Microsoft Word Thesis V6 final 01Sept2008 doc ACHIEVING ORGANISATIONAL EFFECTIVENESS WITH B2E E BUSINESS MODEL Feeba Mootheril BSc Computer Science & Mathematics (Ryerson University, Canada) School of[.]
Overview
E-business offers organisations opportunities to create new ways of doing business, improve connectivity across the globe and achieve transparency of business processes
Implementing a well-aligned e-business strategy enables organizations to enhance the integration of their business processes, technology, and personnel, leading to improved operational efficiency (Yang, Yang & Wu, 2005) E-business offers significant benefits such as reduced operational costs, labor expenses, and time savings (Singh & Byrne, 2005) Key dimensions of e-business include B2B, B2C, and B2E; while B2B and B2C have been extensively studied and adopted, B2E remains relatively under-researched (Singh, 2005).
Background and rationale for research
Large organizations have widely adopted B2E e-business to streamline internal functions and manage employees effectively (Singh & Waddell, 2007) This B2E model enhances employee autonomy by providing access to manage personal and career information, fostering improved organizational relationships (Payton, 2003; Rao, 2005) Many companies worldwide have implemented B2E solutions, with 90% of large US firms utilizing Intranet-based systems and 64% of European companies adopting B2E e-business models, reflecting global trends (Stellin, 2001; Lesjak & Vehovar, 2005) In Australia, approximately 24% of organizations have integrated B2E modules, such as SAP’s employee self-service and e-workplace management (Hawking, Foster & Stein, 2004) Despite these advancements, there remains a lack of rigorous empirical research assessing the actual post-implementation benefits and values of B2E e-business, particularly within Australian organizations.
The B2E e-business model offers significant benefits such as cost reduction in labor and paper, decreased work duplication, enhanced time efficiency, better alignment between products and services, and increased employee empowerment (Rahim, Sugianto & Shameem, 2005; Singh, 2005) Research indicates that employee satisfaction with B2E systems leads to increased loyalty and organizational citizenship behavior, thereby improving employee relations (Huang, Jin & Yang, 2004; Mackie & Downing, 2004) Furthermore, studies focus on the role of intranets, portals, and ERP systems within the B2E framework to enhance organizational communication and operational efficiency (Boutaba, Guemhioui & Dini, 1997; Hawking, Foster & Stein, 2004; White).
B2E (Business-to-Employee) is a vital e-business model supported by advanced technologies, offering significant benefits such as increased employee satisfaction and improved organizational efficiency While the advantages and supporting technologies of the B2E model have been explored, there is a noticeable gap in detailed research examining its overall impact on organizational performance and structure.
Empirical research has primarily examined information-intensive organizations like universities (Rahim, Sugianto & Shameem, 2005; Singh & Waddell, 2007; Tojib, Sugianto & Rahim, 2005), highlighting their unique operational dynamics Additionally, studies have explored the technologies that support this model, providing insights into the tools and systems enabling effective information management (Ash, 2001; Hawking, Stein & Foster, 2004) Further research by Hawking, Foster, and Stein extends understanding of technological support in these organizations, emphasizing their critical role in facilitating knowledge exchange and operational efficiency.
Research by 2004 highlights a significant gap in detailed studies on the B2E (Business-to-Employee) model compared to other e-business models, leading to limited understanding of organization-employee relationships and the role of web technology in enhancing these connections While organizations can generate B2E-related benefits, such as increased employee productivity, it is crucial to evaluate how these benefits contribute to overall organizational performance This focus is especially relevant amid the evolving IT debate that emphasizes IT value over mere productivity gains (Das & Teng, 2000) Therefore, this study examines the impact of B2E e-business on organizational effectiveness across various industry sectors.
Research objectives
The objective of this research is to:
Investigate the impact of B2E e-business model in organisations and understand the organisational effectiveness achieved from this model.
Research questions
1 Explore the application of B2E e-business model in organisations:
How are the B2E components (such as technologies, business functions or services, and outcomes) enabling B2E model in Australian organisations?
2 Explore B2E outcomes leading to organisational effectiveness:
How does the value (outcomes) generated from B2E model impact organisational effectiveness?
Scope of the research
This research explores the B2E e-business model, addressing the limited existing literature on this topic It examines how the B2E model influences organizational effectiveness through a comparative analysis of three Australian-based companies As an exploratory study, it provides valuable insights into the implementation and impact of B2E e-business strategies across different organizational contexts.
Research methodology
This exploratory study employed an interpretive case study approach to examine B2E e-business within the Australian context The research aims to determine whether implementing B2E strategies leads to enhanced organisational effectiveness According to Cavana, Delahaye, and Sekaran, understanding the impact of B2E on business performance is essential for optimizing e-business initiatives in Australia.
Exploratory studies are essential for understanding phenomena, as highlighted by 2001 In the context of the B2E e-business model, employees serve as a critical resource that influences organizational effectiveness This research employs resource-based theory to examine how B2E initiatives enhance internal capabilities and utilizes the competing values theory to understand external improvements The study is conducted through three qualitative case studies, providing comprehensive insights into the strategic impact of B2E e-business on organizational success.
Outline of thesis
This thesis is structured as follows: Chapter 2 provides a comprehensive review of literature on the B2E e-business model, highlighting key concepts and trends It also introduces a research framework grounded in resource-based theory and competing values theory, illustrating their relevance to B2E strategies The chapter connects these theories to B2E outcomes, forming the foundation for this study's research framework.
Chapter 3 describes the research methodology discussing the approach, methods and analysis strategy used in this research
Chapter 4 describes each case study corresponding to the issues in the research framework
Chapter 5 is an analysis of the three case studies
Chapter 6 is a discussion of the findings, their implications, conclusion and issues for further research.
Introduction
B2E e-business, also known as intra-business, encompasses all internal organizational activities involving the exchange of goods, services, or information among various units and individuals within a company (Turban et al., 2006b) It primarily focuses on online business processes, online people management, and providing online services to the workplace community (Hansen & Deimler, 2001; Singh, 2005) These activities aim to enhance internal efficiency, streamline communication, and support employee management through digital solutions.
Business-to-Employee (B2E) is primarily defined from technical, managerial, and business perspectives Technically, B2E involves transferring corporate information resources to web-based platforms like intranets and browser technologies to enhance internal communication The B2E e-business model leverages intranet resources to promote employee networking and facilitate e-business activities, including sharing ERP data and business processes through web-based technologies From a managerial standpoint, B2E is viewed as a form of electronic organizational management (e-management) that optimizes internal operations and employee engagement through digital solutions.
2005) It allows management of departmental units, people and facilitates transfer and sharing of data and knowledge within the organisation (Chandra, Kumar & Smirnov
The B2E (Business-to-Employee) e-business model focuses on internal activities, offering managerial and technical solutions that enhance business operations between organizations and their employees Implementing B2E can lead to significant cost reductions and increased revenue, making it a valuable strategic approach for companies Similar to other e-business models, B2E helps organizations lower operating expenses and promotes better knowledge sharing among employees, ultimately improving overall efficiency and productivity.
Business-to-Employee (B2E) e-business model
B2E e-business involves the electronic delivery of a wide range of services, information, and products to employees, facilitating various organizational activities through online platforms Key functions include providing collaborative tools, benefit systems, organizational documents, instruction materials, and staff training, all accessible via the internet The model also encompasses online human resource management, covering tasks such as managing pay details and personal information, while ensuring confidentiality, personalization, and security Ultimately, B2E systems electronically streamline organizational functions related to employee benefits, HR management, communication, and teamwork, leveraging online technology to enhance efficiency and security.
The B2E e-business model offers significant benefits to organizations, including reduced costs, improved efficiency through the integration of employee groups, time and paper savings from traditional information dissemination, and enhanced transparency across departmental policies and procedures (Ash & Burn, 2002) It enables organizations to achieve faster gains with minimal risk, highlighting its strategic value (Hawking, Foster & Stein, 2004) Overall, the B2E model encompasses three key aspects: technological, managerial, and business, which collectively contribute to its effectiveness and impact.
To deepen the understanding of the B2E e-business model, this review thoroughly examines the technologies and applications integrated into B2E systems within organizations It also explores B2E application services that support various organizational functions and processes, highlighting how these solutions enhance operational efficiency Additionally, the analysis discusses the key benefits and efficiencies gained through the implementation of B2E strategies, demonstrating their value for modern businesses seeking digital transformation.
B2E Technologies and applications
Key technologies supporting B2E e-business include Intranets, employee portals, and enterprise resource planning (ERP) modules Intranets facilitate internal communication and information sharing within organizations, enhancing operational efficiency (Hopkins & Makham 2003; Singh 2005; Stenmark 2003) Employee portals serve as centralized platforms for employee engagement, information access, and collaboration, improving workforce productivity and communication (Benbya, Passiante & Belbaly 2004; Rahim, Sugianto & Shameem 2005; Tojib, Sugianto & Rahim 2005) Additionally, ERP modules integrate core business processes, enabling organizations to streamline operations and achieve real-time data management (Hawking, Foster & Stein 2004; Rao) These technologies collectively underpin effective B2E e-business strategies and digital transformation efforts.
An intranet is the essential technological infrastructure required to deliver Business-to-Employee (B2E) applications and services within an organization It is a private network accessible exclusively to targeted users inside a company's firewall, ensuring secure internal communication and data sharing According to experts like Hopkins & Makham (2003) and Boutaba, Guemhioui & Dini (1997), intranets play a critical role in enhancing internal business processes by providing a controlled environment for internal applications.
A network connects a set of affiliated computers and devices using Internet protocols like Transmission Control Protocol/Internet Protocol (TCP/IP) and Hypertext Transfer Protocol (HTTP) These protocols enable the functionality of various technologies such as the World Wide Web, newsgroups, and email, facilitating seamless communication and data sharing across interconnected systems.
Intranet functions typically encompass multiple business processes, providing rich contextual access across distributed organizational environments, as described by Newell, Scarbrough & Swan (2001) Meanwhile, White (2000) highlights that Intranet content and functions vary significantly between organizations Common applications of Intranets include web-based discussion forums (Ruppel & Harrington, 2001), online surveys (Curry & Stancich, 2000), company documents (Hawking, Foster & Stein, 2004; Singh, 2005), policy manuals (Lai, 2001), employee directories, and organizational charts (Singh, 2005) Additionally, organizations utilize Intranets to deliver diverse services such as online bookstores, departmental product listings, discounts, and travel deals (Huang, Jin & Yang, 2004) These employee benefit services, accessible remotely, help reduce workplace distractions and enhance employee convenience.
Business-to-Employee (B2E) leverages browser technologies like Intranet and Internet to host company information online, transforming organizational data into web-based applications that support increasingly complex transactions (Hawking, Foster & Stein, 2004) This shift enables organizations to manage their information resources more efficiently through digital platforms Additionally, Ash & Burn (2002) view the B2E model as utilizing Intranet resources to promote information sharing and enhance employee networking, thereby facilitating e-business growth within the organization.
In such milieu, White (2000) highlights trends in Intranet implementations to include:
• Understanding of the technology maintenance requirements and allocation of resources or employees to fulfil this organisational need;
• Issues in regards to content management, eg: pull-push effect in fulfilling requisites for content adding to internal web pages;
• Technology flexibility for its upgrading readiness;
• Data and information incompatibility with browser technologies;
• Data and system integration across unit level and global level; and
• With the rise of newer applications to support and manage employee benefits, projects and collaborations
Intranet is a vital technology supporting B2E functions by facilitating workflow, intra-organizational communication, knowledge management, document and data management, and distributed processing, leading to enhanced information sharing and cost-effective operations It empowers employees and streamlines organizational processes, making it a key medium for delivering various business functions However, organizations often integrate Intranets with other technologies to provide comprehensive employee services and organizational management solutions.
Organizations are increasingly adopting portal technology to enhance B2E services, facilitating improved communication, interaction, and access to internal information for employees According to Singh (2005), intranets integrated with portals play a crucial role in delivering effective B2E communication, while White (2000) describes corporate portals as the ‘next generation Intranet technology’ that enables organizations to offer electronic services seamlessly to employees.
Portals serve as centralized gateways providing access to a wide range of information and services, facilitating efficient navigation of the digital landscape (Benbya, Passiante & Belbaly, 2004; Singh, 2005; Chiou & Shen, 2006) They enable users to access news, exchange information, and streamline web navigation, playing a crucial role in achieving e-business efficiencies (Chiou & Shen, 2006) By integrating organizational applications and technologies, portals unify business processes and are often regarded as intelligent or corporate business systems due to their complexity (Benbya, Passiante & Belbaly, 2004; Ferguson, 2000) Various types of portals exist, including medical, library, science, hospitality e-learning, and corporate portals; however, this study primarily focuses on portals related to Business-to-Employee (B2E) e-business.
The services incorporated into B2E e-business related portals include collaboration (Rahim, Sugianto & Shameem 2005; Weekes & Beagrie 2002), communication (Lissak
Recent research highlights the importance of business intelligence applications and shared knowledge bases in enhancing organizational efficiency (White 2000; Benbya, Passiante & Belbaly 2004; Malhotra 2000; Stenmark 2003; Trethewey & Corman 2001) Additionally, electronic access to policies and organizational directories facilitates seamless information retrieval (Singh 2005), while online employee training programs and internal news delivery systems improve communication and skill development within companies (Baldwin-Evans 2006; Kotorov & Hsu 2001) These digital tools are essential for fostering a more agile and informed workforce in modern business environments.
Rahim, Sugianto & Shameem (2005) view B2E portal as internal process modifier which can act as a centralised communication channel for staff information and messages
B2E portals serve as customized, personalized digital hubs that dynamically integrate news, resources, applications, and e-commerce features They function as essential desktop destinations within organizations and are the primary platforms used by employees to perform their work efficiently (Ransdell, E as cited in Tojib, Sugianto & Rahim, 2005, p 711).
Different scholars interpret B2E portals in various ways, emphasizing their distinct functionalities White (2000) describes corporate portals as tools that facilitate collaboration, business intelligence, and enterprise resource planning (ERP), also referring to them as Enterprise Information Portals (EIP) Baldwin-Evans (2006) highlights that portals support organizational learning by providing centralized resources for employees across departments such as HR, finance, and operations Kotorov and Hsu (2001) compare enterprise portals to a 'newsstand' that delivers tailored industry news and financial reports relevant to employees' roles, and liken portal management to running a newspaper where employees act as information collectors, processors, and presenters.
Corporate portals in relation to employees according to White (2000) are:
• communication via email, communication of information and knowledge, and remote communications between employees enabling mobility;
• collaboration and virtual management of projects and allowing sharing of expertise among internal staff for external business operations;
• customisation of internal website for incorporating timely updates;
• content that addresses departmental issues made available through one medium; and
• support information richness and search speed for relevant information
Kotorov and Hsu (2001) highlight that B2E portal technologies utilize artificial agents to efficiently search and filter organization-specific information They emphasize that delivering this targeted information through enterprise portals is crucial for organizations Consequently, access to vital enterprise portal data plays a significant role in enhancing organizational decision-making and overall efficiency.
Portals are essential technologies in Business-to-Employee (B2E) systems, as they integrate with intranets to provide employees with seamless access to essential services and information In addition to portals, enterprise resource planning (ERP) systems play a crucial role in B2E by streamlining organizational processes Together, these technologies enhance internal communication, improve efficiency, and support organizational productivity within businesses.
2.3.3 B2E via enterprise resource planning (ERP)
Enterprise Resource Planning (ERP) is an integrated technology that consolidates various organizational functions to enhance efficiency and coordination Leading vendors like Oracle, SAP, and Siebel now offer ERP systems with modules supporting core business areas such as manufacturing, supply chain management, financials, customer relationship management (CRM), human resources, warehouse management, and decision support systems (DSS) These comprehensive ERP solutions enable organizations to streamline operations, improve data visibility, and drive informed decision-making across departments.
Hawking, Foster, and Stein (2004) indicate that companies are gradually adopting ERP components to implement B2E e-business models for their employees This shift reflects a growing trend towards integrating enterprise resource planning systems to enhance internal business processes and employee engagement, as also supported by Clemmons and Simon (2001), and Shang and Seddon.
B2E related Business Functions or Process and Online Services
Current research on the B2E e-business model emphasizes its impact on various business processes and online services driven by B2E technologies and applications Key areas include information dissemination and management, web collaboration, online learning, performance management, workforce analytics, and employee benefits management (Boutaba, Guemhioui & Dini 1997; Kotorov & Hsu 2001; Singh 2005; Ruppel & Harrington 2001; Baldwin-Evans 2006; Rao 2005; Kalakota & Robinson 2004; Huang, Jin) These studies highlight how B2E solutions enhance organizational efficiency and employee engagement through innovative digital tools.
& Yang 2004; Kalakota & Robinson 2004), knowledge management (Singh 2005; Weekes & Beagrie 2002), and employee self-service (Clemmons & Simon 2001; Hawking, Stein & Foster 2004; Rahim 2006; Shang & Seddon 2000)
Effective B2E information management involves handling real-time data and ensuring the timely dissemination of internal content services (Singh, 2005) Intranets play a crucial role in organizational information dissemination by fostering innovative employee interactions, reducing manual time-consuming tasks, and spreading information efficiently across the company (Boutaba, Guemhioui & Dini, 1997) These capabilities position Intranets as vital enterprise resources that strengthen internal infrastructure and support business growth (Becker & Gerhart, 1996; Boutaba, Guemhioui).
Enterprise portal technology, as highlighted by Kotorov and Hsu (2001), enhances organizational value by facilitating the mobility of internal information and knowledge Additionally, integrating personalized employee pages within corporate portals, as noted by White (2000), improves internal information management and delivers electronic news services, thereby boosting communication and operational efficiency within the organization.
Web-collaboration allows employees to work in teams with web-enabled collaborative tools and process It deals with a common view of information to all employees (Singh
2005) Ruppel & Harrington (2001) advocate that discussion groups, workflow and document management are collaborative applications supported by the Intranet, that facilitates interdepartmental collaborations
Baldwin-Evans (2006) emphasizes that online learning portals are essential for fostering continuous employee development and are a cost-effective, flexible supplement to traditional classroom training through B2E e-learning applications on the Intranet These platforms are recognized as vital components of organizational learning and development strategies Similarly, Turban et al (2006b) highlight that e-learning not only facilitates employee training but also helps organizations retain skilled talent From a knowledge-sharing perspective, Ruppel & Harrington (2001) point out that Intranet-based learning adds value and provides competitive advantages by developing tacit knowledge, which is crucial for building organizational intellectual capital and enhancing shared employee knowledge Investing in Intranet initiatives thus boosts organizational effectiveness and employee learning capabilities.
Intranet technology plays a vital role in organizational knowledge management by enabling the capture and sharing of employee expertise (Ruppel & Harrington, 2001) It facilitates both tacit and explicit knowledge sharing, which are essential for fostering a collaborative work environment (Weekes & Beagrie, 2002) Ruppel and Harrington (2001) highlight that intranets serve as powerful tools to empower employees and support their professional development Conversely, limited knowledge sharing through intranet systems can negatively impact employee growth and empowerment, potentially leading to organizational losses in competitive advantage and innovation.
The B2E e-business model enables effective performance management, helping employees align their efforts with organizational goals and improve work performance (Rao, 2005) Online HR applications within the B2E framework facilitate workforce analytics, allowing organizations to monitor and analyze workforce trends with a focus on employee performance (Kalakota & Robinson, 2004) Workforce analytics provide valuable insights into organizational trends by evaluating employee performance, supporting data-driven decision-making.
Employee incentives and benefits are efficiently managed through intranet application services that offer a range of perks such as online bookstores, departmental store products, discounted coupons, and travel opportunities (Huang, Jin & Yang, 2004) According to Huang, Jin & Yang (2004), addressing diverse employee interests in a single organization can be time-consuming; however, business-to-employee (B2E) solutions streamline this process by consolidating various benefits and delivering them through a centralized intranet platform.
Employee self-service is an internet-based solution that provides employees with a browser interface for relevant HR data and transactions (Hawking, Foster & Stein
Employee HR management benefits from real-time data access, allowing staff to update personal details, apply for leave, view pay and benefits, and access internal job vacancies, training, and travel information (Rahim, Sugianto & Shameem, 2005; Singh, 2005) These functions support dispersed workforces across different geographic locations, ensuring efficient HR operations HR functions are often facilitated via Intranet or Employee Self-Service (ESS) systems, enabling employees to access and update their personal data conveniently (Ash & Burn, 2002) Additionally, Business-to-Employee (B2E) platforms streamline HR administrative and business processes through ESS, empowering employees and enhancing data integrity (Hawking, Foster & Stein, 2004; Tojib, Sugianto & Rahim, 2005) Overall, implementing ESS and B2E solutions improves operational efficiency and employee empowerment within organizations.
Implementing B2E strategies enhances organizational performance by adding value to employee benefits According to Huang, Jin, and Yang (2004), B2E improves work performance by saving employees time spent searching for work-related procurement materials Additionally, employee perception of organizational support for their well-being fosters increased commitment, which can further boost company performance (Bharadwaj, 2000) Overall, B2E contributes to better organizational outcomes and sustainable value creation.
The previous discussion highlights how organizations and their employees benefit from the B2E e-business model, demonstrating its positive impact on efficiency and engagement This article will now explore the key outcomes and advantages of adopting this e-business approach, showcasing its overall effectiveness and value for businesses.
Outcomes of B2E model and related organisational functions
Anecdotal evidence suggests that the B2E e-business model significantly benefits organizations by streamlining various business processes and functions Numerous studies, including those by Boutaba, Guemhioui, and Dini (1997), Lai (2001), and Ruppel and Harrington, highlight the key advantages of B2E technology implementations, such as improved efficiency, enhanced communication, and increased operational effectiveness Implementing B2E strategies enables companies to optimize internal workflows, leading to greater productivity and competitive advantage in the digital landscape.
Better information access: White (2000) advocates that corporate portals are capable of
Total information management is essential for organizational success, as highlighted by Weekes & Beagrie (2002) and Kotorov & Hsu (2001) They emphasize that facilitating information and knowledge sharing enhances organizational knowledge transfer and drives the creation of new knowledge The B2E (business-to-employee) e-business model supports these goals by providing employees with better access to critical information, thereby improving overall organizational efficiency and innovation.
E-learning applications significantly enhance employee professional development by offering flexible, 24/7 access to training resources, enabling real-time learning experiences These platforms foster a continuous learning culture, integrating education seamlessly into employees' work routines and promoting ongoing growth within the organization.
Research by Huang, Jin, and Yang (2004), along with Baldwin-Evans (2006), highlights that B2E (Business-to-Employee) initiatives help organizations retain their workforce and foster employee loyalty through professional development benefits These initiatives not only benefit organizations by enhancing retention but also positively impact employees' engagement and satisfaction.
Employee empowerment: According to McDowall (2002), organisations addressing the
In the B2E (Business-to-Employee) niche, companies focus on providing innovative services that enhance employee engagement and productivity This approach helps build a strong, motivated workforce that ultimately benefits the organization Additionally, employees gain empowerment through improved access to organizational procedures and increased knowledge availability, enabling them to perform their daily tasks more effectively (Hawking, Foster & Stein, 2004).
Effective collaboration through shared work tools and information fosters employee networking and encourages the exchange of innovative ideas (McDowall, 2002) This approach not only stimulates creativity but also enhances teamwork across different business units, leading to improved overall organizational performance.
Thus it is evident that B2E model benefits employees with better access to work and organisation related information, enhanced learning opportunities, empowerment, teamwork and collaboration
Process efficiency in organizations is greatly enhanced through data integrity, as highlighted by McDowall (2002), who emphasizes that B2E benefits enable organizations to improve service delivery via measurable testing and employee feedback Studies by Hawking, Foster & Stein (2004) and Tojib, Sugianto & Rahim (2005) further support that allowing employees to update their own information enhances data accuracy, leading to reduced processing efforts and costs in payroll, online leave management, and training approvals This streamlined approach, described by Hawking et al (2004) as “simplifying HR processes,” results in significant efficiencies across administrative tasks, payroll transactions, and recruitment activities Additionally, the B2E model offers cost savings through improved information dissemination and reduced HR administrative expenses, while also expanding sales channels to include business partner employees, providing them with discounts that attract professional customers, thereby supporting organizational growth and revenue expansion.
(2002) explains further, that B2E systems can make use of the individual employee contribution to the organisation leading to over all enhancements in organisational productivity
Implementing intranet solutions enhances employee morale and commitment by facilitating seamless and transparent communication within organizations, which increases employee participation in decision-making processes (Ruppel & Harrington, 2001) Recognizing employee appreciation is crucial for maximizing the benefits of the B2E model, as it fosters a supportive environment that encourages citizenship behavior and strengthens organizational loyalty (Ash & Burn, 2002; Huang, Jin & Yang, 2004) Furthermore, organizations that effectively manage employee benefits and learning opportunities—such as access to expert resources—experience greater employee retention and commitment while addressing diverse organizational needs (Baldwin-Evans, 2006) The B2E e-business model thus plays a vital role in enhancing company-employee relations by improving organizational service levels and meeting individual employee needs (Hawking, Foster & Stein).
Organisational performance: Ruppel & Harrington (2001) posit that many of the
Intranet applications are benefiting organisational performance because they create a developmental work culture enabling employee motivation and organisational awareness which provides room for teamwork in an organisation Baldwin-Evans
According to 2006, online training offers a cost-effective method to develop a wide range of employee skills B2E technology, such as the Intranet, helps organizations become more cost-efficient and empowering by transforming work practices It also improves organizational learning and information processing, leading to enhanced productivity and skill development (Boutaba, Guemhioui & Dini, 1997).
Employee Support Services (ESS) provide real-time access to employee data, enabling updates to personal information, leave applications, and pay details, thereby enhancing efficiency Studies by Hawking, Stein & Foster (2004), Rahim, Sugianto & Shameem (2005), and Singh (2005) highlight how employees can manage work-related training and travel through online platforms, improving convenience Tojib, Sugianto & Rahim (2005) emphasize that Business-to-Employee (B2E) systems offer accurate and timely information, which increases trust and effectiveness Overall, integrating ESS and B2E systems reduces processing time, decreases organizational bureaucracy, and boosts employee productivity and morale, contributing to a more efficient workplace.
Implementing the B2E (Business-to-Employee) model enables organizations to enhance efficiency across business functions and processes It leads to significant cost savings, boosts employee teamwork and productivity, and fosters higher morale and commitment among staff Consequently, these improvements contribute to overall enhanced organizational performance.
Based on the literature review, Business-to-Employee (B2E) models rely on specific technologies that transform organizational processes These technological implementations drive favorable outcomes, enhancing efficiency and employee engagement As illustrated in Figure 1, B2E solutions demonstrate significant positive impacts on organizations by leveraging innovative digital tools and strategies.
Figure 1: Preliminary framework developed from literature survey
• Workforce analytics or performance management
The B2E outcomes noted in the earlier presented literature are based on B2E related technologies and corresponding functions collectively
The implementation of the B2E e-business model, similar to other emerging technologies, encounters numerous challenges and barriers Key issues highlighted in the literature include evaluating B2E success through metrics like Return on Investment (ROI) and addressing security concerns Additionally, effective management of intranet content remains a critical factor in ensuring successful B2E adoption (Lai, 2001; Ruppel & Harrington).
White (2000) highlights the lack of proper measurement techniques for enterprise information portal (EIP) implementations, emphasizing the need for more effective assessment methods Meanwhile, Boutaba, Guemhioui, and Dini (1997) discuss several technical challenges associated with Intranet management, particularly from a networking perspective.
(1997), Curry & Stancich (2000), and Ruppel & Harrington (2001) highlight the need for important management elements required for Intranet management They include management of content, security and organisational policies and procedures
McDowall (2002) highlights three major issues with B2E systems: confidentiality, changes in employees' personal environment, and security and innovation concerns Employees often fear their confidentiality may be compromised, especially regarding their feelings about the organization and their personal competencies, such as insights gained from web analytics applications Additionally, there is a prevalent concern that B2E systems could threaten job security by potentially exposing sensitive information Similarly, Kotorov and Hsu (2001) point out that the availability of private employee information through enterprise portals can lead to significant information security challenges.
Differences and similarities with other e-business models
Important e-business models include Business-to-Business (B2B) and Business-to-Customer (B2C), in addition to Business-to-Employee (B2E) In B2B and B2C models, online transactions are seamlessly coordinated with business partners and customers using internet-enabled IS applications and systems These models are essential for efficient digital commerce, enabling organizations to streamline operations and enhance customer engagement.
Business-to-Business (B2B) e-business models facilitate the buying and selling of goods between businesses, suppliers, and vendors, enhancing operational efficiency Internet EDI and e-procurement applications streamline processes, leading to reduced paperwork, lower clerical costs, improved inventory management, and shorter order cycle times Additionally, B2B e-commerce boosts market performance by enabling organizations to collaborate more effectively and transact a larger share of their business through EDI linkages.
B2B transactions primarily occur via extranets and the Internet, facilitating seamless communication between organizations Connections through EDI and private networks enable effective collaboration, forming part of integrated or extended supply chains Electronic hubs, or e-markets, are established to streamline procurement transactions among various business partners, offering significant advantages Participation in e-markets enhances organizational awareness, improves decision-making, and strengthens communication channels Additionally, numerous studies emphasize that utilizing electronic trading platforms leads to substantial cost reductions in transactions and operational processes, promoting overall business efficiency.
B2B e-business offers significant benefits, including cost savings from reduced paper transactions, shorter order cycle times, and decreased inventory levels It also enables faster transmission of purchase order information and creates improved opportunities for suppliers and buyers Additionally, implementing B2B e-commerce streamlines processes, enhances inventory management, and boosts overall productivity As a result, B2B e-business creates substantial value for organizations across various aspects of business-to-business transactions and exchanges.
The B2C e-business model enables companies to reach end customers through online storefronts, with Amazon.com as a prime example Customers can search, compare, and complete payment transactions seamlessly online (Turban et al 2006a) Cost-effective web-based storefronts, supported by real-time communication, enhance user engagement and operational efficiency (Riggins 1999) B2C e-business offers significant benefits to organizations, including reduced costs and faster service delivery Leading B2C models like service providers (AOL) and transaction sites (Amazon) leverage interactivity to meet customer needs effectively (Bughin and Zeisser 2001) For instance, the Wall Street Journal website provides real-time updates on stock quotes, mutual funds, and interest rates (Riggins 1999) Additionally, organizations' ability to satisfy and retain customers reflects their organizational environment and success in e-business adoption (Papathanassiou, Arkoumani & Kardaras 2003) Embracing the B2C model allows companies to expand their reach, deliver services online, and sell retail goods directly to consumers across broader geographic areas, driving growth and customer satisfaction.
The B2E e-business model, like B2B and B2C models, creates value for the organization, but it uniquely uses a private intranet to deliver services These applications are exclusively accessible to targeted users—employees within the organization—ensuring secure and internal management Its distinct implementation approach emphasizes internal efficiency, setting it apart from other e-business models by focusing on internal organizational management through private network technology.
Development of B2E research framework
Anecdotal evidence indicates that the B2E (Business-to-Employee) e-business model has a significant impact on organizations, comparable to B2B and B2C models Implementing B2E technologies influences internal organizational management by transforming processes, while also affecting external entities like customers Understanding these impacts requires examining how B2E solutions enhance internal efficiencies and improve employee engagement, ultimately leading to better service delivery and stronger customer relationships.
Technologies such as Intranet, portals, and ERP systems enable Business-to-Employee (B2E) in organizations by enhancing essential functions like information dissemination, knowledge management, and human resources These technologies foster transparency by facilitating knowledge transfer across tasks and business units and encouraging collaboration among organizational levels, which links employees more closely with business objectives Real-time access to business information empowers employees to navigate complex and evolving environments effectively Additionally, organizational-specific knowledge provides a holistic view of the company, its partners, customers, and various units Overall, B2E leverages transparency, real-time information sharing, and improved communication—similar to other e-business models—to strengthen internal organizational efficiency and engagement.
While existing literature emphasizes the positive impacts of the B2E (Business-to-Employee) model within organizations, there has been no formal evaluation of its effectiveness in leveraging employees as a vital resource or in driving organizational improvements The lack of research, particularly regarding organizational effectiveness, underscores the need to investigate whether the B2E e-business model genuinely enhances organizational performance Therefore, it is crucial to establish a solid theoretical foundation to rigorously assess the effectiveness achieved through this framework.
Theoretical understanding of the research framework
This study explores business, technical, and management theories to understand the effectiveness of the B2E (Business-to-Employee) model It reviews the Resource-Based View (RBV) and the Competing Values Framework to analyze how organizational resources and cultural dynamics contribute to B2E success By applying these theories, the research provides insights into the factors driving organizational effectiveness within the B2E framework.
Resource-based theory emphasizes the importance of leveraging organizational resources for competitive advantage through resource optimization (Kotzab, Skjoldager & Vinum, 2003) Bharadwaj (2000) highlights that information technology is a crucial organizational resource directly linked to improved performance Optimizing technology resources, such as intranet, can be highly effective for organizations, especially considering intranet’s role as the primary web technology for Business-to-Employee (B2E) initiatives As a key digital resource, intranet and related portals enhance internal communication and operational efficiency, driving competitive advantage.
ERP also influence B2E e-business, it is only feasible to view B2E technologies as resource
According to Barney (1991) firm resources in RBV are
Organizational resources, including assets, capabilities, processes, firm attributes, information, and knowledge, are essential for enabling a company to develop and implement effective strategies that enhance efficiency and long-term performance This perspective emphasizes the importance of internal characteristics (scope) in driving corporate success, as highlighted by Barney and supported by McGuinness & Morgan (2000) By examining these internal resources through this theory, businesses can better understand how to leverage their strengths for sustainable competitive advantage.
(1991) the resources are classified into:
(1) Physical capital resources: technology, equipment, locations, and raw material access;
(2) Human capital resources: training, experience, judgement, intelligence, relationships insights of managers and non-managerial workers; and
(3) Organisational capital resources: management structure, planning, control, and coordination within organisational environment
Viewing B2E technology as an organizational resource highlights its impact on assets, capabilities, processes, information, and knowledge within an organization According to the Resource-Based View (RBV), technologies, processes, and services of B2E are valuable resources that enable the creation of organizational value and competitive advantage As Barney (1991) suggests, resources must facilitate value creation to contribute to B2E outcomes, ultimately leading to enhanced organizational performance Therefore, the RBV framework explains how B2E e-business can generate sustainable competitive advantages for organizations.
The value derived from resources serves as an indicator of organizational performance and enables internal analysis by identifying the optimal resource boundary to realize its full potential (Das & Teng, 2000) This characteristic aligns the Resource-Based View (RBV) with principles of organizational effectiveness, facilitating the evaluation of B2E-generated values.
RBV maximizes value of organisation through ‘pooling and utilizing valuable resources’ to create competitive advantage
The Resource-Based View (RBV) primarily emphasizes a firm's internal characteristics and the value it creates (McGuinness & Morgan, 2000; Das & Teng, 2000) Its main objective is to achieve sustained competitiveness and competitive advantages, ultimately contributing to long-term corporate performance (McGuinness & Morgan, 2000).
This study addresses a largely unexplored area—the B2E e-business model—which currently lacks performance measurement and evaluation frameworks Literature indicates that organizations employing B2E utilize diverse technologies and applications, but there are no universal guidelines for optimizing these resources This gap hampers the application of Resource-Based View (RBV) theory for understanding organizational effectiveness within the B2E context Therefore, this research avoids using RBV as a direct basis for measuring effectiveness; instead, RBV is utilized to identify key organizational parameters to be assessed within the study’s framework.
2.8.1 Competing Values Framework - Organisational Effectiveness and its constructs
The Competing Values Framework (CVF), developed by Quinn & Rohrbaugh (1983), offers insights into organisational effectiveness (OE), which is widely conceptualised as a measure of an organisation’s worthiness in utilizing society’s resources (Campbell 1977; Federman 2006) Scholars like Hannan & Freeman (1977) describe OE as the very nature of an organisation, while Federman (2006) emphasizes its broader role in assessing an organisation's ability to evaluate resources and achieve its objectives This perspective positions OE as a key performance indicator that reflects an organisation’s capacity to meet societal and internal goals effectively.
The organization’s actions are shaped by the complex environment in which it operates, requiring it to reconceive its strategies by balancing four primary competing values: focus, structure, outcomes, and orientation Implementing the Competing Values Framework (CVF) is essential for effectively assessing B2E components within the research framework, as it offers a better analytical approach than the Resource-Based View (RBV) According to Goodman and Pennings (1977), these four competing values serve as key determinants of organizational effectiveness, influenced by internal and external constituency actors who prioritize different outcomes and values.
This study analyzes organizational effectiveness (OE) to evaluate the success of the B2E e-business model, emphasizing that OE is primarily assessed through four key value criteria and their indicators Quinn & Cameron (1983) identify these criteria—organisational goal setting and achievement, resource output acquisition, response to external demands, and improved organizational processes and performance—as essential for measuring effectiveness The Competing Values Framework (CVF) considers organizations as integrated systems comprising internal and external components within a closed environment, where internal aspects focus on regulating operations and fostering competitiveness Overall, these frameworks highlight that organizational effectiveness is achieved through balancing internal efficiency and external responsiveness, crucial for the success of B2E e-business strategies.
In 2001, the study utilized the Competing Values Framework (CVF) to evaluate organizational effectiveness, highlighting that organizational results are shaped by factors such as internal activities, conflicts, and overall organizational dynamics.
‘resistance to change’ But despite of these factors, Redshaw (2001) suggests that effectiveness can be better evaluated if the components or entities are broken down into
According to Redshaw (2001), identifying key business processes or functions that drive organizational improvement allows success indicators, as defined by managers, to be aligned with specific business objectives Redshaw’s concept of “workable fields” emphasizes focusing on internal areas such as increasing resourcefulness and enhancing internal processes, as well as external goals like achieving organizational objectives and satisfying clients This approach helps organizations effectively target improvement efforts and measure success in both internal efficiencies and customer satisfaction.
To assess organizational effectiveness internally, comparing past performance with current results or benchmarking against other organizations reveals valuable insights When these comparisons show increased expertise, greater employee flexibility, enhanced productivity, and expanded market reach, it indicates successful resource utilization and achievement of desired outputs (Redshaw, 2001) Additionally, internal effectiveness is reflected in improved processes driven by hard data, such as reduced labor turnover, increased motivation, and stronger teamwork, all of which contribute to better organizational functioning and overall efficiency.
In internal organizational components, the focus is on developing human capital through training, teamwork, and fostering commitment to the organization, alongside managing information effectively and maintaining stability over internal processes (Quinn & Rohrbaugh, 1983) An orderly work environment with proper coordination and transparent information flow enhances participants' sense of continuity and security, which are key indicators of effectiveness According to Redshaw (2001), organizational effectiveness is achieved when internal processes experience minimal strain, with success often assessed subjectively through employee reflections and opinions Critical internal effectiveness criteria include availability of information, organizational stability, a cohesive workforce, and a skilled workforce (Robbins & Barnwell, 1998).
An external perspective on the Competing Values Framework (CVF) emphasizes that organizations are open systems, continuously adapting to changing environments to promote growth and sustainability According to Quinn and Rohrbaugh (1983), organizations act as dynamic systems that evolve by responding effectively to external shifts This external component highlights the importance of flexibility and responsiveness in organizational development, ensuring long-term success in a competitive landscape.
Adapted research framework – B2E value and organisational effectiveness 30
In the B2E (Business-to-Employee) context, online learning is an effective and cost-efficient method for employee training, as highlighted by Baldwin-Evans (2006) This approach facilitates easy delivery of training programs through the B2E model, minimizing training costs Additional cost savings are achieved when organizations utilize the Intranet to provide information, significantly reducing expenses related to printing, photocopying, and distribution (Singh, 2005) Moreover, storing and updating information on digital platforms requires minimal effort and incurs low costs, further enhancing the efficiency of B2E-based learning initiatives.
Employee Self-Service (ESS) applications enable employees to access personalized corporate information tailored to their needs, enhancing overall information management (Benbya, Passiante & Belbaly, 2004) These systems empower employees by granting them the freedom to manage their personal and career-related information independently, fostering greater engagement and autonomy (Payton, 2003).
An integrated environment for accessing and managing online resources enhances organizational stability and internal control (Rahim, Sugianto & Shameem, 2005) It supports employee-centric processes and provides a flexible support system, improving employee satisfaction (Kalakota & Robinson, 2004; Singh, 2005) Time saved from efficient information retrieval allows employees to focus on higher-value activities, boosting productivity (Farhoomand & Lovelock, 2001; Singh, 2005) Knowledge management initiatives lead to improved, high-quality information delivery within the organization and foster a shared organizational knowledge base accessible to all employees (Trethewey & Corman, 2001; Stenmark, 2003) Additionally, cultivating an electronic work culture encourages creativity and enhances employees’ knowledge of the enterprise, thereby fostering expertise and innovation (Paust, 2005).
Timely and accurate information delivery is essential for improving organizational strategic decisions and work-related forecasts (Tojib, Sugianto & Rahim, 2005) Information management applications facilitate real-time data handling and swift dissemination of internal content, enabling employees to make informed decisions with up-to-date information and respond effectively to demands, thus creating organizational flexibility (Singh, 2005) B2E applications enhance internal electronic communication, foster intra-organizational interactions, and unify departments, promoting collaboration and teamwork while reducing hierarchical barriers (Tojib, Sugianto & Rahim, 2005; BCG, 2002; Bland, 2004; Singh, 2005) As Stellin (2001) notes, internal operations are transformed by allowing employees to manage job benefits, order supplies, attend training, and track projects Additionally, B2E solutions streamline time-consuming processes like administrative paperwork, online grant approvals, travel reimbursements, and generating online payslips, leading to increased efficiency (Singh, 2005; Rahim, Sugianto & Shameem, 2005).
In 2005, researchers highlighted how B2E applications can streamline business processes within university environments, enhancing operational efficiency Additionally, Lissak and Bailey (2002) envision that such efficiency can be further improved through streamlined workflows and cross-functional integration, leading to more effective organizational performance.
Business-to-Employee (B2E) strategies can significantly impact organizational effectiveness and drive improvements within a company This research considers B2E as a paradigm encompassing intranet and portal technologies, along with managerial practices that deliver electronic services to employees These factors collectively contribute to enhancing organizational performance The study's focus is illustrated in the research framework (Figure 3), which highlights the key B2E components that influence organizational effectiveness.
Proposition: B2E generated values for organisational improvements are related to the indicators of organisational effectiveness
Figure 3: Adapted B2E research framework including OE
Summary
This research framework was developed based on a comprehensive literature review, centered around the key question: "How do B2E benefits lead to organizational effectiveness?" It examined B2E technologies, impacted business processes, and the outcomes of this model, providing foundational insights into its core mechanics Additionally, the framework integrated insights from RBV and CVF theories through inductive reasoning to identify key indicators of organizational effectiveness, enhancing the understanding of how B2E initiatives contribute to overall performance.
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• Workforce analytics or performance management
The following chapter 3 entails the methods undertaken to explore B2E e-business model and understand the outcomes and organisational effectiveness achieved from this model.
Introduction
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Methodology
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The qualitative approach, exemplified by case studies (Miles & Huberman, 1994; Yin, 1997), is distinguished from quantitative methods by its focus on in-depth understanding of phenomena within specific contexts These qualities of case study research support its suitability for exploring complex issues in B2E e-business, where a rigorous understanding of concepts remains underdeveloped Consequently, a detailed examination of overall phenomena is essential to advance knowledge in this emerging field.
This research primarily employs case study methodology to develop theories and identify the B2E e-business model, aligning with Eisenhardt's (1989) approach to building theories from empirical data The inductive process integrates insights from an extensive literature review, as outlined in Chapter 2, page 28, and depicted in the B2E research framework (Figure 3) This comprehensive approach ensures a robust understanding of B2E e-business strategies, contributing valuable insights for researchers and practitioners in the field.
‘focus and better grounding of construct measures’ The process begins with defining priori constructs
Priori constructs help researchers avoid being overwhelmed by large volumes of data and provide a clear framework for systematically collecting specific types of information (Eisenhardt, 1989) In this study, the research objectives serve as the basis for defining priori constructs, focusing on relating B2E outcomes to effectiveness criteria and exploring B2E usage—including technology, applications, and business processes within large organizations.
Eisenhardt (1989) highlights that an a priori focus ensures accurate measurement and makes research empirically grounded, enhancing its validity Similarly, Miles and Huberman (1994) emphasize the importance of specifying constructs a priori during the early stages of case study research to improve clarity and rigor Both scholars agree that establishing clear, predefined parameters at the outset is essential for robust and reliable research outcomes.
Research in information systems (IS) employs diverse research paradigms, typically combining qualitative and quantitative methods (Kaplan & Duchon, 1988) This study adopts a qualitative approach within the interpretive paradigm to thoroughly explore the Business-to-Employee (B2E) e-business model.
Interpretive research is a phenomenological paradigm that perceives the facts of occurrence while emphasizing the subjective meaning of social phenomena (Hussey & Hussey, 1997) This qualitative approach enables researchers to explore full complexity as situations emerge naturally (Kaplan & Maxwell, 1994), allowing for the identification of emerging patterns within B2E e-business in organizations Klein & Myers (1999) highlight that interpretive methods in IS research facilitate understanding of the context and the dynamic influence of information systems Consequently, the interpretive approach is employed in this study to gain insights into the effectiveness of B2E outcomes, aligning with the initial research constructs.
This research employs an interpretive approach to evaluate the second priori construct for the verification of the developed research framework, aiming to predict the generalizability of findings in theory building from case studies (Eisenhardt, 1989) By focusing on understanding technologies, applications, and business processes that support the B2E model in large organizations, the case study method is used to generate valuable insights This approach facilitates a deeper comprehension of complex organizational phenomena and enhances the validity of the research findings within the context of large-scale business environments.
Methods taken for case selection and data collection are presented in detail in the following section.
Methods
With the case study approach, Eisenhardt (1989) emphasises that case selection
To ensure external validity and the ability to extend or replicate theory, activity should focus on a specified population and be grounded in a theoretical framework, filling relevant conceptual categories (P.533) To assess the organizational effectiveness of B2E e-business, a qualitative case study approach was adopted, as it allows for an in-depth investigation of a contemporary phenomenon within its real-life context, especially when boundaries between the phenomenon and its environment are unclear (Yin, 2003, p.13).
Case study research was selected to examine organizational effectiveness in B2E, as it is ideal for exploring phenomena with limited prior knowledge (Eisenhardt, 1989) This approach is well-suited for descriptive, illustrative, experimental, explanatory, and exploratory studies (Hussey & Hussey, 1997; Yin, 2003) Given the current study's exploratory nature, it addresses a knowledge gap within the topic area, making the case study methodology particularly appropriate.
The selection of cases is based on ‘conceptual grounds,’ aligning with the underlying theory, with non-knowledge intensive organizations chosen through a criterion sampling strategy focused on organizations that have implemented the B2E model and are large in size According to Miles & Huberman (1994), criterion sampling effectively ensures the quality of findings Additionally, a knowledge-intensive organization was included as a ‘confirming and disconfirming case’ to elaborate initial analysis, identify exceptions, and reveal variations from non-knowledge intensive organizations Moreover, multiple case sampling enhances confidence in findings, and emergent theory developed from these cases can be generalized predictably, facilitating the transfer of insights from one case to another (Miles & Huberman, 1994).
When deciding between a single case or multiple cases in a study, research suggests that multiple case analysis provides more robust and comprehensive insights Yin (2003) emphasizes that conclusions drawn from two or more cases are generally stronger than those from a single case, similar to conducting multiple experiments Robson (1993) highlights that analyzing a small number of related cases can lead to detailed, intensive understanding of key effectiveness factors in B2E outcomes Consequently, a multiple case study approach enhances the validity of findings, which is why this study investigated three organizations to explore the B2E e-business model comprehensively.
In this study, a multiple case study approach was employed, acknowledging that there is no fixed scientific method to determine the ideal number of cases, as sample representativeness cannot be the sole goal (Yin, 1994) The research focuses on large organizations across various Australian industry sectors, with three firms selected for cross-industry comparison based on operational considerations A large organization is defined as having 100 or more employees, aligning with ABS standards (1998), and was chosen because existing literature indicates that many B2E (business-to-employee) initiatives are implemented in large firms Additionally, large organizations, due to their organizational complexity, provide a genuine and diverse population for studying B2E adoption, and three cases are deemed sufficient for the research objectives.
This study examines three diverse organizations representing different industry sectors: a knowledge-intensive educational institute with approximately 3,500 employees, a Victorian local government council comprising around 680 staff members, and a large insurance service provider with about 16,000 employees.
The sampling strategies used in this research are ‘explicit sampling frame’ since it is exclusively guided by research questions and conceptual framework (Miles & Huberman 1994) such that:
• Setting: is an organisation setting;
• Sub setting: education organisation, local government organisation and insurance organisation;
• Sampling parameters of ‘social phenomena’ propagating to: technology, business functions and generated outcomes
This study employed sampling parameters based on implicit modelling and relevant theoretical frameworks to ensure logical coherence in data analysis Implicit modelling helps uncover underlying parameters that enhance understanding of complex data structures According to Miles & Huberman (1994), extensive sampling within and across cases strengthens the validation of general constructs and their relationships, providing a solid foundation for credible qualitative research.
Data collection is essential for triangulation and strengthening research findings According to Eisenhardt (1989), using multiple methods of triangulation enhances the validation of research hypotheses and constructs, supported by Myers (1997) and Yin (1994) This study employs diverse evidence sources, including documentation such as Intranet snapshots, interviews with 13 participants, and direct observations through Intranet walkthroughs Incorporating multiple participants helps capture various perspectives and identify patterns or themes within different organizational contexts, thereby enriching the depth and reliability of the research data.
Initial data collection involved gathering documentation and snapshots of intranets, portals, and ERP employee modules through key informants from each organization This approach helped establish a comprehensive background of B2E applications and assessed the organization’s suitability as a research participant.
This research involved conducting semi-structured interviews with 13 participants from three different organizations to gather in-depth insights on B2E (Business-to-Employee) implementation The interview protocol, developed based on a comprehensive literature review, included open-ended questions and specific probes to elicit detailed and complex responses Interviews, which averaged 45 minutes and were mostly tape-recorded, aimed to capture rich qualitative data, providing a thorough understanding of the topic.
Multiple participants were involved in interview data collection; this is because it provides coexisting views of evidence while fostering divergent perspectives and strengthens grounding (Eisenhardt 1989)
The study employed a snowball sampling strategy for selecting interview participants, as described by Miles and Huberman (1994), who define this approach as identifying cases through referrals from knowledgeable contacts The initial interviewee was chosen based on the assumption that individuals from the technical department familiar with Intranet, organization portals, and ESS applications would serve as key informants Emails were sent to technology experts or managers to establish initial contact, which then led to additional participants within each organization, successfully implementing the snowball method Typically, four to six respondents from each organization were interviewed, with this strategy supporting inductive research and theory development.
The study involved interviews with employees across various organizational levels, including managerial and non-managerial staff While CEOs from senior management were expected to be interviewed to gain insights on key business themes, this was not possible for Cases 2 and 3 due to constraints, though a COO from Case 1 participated Middle management, such as managers from IT, operations, HR, and finance, as well as non-managerial employees, were also interviewed, with participant roles varying based on availability and role requirements All participants possessed some influence over aspects of B2E, including technology integration, business process changes, and strategic initiatives, ensuring comprehensive perspectives Equal representation of managerial and non-managerial employees was maintained to prevent response bias and capture diverse opinions Extensive interviews across different organizational levels were crucial for uncovering underlying phenomena, aligning with Yin's (2003) emphasis on multi-level data collection to enhance understanding.
The research initially planned to develop three semi-structured interview protocols for each case to gather data from three organizations However, after the first case study, it was more effective to adopt a generic semi-structured interview protocol to capture comprehensive perceptions from all participants The questions were selected from a pool of generic items within the protocol, tailored to participants' organizational backgrounds According to Eisenhardt (1989), this flexibility facilitates overlapping data collection and analysis, enabling researchers to start analyzing data earlier and adapt their approach as needed.
The final data collection method involved direct observation through Intranet walkthroughs conducted by each participant, enabling detailed probing and clarification of any unclear aspects identified in documents and interviews This approach ensured data was gathered through direct observation and physical artifacts, enhancing the reliability and validity of the findings through effective triangulation.
The overall data collection process was conducted using an iterative approach, as illustrated in Figure 4 The collected data was systematically organized and documented to develop comprehensive case studies Throughout this process, a chain of evidence was maintained by applying various analysis techniques, ensuring data integrity and reliability.
Data Analysis
Data analysis was conducted as an iterative and interpretive process, involving the creation, testing, and modification of analytic categories during data collection from interviews (Symon & Cassell, 1998) The initial data analysis overlapped with data collection, allowing for the emergence of themes and case-specific insights (Eisenhardt, 1989) Robust research outcomes depend on thorough analytic induction, which involves reviewing and discussing data extracts that both support and challenge the researcher’s arguments, facilitating theory development (Johnson, 1998) This approach is particularly effective when analyzing data from multiple cases, as in this study, enabling the identification of unique features and emergent themes critical to understanding complex phenomena.
Direct observations or Artefact evaluation (intranet walkthrough)
Creating and verifying analytic categories
Data analysis was accomplished in three stages:
In Stage 1 of the research, extensive raw interview data were systematically processed through familiarization and thematic coding techniques based on Miles and Huberman’s (1994) framework This involved immersing in each interview to identify key themes such as patterns in B2E applications, including grouping similar functions, pre-implementation instances, and process integration The identified themes encompassed technology implementation, access privileges, process transformation, and post-implementation benefits and issues Coding facilitated the development of detailed case studies and helped reduce the data to a structured, manageable form, ensuring valid and focused insights Additionally, Eisenhardt (1989) emphasizes that within-case analysis enhances researcher familiarity with the data and supports early theory development, thereby strengthening the study’s overall validity.
In stage 2, a cross-case analysis was conducted by comparing and contrasting structured data proportions across individual cases, categorizing the data into themes (Chapter 5 – part 5.1) This approach provided multiple perspectives on the same data, allowing one case to be validated through similar evidence from other cases in comparable contexts (Yin, 2004) Additionally, Eisenhardt (1989) emphasizes that examining evidence from diverse angles and encouraging researchers to look beyond initial impressions enhances internal validity.
In Stage 3, the Phenomena-Context Matching Analysis Technique is employed to assess whether B2E outcomes effectively contribute to organizational effectiveness, as detailed in Chapter 5, Part 5.2 This method relies on comparing key organizational effectiveness criteria, based on Robbins and Barnwell’s (1998) definitions, with data derived from case studies By matching emerging concepts to these established criteria, the technique verifies the alignment between research propositions and actual organizational outcomes, ensuring a comprehensive evaluation of effectiveness.
Have good communication channels to keep employees well informed
Ensuring PCE stability is essential for maintaining a sense of order and long-term continuity, allowing operations to run smoothly and efficiently A cohesive workforce, fostered through mutual trust and respect, enables employees to collaborate effectively, enhancing overall productivity Additionally, a skilled workforce, equipped with adequate training, ensures employees perform their tasks efficiently and to a high standard, supporting the organization's sustained success.
OFM Flexibility Able to adapt to changing external conditions and demands
Able to obtain external support when needed and expand size of workforce
The organisation can produce high output volume
OCM Planning Able to plan effectively setting goals that are clear and understood by all
Table 1: Eight criteria for organisational effectiveness (Robbins and Barnwell 1998)
Triangulation enhances the validity and reliability of research by interpreting phenomena from multiple dimensions (Halloway, 1997) This study employs data triangulation, which involves collecting data at different times or from diverse sources, including document analysis of B2E applications, processes, and intranet walkthroughs alongside interviews (Hussell & Hussell, 1997; Patton, 1989) Additionally, theory triangulation was achieved by comparing findings with relevant literature, as discussed in Chapter 6, Section 6.1, which helps increase internal validity and generalizability (Eisenhardt, 1989) Multiple data collection methods further strengthen the substantiation of research constructs, thereby validating the proposed framework through comprehensive triangulation.
Summary
This chapter outlines the research methodology, including the core principles and philosophical foundations guiding the study It details the case selection process and data collection methods employed to ensure comprehensive analysis The chapter also describes the three analysis stages: within-case analysis in Chapter 4, cross-case analysis and phenomena-context matching in Chapter 5, and theoretical triangulation in Chapter 6 for implications and conclusions.