a credit evaluation. Combined with the analytic hierarchy process, this study constructed an adjusted credit evaluation model of e-business enterprises from the perspective of organizational resilience and tested the model with data from the Alibaba website. Fifteen considerable women's clothing e-business enterprises were selected for credit comparison. Results show that the top enterprise mainly had advantages over other enterprises in terms of the high repeat purchase rate, low return rate, and high consumer satisfaction. Theoretically, our study contributes to enriching the credit evaluation model of e-business enterprises and making an extension on the application of organizational resilience theory. In addition, these findings are helpful to optimize the effectiveness of credit evaluation of e-business enterprises, provide practical implications for e-business enterprises by identifying the key indicators to improve their credit in the uncertain trading environment, and reduce the transaction risk of ebusiness platforms.

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