Managing the transition from bricks-and-mortar to clicks-and-mortar: a business process perspective
Version of Record online: 9 AUG 2004
Copyright © 2004 John Wiley & Sons, Ltd.
Knowledge and Process Management
Volume 11, Issue 3, pages 199–209, July/September 2004
How to Cite
Barnes, D., Hinton, M. and Mieczkowska, S. (2004), Managing the transition from bricks-and-mortar to clicks-and-mortar: a business process perspective. Knowl. Process Mgmt., 11: 199–209. doi: 10.1002/kpm.205
- Issue online: 9 AUG 2004
- Version of Record online: 9 AUG 2004
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.