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Comer, & Raj Mehta
An Investigation into the Antecedents of Organizational Participation in Business-toBusiness Electronic Markets
Business-to-business electronic markets have a profound influence on the manner in which organizational buyers and sellers interact. As a result, it is important to develop an understanding of the behaviors of firms that participate in these markets. The authors develop a typology for the nature of organizational participation to explain the behaviors of user firms in business-to-business electronic markets. The proposed model hypothesizes that the nature of participation depends on organizational motivation and ability. The authors conceptualize motivational factors in terms of efficiency and legitimacy motivations and theorize that ability results from the influence of organizational learning and information technology capabilities. They test the model using organizational-level survey data from jewelry traders that conduct business in an electronic market. The results indicate that both motivation and ability are important in determining the nature of participation; however, the level of influence of motivation and ability varies with the nature of participation.
lectronic commerce is a growing reality and provides viable alternatives to traditional forms of commerce. The major impact of electronic commerce is expected to occur in the business-to-business sector, which is estimated to be approximately six times larger than the business-to-consumer electronic commerce sector, and to reach $1.3 trillion by 2003 (BusinessWeek 2000). Moreover, many large firms recently have announced their ventures into the realm of business-to-business electronic commerce using Internet protocols (communication standards). For example, the recent alliance between the big three auto manufacturers (General Motors, DaimlerChrysler, and Ford) to establish Covisint (an electronic market for automotive parts suppliers), the launch of RetailLink by Wal-Mart, and the Transfer Process Network by General Electric all fall in this category. In addition, in fragmented industries, a host of thirdparty–operated electronic markets are emerging; more than 750 were in existence at the beginning of the year 2000 (The
Rajdeep Grewal is Assistant Professor of Marketing, Smeal College of Business, Pennsylvania State University. James M. Comer is Professor of Marketing, and Raj Mehta is Associate Professor of Marketing, University of Cincinnati. The authors thank F. Robert Dwyer, Jean Johnson, Christine Moorman, Suprateek Sarker, N.S. Umanath, and B.J. Zirger for their helpful comments. The article also benefited from the feedback of the three anonymous JM reviewers.The authors greatly appreciate financial support from the Faculty Research Fund, College of Business Administration, University of Cincinnati; the Direct Marketing Policy Center, Department of Marketing, University of Cincinnati; and Department of Marketing, College of Business and Economics, Washington State University.
Economist 2000).1 Examples include e-STEEL for the steel industry, IMX for home mortgage, and PaperExchange for the paper industry. The economic significance of electronic markets makes it imperative to study them. Our research takes important steps in this direction by studying participant organization behavior in a third-party electronic market. Despite the interest in third-party electronic markets of practitioners (BusinessWeek 1998) and academicians (Kaplan and Sawhney 2000), concerted efforts to understand these markets have been lacking. Previous research emphasizes the effect of new technologies on organizational processes (Glazer 1991; Heide and Weiss 1995) but does not discuss the influences of electronic markets, and the extant case-based research focusing on electronic markets limits itself to the characteristics of the market maker, the firm that manages and administers the market (e.g., Bakos and Brynjolfsson 1993; Hess and Kemerer 1994). The success of electronic markets, however, depends not only on the characteristics of the market maker but also on the value the market provides for the participant organizations. These participant organizations derive value by interacting with other participant organizations in the market. Market makers build such positive network externalities by making it attractive for participant organizations to (1) initially adopt the
1The term “third party” is used to describe electronic markets operated by an intermediary that is neither a buyer nor a seller in the market. Cases of markets operated by buyers or sellers exist (e.g., Sabre, initially sponsored by American Airlines), and these markets are referred to as “biased” markets (Malone, Yates, and Benjamin 1994).
Journal of Marketing Vol. 65 (July 2001), 17–33
Antecedents of Organizational Participation / 17
the legitimacy motive. We rely on the motivation–ability framework (Merton 1957) to develop our conceptual model and make four important contributions. The electronic market we study (Polygon) is an exchange. and a dynamic price-making mechanism (such as the bid-andask system) facilitates transactions between the firms (Kaplan and Sawhney 2000). Usually an electronic market is sponsored or maintained by a market maker. The primary purpose of this research is to investigate the factors that influence the nature of organizational participation in electronic markets. including consumer (Hoffman and Novak 1996. or exchanges. If a firm is a passive observer. and Bronnenberg 1997). The business models for market makers tend to vary with the functions they perform in addition to providing the marketspace (Kaplan and Sawhney 2000). Klein and Quelch 1997). and Sivadas 1996.2 Unlike EDI. such as providing credit.. SciQuest). Electronic Markets Time and again. although EDI helps firms achieve strategic objectives by facilitating operational management of buyer–seller relationships. electronic markets help buyers search for sellers and sellers search for buyers to engage in transactions. 18 / Journal of Marketing. Recent examples include the influence of integrated information and communication technology (Buzzell 1985). that is. (2) subsequently elect to stay on. The primary function of market makers is to gather buyers and sellers in a marketspace (Klein and Quelch 1997). PaperExchange). Hartzel.market. Third. and Little 1994. and logistics. Developing an understanding of the nature of organizational participation also would enable market makers to make their markets more attractive to participant organizations. July 2001 . and sometimes even may help in negotiations among potential business partners. In terms of facilitating buyer–seller interactions. together with the efficiency motive. and terms of the trade. in addition to the traditional efficiency motive. buyers and sellers come together in a marketspace and exchange information related to price. Kaufmann.g. and (3) be satisfied with the market. usually through a bid-and-ask system (e. for example. renders a comprehensive conceptualization of organizational motivations.g. Depending on the configurations of buyers and sellers and the price-making mechanism used.g. whether the adopting organizations actively participate in the market or are mere passive observers. The EDI systems were generally proprietary to the initiating firm 2A catalog aggregator negotiates with vendors to offer their products in an online catalog from which business consumers can buy goods of these multiple vendors for a fixed price set by the catalog aggregator (e. Market makers also may perform other supplementary functions. BizBuyer). we develop and find empirical support for a typology for the nature of organizational participation. which helps maintain existing interfirm relationships. and across the globe business-to-business electronic markets are the fastest growing electronic commerce phenomenon (BusinessWeek 1999). Internet-based business-to-business electronic markets represent an interorganizational information system that facilitates electronic interactions among multiple buyers and sellers (Bakos 1991. whereas in reverse auctions. our study tests the motivation–ability theory in the new context of electronic markets. As well as providing realism for the rational models of organizations. reverse auctions. auctions. and international (Mehta. Balasubramanian. Quelch and Klein 1996) marketing.. which is important because (1) electronic markets are becoming viable alternatives to traditional markets and hierarchies (Bakos 1998). 1997).g. and (3) little. Exchanges are two-sided marketplaces with multiple buyers and sellers that negotiate prices. In this string of technological advances. its presence in the electronic market is of no value to other firms in the market because it is unlikely to engage in business transactions with these other firms. In electronic markets. buyers post their needs for a product or service and suppliers bid competitively to fulfill that need (e. which also has resulted in improved marketing research models (Blattberg. we demarcate the two primary organizational motivations for adopting electronic markets. Testing a theory in diverse contexts helps gauge the strengths of the theory and aids in empirical generalizations (Bass 1995).. and Konsynski 1992). Building positive network externalities.. Nonproprietary EDI systems were often industry created and facilitated logistic and operational management of interfirm relationships (McGee and Konsynski 1989). First. We believe that the nature of firm participation is pivotal in developing an understanding of organizational behaviors in electronic markets. is known about the factors that influence the nature of organizational participation in electronic markets (Alba et al. we survey the literature in institutional theory (DiMaggio and Powell 1983) to develop the legitimacy motive. and we use the term “electronic markets” to refer to these exchanges. and Konsynski 1998). Glazer. product specifications. Curry 1993). the most recent phenomenon is the emergence of the Internet. Adauction). Grewal. electronic data interchange (EDI) helps firms build close relationships and facilitate logistics (Stern and Kaufmann 1985). if anything. These technologies have revolutionized retailing by the use of scanner data. (2) the commercial potential of electronic commerce is immense. Choudhury. depends on the nature of organizational participation. Internet technology has immense implications for various branches of marketing. we move beyond case-based research that typically has been used to study electronic markets and use organizational-level survey data to examine our research hypotheses. (Frazier 1983) and required significant investments on the part of both firms in a relationship (O’Callaghan. Second. multiple buyers bid competitively for products from an individual supplier (e. Peterson. such electronic markets have been referred to as catalog aggregators. In auctions. business (Kaplan and Sawhney 2000. warranties. Thus. however. At a basic level. electronic markets can be viewed as information technology (IT)–facilitated markets (Bakos 1998). Fourth. electronic markets are more strategic and assist firms to interact with other firms in a market setting (as opposed to a relational setting). technology has had major influences on marketing practice and scholarship.
retailers. organizations carry out virtually no business in the electronic market but continue to maintain a presence. the motivation and ability variables. Strategic considerations motivate organizations to build capabilities and preempt competition and thereby to serve customers better (Day and Wensley 1988. how they can reengineer. Polygon. In a hierarchical electronic market. Similar to experts. and Benjamin 1994). gain significance in the organizational decision to participate in electronic markets. Buzzell 1985). As the electronic market evolves. Several times during the research process. we use “organization” and “firm” to refer to a user firm that participates in an electronic market). Considering the prominent role of technology in modern society (Blattberg. the market maker). In our research. which we refer to as the legitimacy motive (DiMaggio and Powell 1983). Hartzel. We theorize that the nature of organizational participation in an electronic market depends on a firm’s motivation and ability (Figure 1). and whether it will be in their best interest to reengineer. the market maker is also a buyer or a seller.” Managers of participant firms also suggested that participants tend to have varying levels of activities in the electronic market. and marketing strategy (Boulding and Staelin 1995) emphasizes the criticality of both motivation and ability. We also study the influence of environmental dynamism that is inherent in electronic markets (Lee and Clark 1997). These firms also understand the causeand-effect relationships for their activities in the electronic market (i. Slater and Narver 1995). and Jaworski 1991). the expert firms regularly update their knowledge base about the market to remain current and thereby create episodic knowledge (Sinkula 1994). We contend that strategic considerations. as we discuss in greater detail subsequently (henceforth. Glazer. These organizations are trying to sense which business practices they need to reengineer. It is these third-party markets that have experienced the most success and are forecasted to dominate fragmented industries (BusinessWeek 1999. firms believe they have been successful in reengineering their business processes to function effectively in the electronic market. the expert state. An example of such an environment is a seller-sponsored market such as Sabre (initially sponsored by American Airlines). In the expert state. The CEO noted that customers were “a mixed lot with many different activity levels. We develop a distinct-states conceptualization for the nature of organizational participation to illustrate diverse organizational behaviors in electronic markets. and financial resources. the market maker does not carry out transactions in the market. it comes as no surprise that organizations view technology as a means of building sustainable competitive advantage (Day and Glazer 1994. At the other extreme.e. firms do not know the requirements to conduct operations in an electronic market effectively but are expending substantial efforts to learn the particulars of doing business in the marketplace. Literature in diverse fields such as consumer behavior (MacInnis. they adopt electronic markets on an experimental basis (Dickson 1992). organizational behavior (O’Reilly and Chatman 1994). Yates. which eventually limit the scope and the survival likelihood of such markets. we interviewed the chief executive officer (CEO) and marketing manager of the market maker. Expert firms have substantive knowledge about their electronic market and procedural knowledge pertaining to the way of doing business in the market. we provide a rationale for a firm’s need to participate in electronic markets and then present background on the nature of organizational participation. In the exploration state. and Konsynski 1998). A third party (neither a buyer nor a seller) sponsors an unbiased market-driven electronic market. In a manner. we rely on the organizational learning literature (Sinkula 1994) to conceptualize a firm’s ability as its (1) learning about the electronic market and (2) IT capabilities. Firms in the exploration state are “testing the waters” to understand the new medium better and in the process are using cognitive. which links more than 3500 dealers of sports cards. we rely on exploratory interviews to develop our typology for the nature of organizational participation. an electronic market may be either hierarchical (biased) or market-driven (third-party) (Malone.. unbiased. and the passive state. axiomatic knowledge) and are thereby in a position to make high-quality decisions regarding their market operations (Sinkula 1994.e. Copeland and McKenney’s (1988) detailed study of airline reservation systems (Sabre) points to these disadvantages of biased electronic markets. Hierarchical markets are inherently biased toward the sponsor (i. and Little 1994. and as a result the market maker has advantages over competitors that conduct business in that market. organizations spend concerted effort and resources to streamline their electronic market operations. Slater and Narver 1995). However. Moorman. physical. Furthermore. and environmental dynamism. In addition to the literature on innovation assimilation (Meyer and Goes 1988) and electronic markets (Choudhury. Nature of Organizational Participation Organizations participate in electronic markets in several ways.Depending on the position of the market maker in the value chain. we broaden the theorizing on motivations to encompass (1) the traditional emphasis on efficiency (Rindfleisch and Heide 1997) and (2) the institutional motivations Antecedents of Organizational Participation / 19 .. marketdriven electronic market. To capture the varying levels of firm activity in electronic markets. thus. Our exploratory research suggests that the passive Conceptual Background In this section. of attaining legitimacy. we conceptualize the nature of firm participation in terms of the exploration state. In the passive state. sellers. Krantz 1999). Examples include PaperExchange for paper and related products and SportsNet. pawnbrokers. Glazer and Weiss 1993). they possess the know-how to perform market-related tasks successfully (Alba and Hutchinson 1987). expert firms have made an implicit or explicit pledge to continue conducting business over the electronic medium. appraisers. the dominant characteristic of electronic markets. At one extreme. we study buyers. such as providing better customer service (Parasuraman and Grewal 2000) and competitive hedging and/or preemption (Dickson 1992). and other intermediaries that trade in jewelry and related products in a third-party.
and structures that firms stress at the time of their inception have a long-lasting and perpetual influence on their behaviors (Baum and Oliver 1992. or financial resources that are needed to develop human capital and reengineer business practices to conduct business over the electronic medium actively. in that entering an electronic market involves buying a computer to access the Internet. 20 / Journal of Marketing. (2) they perceived that entering electronic markets would portray an image of being technologically savvy. (3) they were offered a promotion scheme in which they did not need to pay the membership fee for the first three to six months. Some organizations entered electronic markets to enhance efficiency and streamline their operations.3 Organizations in this state are unwilling to expend the cognitive. Schulz 1998). including those based on transaction fees. passive participants do not incur any financial costs (other than the initial set-up costs) to maintain their presence in an electronic market. or (4) the cost of adopting and maintaining a presence was not significant. July 2001 . physical. we expect the motives a firm emphasizes when entering an electronic market to influence the firm’s operations in the market for a substantial period. Accordingly. and as a result. requiring a firm simply to pay its monthly subscription fee. and (4) reinforced because maintaining a presence in business-to-business electronic markets is not expensive. processes. perhaps to supplement their traditional markets at some time in the future. and the lit- 4As we elaborate in the “Methodology” section. Others entered because (1) their competitors entered the market. (3) perpetuated by low entry barriers. In such a case. The second motivation is what we refer to as the legitimacy motive. In the “Limitations and Further Research” section. a participant firm does not pay until it engages in a transaction. Our research studies a subscription fee–based electronic market.4 We rely on transaction cost economics to develop the efficiency motive (Rindfleisch and Heide 1997).FIGURE 1 Conceptual Framework Environmental Dynamism Ability Learning •Age-based •Effort-based IT capabilities Nature of Organizational Participation in Electronic Markets Exploration state Expert state Passive state Motivation Efficiency motive Legitimacy motive state is (1) propagated by firms entering electronic markets on an experimental basis. the importance of organizational motivations is evident from our preliminary interviews with participant firms. Motivation The literature on organizational founding suggests that the motives. 3This point with regard to subscription fees probably would be attenuated in markets in which the market maker charges transaction fees. we discuss other possible business models for market makers. We suggest that organizational motivations for entering electronic markets include an economic expectation of enhancing efficiency and a normative objective of attaining legitimacy. (2) due to competitive hedging wherein a firm does not believe that electronic markets are viable but considers them to be a future opportunity or threat and therefore wants to observe and learn.
Newman and Sabherwal 1996). Hess and Kemerer 1994). and skills to compete effectively (Sinkula 1994. Diverse research streams. 1997). We examine two important learning constructs. In electronic markets. Legitimacy motive. but often attempts to enhance efficiency are externally oriented (Oliver 1990).erature on institutional theory provides the bases for the legitimacy motive (Meyer and Rowan 1977). for example. The bandwagon effect suggests that sometimes organizations engage in activities simply because other firms do and provides a possible reason for the prominence of strategic alliances in some industries and their absence from others (Osborn and Hagedoorn 1997). firms often are motivated to experiment with new ways and innovations. and the public. assets. and Benjamin (1994) suggest that electronic commerce leads to greater use of markets. DiMaggio and Powell 1983). Efficiency considerations are usually internal to an organization. including the government. Williamson 1987) and/or institutional restraints (Scott 1987). 90) describes knowledge acquisition as “the process by which knowledge is obtained. and (2) a firm’s IT capabilities. Yates. In other words. Learning therefore becomes pivotal for developing and adopting business models. An economist would argue that electronic markets improve transaction effectiveness and efficiency (Rindfleisch and Heide 1997). the efficiency motive can be used to gauge the emphasis an organization puts on reducing costs and enhancing productivity (internal consideration) when entering an electronic market (external orientation). trade associations. Huber (1991. Firms usually mimic the structures and the processes of other firms that are perceived to be legitimate (Haunschild 1993.” and this learning by an organization is a function of its age and effort (Garvin 1993). Eventually.g. Being perceived as technologically knowledgeable is a definite advantage (Glazer and Weiss 1993). Thus. Adhering to societal norms enhances an organization’s legitimacy and increases the likelihood of organizational survival. Our research studies (1) organizational learning. this emphasis on efficiency should become embedded in the organizational culture and influence the formal and informal functioning of firms (Deshpandé and Webster 1989). Efficiency motive. By virtue of the newness and novelty associated with electronic markets. Research in the management of information systems and the economics of electronic markets supports this assertion (Bakos and Brynjolfsson 1993. organizations have either not developed business models for this medium or tested existing business models in the medium. including those on strategic alliances (Pangarkar and Klein 1998) and outsourcing (Lacity and Hirschheim 1993). This goal-directed orientation also should increase organizational commitment toward IT and organizational effectiveness in electronic markets (Ginzberg 1981. which emphasize minimizing transaction costs. In this study. Institutional theorists argue that imitation is an uncertainty reduction mechanism in the sense that when a firm successfully adopts a structural change. Suchman 1995). Over time. because these markets have relatively lower transaction costs. consumer bodies. Recent theoretical developments in transaction cost economics (TCE). In addition. other organizations mimic the change while attributing their success to the nature of the structural transformation (Haunschild and Miner 1997. One way for organizations to attain legitimacy is to carry out activities that are deemed suitable by institutional constituents. a possible organizational motive to enter electronic markets is to portray an image of technological sophistication. p. interpretation. Williamson 1992). a major source for building a knowledge base. Electronic markets by their very nature are technologically intensive. organizational stakeholders view technologically sophisticated firms more favorably in comparison with technologically naive firms. an avenue for extracting rents from the knowledge base (March 1991). which we define as Antecedents of Organizational Participation / 21 . Institutional theory suggests that organizations must justify their actions and perform in accordance with existing societal norms and institutional expectations (DiMaggio and Powell 1983. Organizations also mimic behaviors of a successful benchmarked group (Deephouse 1996. As Dickson (1992) observes. This perspective regards organizations as efficiency seeking (Nelson and Winter 1982) under cognitive constraints (e. Improving efficiency is likely to be driven by the organizational strategic consideration of serving customers better (Day and Nedungadi 1994. explicitly recognize this efficiency orientation and conceptualize TCE as a constrained-efficiency framework (Roberts and Greenwood 1997. Slater and Narver 1995). Reducing the cost of doing business is consistent with an organization’s attempt to improve efficiency. and utilization of knowledge bases result in sustainable competitive advantages.. In organizations. might prompt an organization to use automated systems. Malone. a dominant organizational resource is a firm’s IT capabilities (Guha et al. The efficiency motive of reducing the costs of transacting with vendors. the distribution. Knowledge developmental processes also provide organizations with resources. to serve their customers effectively and efficiently. therefore. bounded rationality. organizational attempts to appear technologically sophisticated and mimic the behavior of successful organizations are classified as the legitimacy motives. Scott 1987). This acquisition of information leads to richer and proprietary knowledge bases. Gurbaxani and Whang 1991. experience is a prime source of learning and captures the incessant trial-and-error process by which organizations acquire information (Sinkula 1994). Ability Knowledge acquisition and utilization processes help firms build capabilities and sustain strategic competence (Fiol and Lyles 1985). and organizations dealing in these environments are likely to be perceived as having technological savvy. Day and Wensley 1988). rather than hierarchies. Organizational capabilities reflect the extent of knowledge utilization in a firm and are critical for building sustainable competitive advantage (Day 1994). have studied this mimicking behavior under the rubric of the bandwagon effect. Haverman 1993). The first is age-based or experiential learning. the organizational legitimacy of technologically sophisticated firms is higher because they provide a better fit with the modern-day organizational profile. Learning.
expert. IT capabilities (a) positively affect the likelihood of a firm being in the expert state. to a specific level. Organization information processing research suggests that the influence of IT capabilities is likely to be nonlinear (Daft and Lengel 1986). Efficiency Motive and IT Capabilities According to the motivation–ability framework. along with ever-changing technologies. it does not capture the effort spent in learning. H2: As the level of IT capabilities increases. We therefore hypothesize that as the level of IT capabilities increases. the need to develop more of this capability declines (March 1991). Tushman and Nadler 1978). and passive). both firm motivation (efficiency motive) and ability (IT capabilities) should be present to affect organization participation (Merton 1957). Legitimacy is construed as “a generalized perception or assumption that the actions of an entity are desirable. and Greyser 1980). but at a declining rate. We refer to this construct as effortbased learning and conceptualize it as the effort. an organization achieves its objective just by entering the market. 22 / Journal of Marketing. or appropriate within some socially construed system of norms. some organizations ceremoniously adopt electronic markets as a Hypotheses Because we have conceptualized the nature of organizational participation in terms of three distinct states (exploration. even after size and resource-enhancing linkages are controlled for (Brittain 1989). 574). IT capabilities. In summary. but at a declining rate. To overcome this weakness. and the information processing needs determine the extent of information processing capacity required (Day and Glazer 1994). In formulating our hypotheses. proper. Reich and Benbasat 1990). the likelihood of a firm being in the expert state increases. This research stream indicates that knowledge development enhances the value of firms’ resources and organizational capabilities (Moorman. and should increase the firm’s capacity to manage electronic markets (Auer and Reponen 1997. Emphasis on the efficiency motive and IT capabilities should enhance the likelihood of a firm being in the expert state and lower the likelihood of the firm being in the passive state. in terms of organizational resources and human capital. Fuerst. In electronic markets. p. Information serves as a means of reducing uncertainty and thereby attaining the desired objective. It seems that if enhancing organizational legitimacy is the motive for joining an electronic market. Organization information processing research suggests that it is not organizational capabilities per se but the fit between organizational information processing needs and capacity that is critical (Galbraith 1973. Zaltman. In turn. by virtue of a firm’s entry into an electronic market. Environmental Dynamism Environmental dynamism is a dominant characteristic of electronic markets (Klein and Quelch 1997). characterize electronic markets (Lee and Clark 1997). and the literature on operations management documents the positive effect of age on performance (Mody 1989). Organizations that embrace electronic markets to mimic a successful benchmark firm believe that the benchmarked organization succeeded primarily because of its participation in electronic markets. Although age is an important indicator of learning. our second learning construct taps directly into the effort a firm devotes to developing skills to manage an electronic market. should play a vital role in building sustainable competitive advantages. and definitions” (Suchman 1995. Information use has been the focus of marketing research since the American Marketing Association/Marketing Science Institute–sponsored workshop on knowledge development (Myers. Environmental dynamism captures these changes in demand and technology (Weiss and Heide 1993). Research shows that information systems projects often fail when either motivation or ability is lacking (see Ewusi-Mensah and Przasnyski 1991. As organizational information processing capacity increases. Rapidly increasing subscription bases. induces uncertainty (Achrol and Stern 1988). we need to use one of the states as a base state and compare it with the other states.the learning an organization obtains from the extent of its experience and operationalize as the age of a firm’s electronic market operations. information requirements depend on uncertainty. used to develop knowledge about an electronic market (Simon 1991). Legitimacy Motive Legitimacy motives represent organizational attempts to adopt electronic markets either to portray a specific image to stakeholders or to mimic benchmarked organizations. the likelihood of a firm being in the passive state decreases. the market dictates the extent and nature of capabilities that an organization develops. Firm capability hinges on the efficient development and use of resources (Sinkula 1994). We therefore expect both motivation and ability to influence the nature of organizational participation. but eventually the influence of IT capabilities should level off. but at a declining rate. Mata. July 2001 . values. and (b) negatively affect the likelihood of a firm being in the passive state. H1: The greater the emphasis on the efficiency motive and IT capabilities. and by extension the desired information processing capacity depends on the information processing needs. Experiential learning has been shown to predict organizational survival. IT capabilities should help a firm reach the expert state and reduce the chances of the firm being in the passive state. and Deshpandé 1992). and Barney 1995). but at a declining rate. That is. we use the exploration state as the base state because initially almost every firm should be in this state. In other words. it is in a position to assert to its stakeholders that it is technologically advanced and ready for the challenges of the information age. As Day (1994) observes. a participant’s IT capability is an important organizational resource. because a firm can be in only one state. Massy. In other words. beliefs. We also propose that as the level of IT capabilities increases. the three states compete against one another in some fashion. and influences organizational structures and processes (Achrol 1991). (a) the higher is the likelihood of a firm being in the expert state and (b) the lower is the likelihood of a firm being in the passive state.
retailers. emphasis on legitimacy motives should lower the likelihood of a firm being in the expert state and increase the likelihood of the firm being in the passive state. 96) observe. manufacturers. 97). We expect agebased learning to increase the likelihood of a firm being in the expert state. primarily to provide an electronic market for jewelry pawnbrokers. which enables them to buy and/or sell such jewelry items as cut diamonds. IT capability is one such firm-specific variable that should help organizations manage environmental dynamism. Environmental dynamism is also likely to frustrate firms and therefore increase the likelihood that the firms give up in dynamic markets. H3: The more an organization subscribes to legitimacy motives for entering an electronic market. thereby enhancing the probability of the firms being in the passive state. simply entering electronic markets may not be sufficient to attain the expert state. p. (a) the lower is the likelihood of a firm being in the expert state and (b) the higher is the likelihood of a firm being in the passive state. buyers. The cognitive constraints of rationality that inhibit human activity are also likely to impede agebased learning (Dickson 1992). knowledge. For firms that emphasize the legitimacy motive. In other words. it helps firms build their skill levels and move on to the expert state. In contrast. Therefore. even if the presence does not yield direct economic gains. but the rate of increase should lessen with age. and strategies. Firm-specific factors typically moderate the influence of environmental variables (Dess and Beard 1984). should sooner or later move to the passive state. the probability of the firm moving to the passive state should increase. Polygon migrated in the late 1980s to an exchange format and facilitated interfirm transactions by having user firms call the Colorado server to In addition to age-based learning. As Levinthal and March (1993. and sellers. attempts to acquire knowledge or build capabilities are likely to be minimal. if effort fails to develop Antecedents of Organizational Participation / 23 . Research suggests that environmental dynamism makes it difficult for organizations to assimilate and anticipate environmental conditions and has an adverse influence on performance (March 1991). Organization information processing theory (Daft and Lengel 1986) also suggests that IT capabilities help manage environmental dynamism and therefore should moderate its effect. firms fail to develop the skills and knowledge bases needed to manage the new ventures (Tushman and Anderson 1997). however. It is a subscription-based service for which members pay a monthly access fee.polygon. was founded in 1983. However. Experience also tends to be ambiguous. watches. Research on experience curves attests to this supposition and demonstrates that learning increases with age. being typically quite meager relative to the complex and changing nature of the world in which learning is taking place. We therefore expect environmental dynamism to reduce a firm’s likelihood of being in the expert state. Firms that are not effective learners. but at a declining rate. In electronic markets. age-based learning (a) positively affects the likelihood of a firm being in the expert state. organizations often spend considerable efforts in new ventures and fail (Golder and Tellis 1993). effort does not imply automatic success. However. the effort that an organization spends in developing its knowledge bases is an important aspect of organizational learning. H5: As the emphasis on effort-based learning increases. Methodology Research Context In our research. Reaching the expert stature without knowledge development is unlikely (Alba and Hutchinson 1987). and the level of effort should decline. it is an organizational resource and reflects a firm’s ability to exploit accumulated information. but at a decreasing rate (Bass 1995). These challenges make it hard for firms to identify and develop the skills needed to succeed. H4: As the level of age-based learning increases. Environmental Dynamism Dynamic environments are characterized by high variability in demand and unpredictability regarding the actions of competitors (Achrol and Stern 1988). rules. such learning has been shown to have limitations related to unintentional and unsystematic learning. we study the nature of participation of firms that adopt Polygon. p.” Frequently. making it difficult to decipher the “complex worlds” (Levinthal and March 1993. Polygon Network Inc. the commitment to a failing course of action is likely to be minimal. and the probability that these firms will move into the passive state should vary positively with the age of their electronic market operations. learning is likely to be a longer and a more deliberate process. Learning Research on organizational learning suggests that age-based learning helps capability development (Sinkula 1994). In such cases. If effort-based learning is successful. with multiple and conflicting interpretations. and rings. a market-driven electronic market for jewelry and related products (www. H6: The higher the environmental dynamism in an electronic market. which requires a firm to learn new routines. wholesalers. as well as acquire other benefits such as gemological and related technical information. Therefore. (a) the lower is the likelihood of a firm being in the expert state and (b) the higher is the likelihood of a firm being in the passive state. “Experience is a poor teacher. As a result. (a) the likelihood of a firm being in the expert state increases and (b) the likelihood of a firm being in the passive state increases. Attaining legitimacy in the eyes of stakeholders and adopting electronic markets on an experimental basis are likely to motivate a firm to maintain presence in the electronic market. Scott 1987). employees are the sensors that gather information and draw inferences. appraisers. H7: Information technology capabilities will moderate (a) the negative influence of environmental dynamism on the likelihood of a firm being in the expert state and (b) the positive influence of environmental dynamism on the probability of a firm being in the passive state. and (b) negatively affects the likelihood of a firm being in the passive state at an increasing rate.net).mere pretense to attain legitimacy (DiMaggio and Powell 1983.
We used item-to-total correlation to assess the validity of the measurement instruments. the nature of the information exchange has remained the same. These correlation TABLE 1 Measures for the Nature of Organizational Participation State Exploration State Measures We have recently initiated the Polygon service and are beginning to learn how to do business through them. it may become more interested in making the transaction and compromise its neutrality. product specifications. Although the transition to the Web has eased access for user firms. we used a two-item measure. The dependent measure asked respondents to choose one of six categories that best described their present Polygon operations. Passive State 24 / Journal of Marketing. However. and terms of trade. The first item gauged the time and effort expended by employees to learn about Polygon. 1999). In 1995. and the final item gauged the extent to which the organization wanted to portray the image of being high tech. The first two items for the legitimacy motivation construct measured the extent to which the firm mimicked competitors and other jewelers. Frazier. Second. we created a pool of items for each of the constructs (all items were measured on a five-point semantic differential scale. thereby making it difficult to decipher the effect of learning about the electronic market. and therefore learning about them is likely to be critical. respectively. (3) streamlining operations. Finally. not the tenure of involvement with an electronic market. First. Therefore. where 1 = “disagree” and 5 = “agree”). To assess effort-based has debated moving to a transaction-fee model. We used two statements to measure the exploration state. and (4) reducing the costs of transacting with exchange partners. the third item emphasized legitimacy attainment as a motive. Our comfort level with doing business on Polygon is improving with every passing day. Table 1 details the specific statements for each category. and Roth’s (1990) environmental dynamism scale. The efficiency motivation construct gauged the degree to which a firm stressed cost reduction and output enhancement when joining Polygon. The second item measured the overall organizational effort. with the exception of age-based learning. years in business is an important variable. We used the age of an organization’s Polygon operations to assess age-based learning (Brittain 1989). one to categorizes the expert state. and further research should examine the dynamics propagated by it. Polygon acquired the domain name polygon. While developing this measure. July 2001 . Pretest To obtain a preliminary assessment of the internal validity of our measurement instrument. but there is still much more to learn. electronic markets are quite different from traditional forms of commerce. we adopted Klein. We extensively field tested the items by means of personal interviews with Polygon subscribers. We believe that the tenure of involvement is a more suitable instrument for at least two reasons. We measured a subscriber’s IT capabilities by adapting six items from King and Teo’s (1996) study of facilitators and inhibitors for the strategic use of IT. This measurement serves two purposes: (1) It helps us rule out the possibility of a fourth state. Polygon has decided to stay away from a transaction-based fee structure. Our dealings on the Polygon are a regular part of our business. such as creating inertia (Chandrashekaran et al. We have learned a lot about the way to do business on the Polygon. Dependent Measure: The Nature of Organizational Participation We used a polychotomous dependent variable to measure the nature of organizational participation. were slower to establish their electronic retail outlets than were new start-ups. We carry virtually no business through Polygon but still are listed as a member of Polygon Network and will continue to be listed with Polygon. and three to measure the passive state. as a conscious decision. We have terminated our relationship with Polygon. and we think that there is not much new to learn. (2) reducing costs of doing business. Another instrument for age-based learning could be the number of years in business. years in business induces other effects. 5Polygon learning. Expert State We are comfortable with our Polygon operations and are aware of the ins and outs of these operations. It has concluded that its neutrality is important for the success of the market. The company also believes that by taking a cut of transactions. Bricks-and-mortar retailers. for example. We used four items that measured organizational emphasis on (1) increasing efficiency. Polygon represents an “open bazaar” in which buyers and sellers meet in an electronic environment and that makes it efficient for firms to exchange information related to price. and (2) it provides flexibility because it is easier to aggregate data than to disaggregate them.retrieve their e-mail and information from the buyer–seller bulletin board. Although Polygon does not enable participating firms to make payments electronically. we mailed 300 questionnaires to Polygon subscribers and received 34 complete and usable responses.5 Independent Measures Following standard psychometric procedures (Churchill 1979).net and began its migration to Web-based operations. we assessed the finest possible classification for the nature of organizational participation. it provides ratings for all participating firms based on their payment history. We are seriously considering terminating our Polygon operations.
The goodness-of-fit index. Measure Validation We carried out measure validation in two phases.01. with the exception of the scale for legitimacy motivation. we used its correlation with (1) the number of transactions made per week on the Polygon and (2) the annual dollars transacted through Polygon. We used a series of t-tests to examine the differences across the three states for (1) the number of transactions per week. and typically the key respondent interacted with the Polygon Network Inc. manufacturers. The average variance extracted was greater than the respective φs for all measures. Additional research could refine our measure of the legitimacy motive. We used two methods to assess discriminant validity. the 95% confidence bands around the φs did not contain 1 (Anderson and Gerbing 1988). endorsed the study. Thus. and TABLE 2 Sample Classification Population Characteristics Sample (Supplied by Characteristics Polygon) 59. n =171. which implies that the sample and estimated covariance matrix were alike. The χ2 statistic was not significant. p < .30.1% 23. The results showed no significant differences between the characteristics of the sample and the population (χ2 = . The cover letter noted that the purpose of the study was to research organizations at the frontier of adopting the Internet and carrying out electronic commerce. Then we conducted a second round of interviews to verify our conceptual model and refine our measures. All the reliabilities were greater than the recommended . the number of weekly transactions was higher for the expert state). was less than .6. n = 171. and comparative fit index were greater than the recommended .01.0% 20. We compared the responses to our independent variables for the early respondents with those for the late respondents and the pretest respondents with those for the respondents in the final study and found no statistical differences (Armstrong and Overton 1977). (2) the percentage of business transacted through Polygon. as recommended. we personally interviewed three Polygon members and the CEO and marketing manager of Polygon Network Inc.191. p > .59. respectively) To establish the internal consistency of our measurement model. IT capabilities.4 cut-off and were statistically significant (Nunnally and Bernstein 1994). p < . Polygon Network Inc.01) or the expert (19. 1995). and for the expert versus passive comparison.83). b = 15. degrees of freedom [d. p < . firms enter the exploration state and then move to either the expert or the passive state. b = 17.0% Type of Business (%) Retailers Wholesalers Pawnbrokers Miscellaneous (e. Second.58%) was statistically lower than that of firms in either the exploration (18.296. which was the pattern of results we obtained. We retained all items for the efficiency motive.5% 8.0% 10. legitimacy motive.70).coefficients were greater than . in terms of number of weekly transactions. Our CFA results show that all factor loadings were greater than the recommended .g. As we expected. and therefore we retained all items.08 and not statistically different from . (2) strength of technical support staff. Again. nonnormed fit index. The four remaining items measured a firm’s (1) IT planning capabilities.78 for all items. appraisers) (4) knowledge about IT. p < . the parsimony normed fit index was greater than the recommended . we compared the average variance extracted with the φs (Fornell and Larcker 1981). Table 4 displays the descriptive statistics. Typically.9. on a regular basis. Second.29. adjusted goodness-of-fit index. The survey consisted of the scale items under investigation and a cover letter stating the purpose of the study and that Polygon Network Inc. As with the number of transactions. although firms in the expert state transacted more business over Polygon than did firms in the exploration state. we used confirmatory factor analysis (CFA) to establish the convergent validity for the efficiency motive. the age of Polygon operations of firms in the exploration state was statistically lower Antecedents of Organizational Participation / 25 . we obtained b = 2.65. effort-based learning. Specifically. and dynamism scales. designers. We expected the number of weekly transactions to be higher for both the exploration and the expert state in comparison with the passive state. A comparison of the exploration and expert states gave us b = –. For the exploration versus passive comparison. p > . to determine what it meant to do business in this electronic market. we sought to refine our conceptual model and develop a sample list of items. and environmental dynamism scales (Table 3). r = . which extracted 46% of variance (Bagozzi and Yi 1988).02. We used the χ2 statistic to compare the sample (both pretest and final study combined) characteristics with those of the population (all Polygon subscribers) (Table 2).05 (Hair et al. p > .78 (although this test was not significant. The average variance extracted for each measure was greater than the recommended .0% 10. these correlation coefficients were positive and statistically significant (r = .73. and (3) the time since the adoption of Polygon. statistically the two values were equal (b = –1.] = 3.2% 60. Two items were deleted from King and Teo’s (1996) scale.f.95%. In terms of average time since the adoption of Polygon. (3) understanding of benefits from the application of IT.31%. Sample and Nonresponse Bias We mailed the questionnaire to all 2146 Polygon subscribers in our sample frame and received 306 responses. supplied the name of the key respondent for each firm.2% 9. In the final study. effortbased learning. The item deleted from the legitimacy motive scale emphasized mimicking competitors. we examined the reliabilities and average variance extracted (Fornell and Larcker 1981).01. we obtained b = 2. our results supported this assertion. First. p < . To assess the validity of our measure for age-based learning. we mailed the questionnaire to the remaining 1846 Polygon members and followed the same procedure as in the pretest.5.01) state.875. in absolute terms..7 (Nunnally and Bernstein 1994). On the basis of our discussions. the exploration and expert states were statistically equal to each other but higher than the passive state. the percentage of business that firms undertook through Polygon in the passive state (2.37. and the root mean square error of approximation. p < . First.
568 4.868 . Reliabilities.084 . July 2001 .76 (11.46 . The exploration state differed from the expert state in terms of time since adoption of Polygon.05) state. p > .96 . The best in the business at the time were doing so.0) . “Is experienced with IT” and “Gives high importance to strategic use of IT. exploration.798 6. p < .092 .” were deleted.023 26 / Journal of Marketing.5) We are often astonished by actions of our competitors.50.8) Our organization has expended a lot of time and effort to develop our Polygon operations.3) Effort-Based Learning: We are interested in your experiences with using the Polygon system.56 — . .342 3. It portrays us as a high-tech organization.83 (14.75 LEGIT . . To what extent do you agree with the following statements? We are often puzzled by actions of retailers and wholesalers. In addition.77). p < .084 –. we used a multinomial logit (MNL) model to test our hypotheses. We thought it would streamline our operations.026 . . .2) χ2 (d.400 2. It read.205* .07) or the passive (b = –11.78 (11.106 Reliability .4) Factor Loading (t-Value) .034 AGE .71 .288* –. and both of these differed from the passive state in terms of the number of weekly transactions and the percentage of business transacted over Polygon.043 . We expected it to reduce our costs associated with running our business.63 (10. the results suggest that the three states differ from one another in expected manners.4) Environmental Dynamism: Please focus on the BUYING/SELLING environment through the Polygon.69 .50 (7.01.088 –.801 .54 .than that of firms in either the expert (b = –9.718 Average Variance Extracted .79 (13. p-value) Root mean square error of approximation (p-value) Goodness-of-fit index Adjusted goodness-of-fit index Nonnormed fit index Parsimony normed fit index Comparative fit index aOne bTwo 96. Your firm currentlyb Has strong IT planning capabilities.58 .50 Construct EFF LEGIT IT_CAP AGE EFFORT ENV_DYN *p < . and passive).867 .010 (. Taken together.74 (11. becausea .095 EFFORT –. we estimated the following model: TABLE 3 Measurement Model Results Constructs and Items Efficiency: We decided to subscribe to Polygon because We thought it would increase our efficiency.99) .99 item was deleted after confirmatory analysis. and Intercorrelations Among the Refined Measures Standard Deviation . expert.6) We are often surprised by our customers’ actions.85 .90 (7.41) .465 .73 (12. . Average Variance Extracted.343* IT_CAP . there was no statistical difference between firms in the expert state and those in the passive state (b = –2.71 (10. . Specifically.069 ..66 (11.82 (14. Mean 3.62 (9. . TABLE 4 Descriptive Statistics.006 ENV_DYN . To what extent do you agree with the following statements? Our personnel have spent a lot of time and effort learning specific techniques used in the Polygon.9) .0) IT Capabilities: The following questions pertain to information technology (IT) capabilities for your organization.f. . Legitimacy: We decided to subscribe to Polygon It would provide legitimacy to our organization..68 (11.166* –. We believed that it would reduce the cost associated with transacting business with our exchange partners. “Our competitors joined Polygon.e. Estimation Model Because we have a discrete dependent variable with three states (i.223 3.0) .73 . .7) Has strong technical support staff.03.99 . .52 (5.2) Has adequate knowledge about information technology.46.3) .48 (94.4) .” items.85 (15.5) Has an understanding of possible benefits of IT applications.94 .83 — .768 3.
f.389* (.182) –.208) .002) .294 (.253) –2.108 (.879*** (. one for the expert state and the other for the passive state. p < .252) –.247* (.013) . The likelihood ratio test for the overall fit of the model indicates that the independent variables explain statistically significant variance in the dependent measure (χ2 = 58.001 (.074 (.191) –.01) Predictive Validity (n = 248) Maximum chance criteriab Proportional chance criteriab Proportion correctly classified (model) aStandard errors are in parentheses (one-tailed tests). and γ are the proportion of respondents in each of the three categories. β.239) –4. ***p < .355* (.473*** (.292) .674*** (6. LEGIT represents the legitimacy motive.872) –1.294** (1.540 and maximum chance criteria from a two-category discriminant problem to a threecategory problem.244) . Antecedents of Organizational Participation / 27 .01).379) –234. hood estimate for this model yields two sets of estimates. The maximum likeli- TABLE 5 Estimation Results from the Multinomial Logit Model Independent Variable Constant (β0) EFF (β1) LEGIT (β2) AGE (β3) AGE × AGE (β4) EFFORT(β5) IT_CAP (β6) IT_CAP × IT_CAP (β7) ENV_DYN (β8) EFF × IT_CAP (β9) ENV_DYN × IT_CAP (β10) Log-likelihood Restricted (slope = 0) log-likelihood χ2 Coefficient (Expert State)a 15.024** (. we display the results from our MNL model with the exploration state as the base.358 .425 58.612*** (1.330) .10. EFFORT represents effort-based learning.06. and ENV_DYN designates environmental dynamism. it is also important to evaluate the predictive validity of the where ORG_PAR is the polychotomous dependent variable with the exploration state as the base.528** (5.f. **p < .757** (. In addition to establishing descriptive validity for the structure of the model.203 (. p < . EFF stands for efficiency motive.371 (. IT_CAP depicts IT capabilities.967) –.456 .508** (2.06*** (d. If α.05.858** (.794 (1. maximum chance criteria would be the maximum of these three proportions.293* (. bWe extended Morrison’s (1969) proportional chance criteria Coefficient (Passive State)a 10.530) –3. = 20. and proportional chance criteria would be α2 + β2 + γ2.048) .267) –. Results Overall Model Test In Table 5.01. AGE denotes age-based learning.074) . = 20. d.040) .213) –3.400 –263.221) .836** (2. *p < .371) .(1) ORG_PAR = β0 + β1 × EFF + β2 × LEGIT + β3 × AGE + β4 × AGE2 + β5 × EFFORT + β6 × IT_CAP + β7 × IT_CAP2 + β8 × ENV_DYN + β9 × EFF × IT_CAP + β10 × ENV_DYN × IT_CAP + ε.
we can calculate the standard error as β12 + β924. ORG_PAR = .473.407) –. represents the impact of efficiency when IT capabilities equal zero.226 (Table 6). the effect of environmental dynamism varies from a low of –. H7: β10 = . Our results support both these hypotheses (H6: β8 = –2. p < . To provide a better understanding of this interaction effect.05) shows that such an emphasis reduces the likelihood of a firm moving to the pas- TABLE 6 Results for Interaction Effectsa Hypothesis Effect on the Expert State Coefficient of efficiency as a function of IT capabilities. bWe define high as µ (mean) + σ (standard deviation). The mean for IT capabilities is 3.477** (.879. we carried out Wald tests for the significance of the efficiency motive and environmental dynamism at various levels of IT capabilities and for the significance of IT capabilities at various levels of the efficiency motive and environmental dynamism (Table 6). The main effect of efficiency.240) .798. β1 by itself is meaningless.294. which is greater than the two benchmarks recommended by Morrison (1969): maximum chance criterion (45. Similarly.757.348) medium as µ.178† (. Consider the influence of efficiency at a high level of IT capabilities. We do not find support for this hypothesis (β7 = –.294. which proposes that an emphasis on the legitimacy motive will decrease the likelihood of a firm being in the expert state.389. Therefore.408* (. we interpret the main effects as contingent on the appropriate interaction term (Jaccard.12. We used estimates from the MNL model to carry out a discriminant exercise and tabulate the proportion of correct predictions (Table 5).612 and β9 = .260) . the influence of the efficiency motive on the likelihood of a firm being in the expert state increases from –1. p < .219) .197 (.01). **p < . p < .62) at low levels of IT capabilities to a high of 1. 28 / Journal of Marketing. Coefficient of environmental dynamism as a function of IT capabilities. July 2001 .05.402) –1.239) –.8%). Because β1 = –3.355.266 (p > .10).529*** (.01) at low levels of IT capabilities to . ***p < .0%. To aid in interpreting these coefficients. We now illustrate one case of the Wald test.46) at high levels of IT capabilities. We hypothesized in H6 that environmental dynamism would have a negative effect on the probability of a firm being in the expert state and in H7 that IT capabilities would moderate this negative effect. We find support for this assertion (β9 = . Our hypothesis on the legitimacy motive. p < .366.6%) and proportional chance criterion (35. and when IT_CAP = 0.33).305) 1. the positive effect of IT capabilities on the likelihood of a firm being in the expert state will decline.05) at high levels of IT capabilities. in a way.012 (p < .395) –. The main effect for the efficiency motive (β1 = –1. and Wan 1990). H2 posits that. Antecedents of the Passive State H1 posits that emphasis on both IT capabilities and efficiency motives should decrease the likelihood of a firm being in the passive state. p < . and at a high level of IT capabilities this effect equals ORG – PAR = β1 + β9 × 4. and the standard deviation is . Antecedents of the Expert State The first hypothesis suggests that both IT capabilities and an efficiency motive would be needed for a firm to be in the expert state. H4 suggests that age-based learning tends to increase the likelihood of a firm being in the expert state and that this positive effect diminishes as the level of age-based learning increases.10. As Table 6 shows.10).879 (see Table 5). We find marginal support for this hypothesis (β5 = .12). Turrisi. p > .012*** (. H5 posits a positive relationship between effort-based learning and the likelihood of a firm being in the expert state. which implies that high IT capabilities equal 4.366 (see Table 4).05. p < . y = β0 + β1 × EFF + β9 × EFF × IT_CAP.232 (. Effect on the Passive State Coefficient of efficiency as a function of IT capabilities.808† (. As Figure 2 shows.245) . Lowb Mediumb Highb –1. because the influence of efficiency varies with IT capabilities. p > . Coefficient of environmental dynamism as a function of IT capabilities. with significance of both the linear (β3 = .318) –. †p < . is marginally supported (H3: β2 = –.366 × β1β9Cov(β1.108.05) terms for age-based learning.01.226 (.178 (p < .05).339) . and low as µ – σ. The effect of efficiency on a firm in the expert state is given as ORG – PAR = β1 + β9IT_CAP. y = β0 + β1 × EFF. As Table 6 shows. p < . Mathematically then.858.01) and square (β4 = –.568. Because we have interaction terms in our model.024.197 (p > .043† (.3662 + 2 × 4.model. The proportion of correct classifications for the model is 54. *p < . we examined the efficiency motive at three levels of IT capabilities. as IT capabilities increase. Our data support this hypothesis. for example. β9). p < .573*** (. aStandard errors are in parentheses (two-tailed tests). Our results do not support this hypothesis (β9 = .824*** (. the influence of age-based learning increases at a decreasing rate.
however. H3 suggests that the legitimacy motive will have a negative effect on the probability of a firm being in the passive state. If a firm joins an electronic market to experiment.293.05) and square (β7 = . To become experts. A market maker must understand the reasons for a user firm’s participation and thereby be able to provide the right incentives for these firms to adopt the market. Although effort-based learning is critical for attaining the expert state. our sample may have firms that have not reached saturation in terms of IT skills.074. whereas in the case of the expert state. for example. Allocating time and effort to learn and understand the environment also can yield substantial benefits. whereas this interaction term is not significant for the passive state. a critical difference between the results for the expert state and those for the passive state. p > . H2 proposes that the IT capabilities will negatively influence the probability of a firm being in the passive state and that this negative influence will decrease as the level of IT capabilities increases. because neither the linear (β3 = . as well as facilitate their learning about the environment.11). An emphasis on the efficiency motive and IT capabilities is critical for firms to attain the expert state and avoid the passive state. our results do not support the hypothesized nonlinear effect of IT capabilities. p > .17). Our data do not support this hypothesis (β2 = –. to become experts.001. research on the success of new ventures suggests a success rate near 50% (Golder and Tellis 1993). Our results do not support this hypothesis. However. perhaps because of the context of our study. moreover. developing a proper mindset by stressing efficiency motives and de-emphasizing legitimacy motives is critical for firms to attain the expert state.794. an important question is which of these rates is going to be higher. Our results support this hypothesis because both the linear (β6 = –3. p > . p > .10) terms are significant. the influences of the efficiency motive and IT capability on the likelihood of a firm being in the passive state are independent of each other. the interaction term between the efficiency motive and IT capabilities is significant. thus.55). it also tends to increase the likelihood of a firm becoming a passive participant. In other words.371.5 0 1 3 5 7 9 11 13 15 Age-Based Learning (Years) Discussion Our findings suggest that participating firms must emphasize the right motives and should have the requisite capabilities to participate actively in electronic markets.sive state. Passive participants might be encouraged to retain their membership for reasons that reinforce their objectives. However. We do not find support for either the main effect hypothesis (H6: β8 = –. Moreover. the two variables act as catalysts in attenuating each other’s influence.5 1 Expert state Passive state . However.10). firms also must emphasize organizational learning (age. the positive influence of age-based learning tends to decline with age. p < .and effort-based). firms should strive to achieve efficiency and work to build their IT capabilities. consequently. For the expert state.16) nor the square (β4 = . The finding that IT capabilities help firms manage the dynamism inherent in electronic markets further strengthens the criticality of this organizational ability.836. p < . it must expend resources to achieve the objectives of its experiment.203. and we expected this positive effect to be moderated by IT capabilities. and we find support for this hypothesis (β5 = .31) terms are significant. There is. Antecedents of Organizational Participation / 29 . The jewelry business is not traditionally high tech. could identify active firms and encourage them to develop their IT capabilities. learning has not been studied in the context of electronic markets. We hypothesized in H5 that effort-based learning would move a firm away from the exploration state. Consistent with research on the success of new ventures.247. p > .5 Likelihood of Expert/Passive State 2 1. The literature on effort-based learning is not clear on the extent to which such learning will be successful in skill development. we expect the probability that a firm will move to the expert state or the passive state to increase. Overall. We expected the negative effect of age-based learning on the likelihood of a firm being in the passive state to increase with the level of age-based learning. p < .096. Managerial Implications Firms that intend to participate in electronic markets should be aware that their nature of participation is dependent not only on their IT capabilities but also on their motivation. Firms that enter electronic markets on an experimental basis or with the desire to mimic others will most likely become passive participants. we find marginal support for our assertion that effort-based learning will move firms out of the exploration state. In terms of motivation. However. As an ex post exploration. tion of our study in a high-tech industry or with a multiindustry sample may provide for a more thorough testing of the nonlinear effect of IT capabilities.22) or the moderating role of IT capabilities (H7: β10 = . Polygon.6 Environmental dynamism was hypothesized to influence the probability of a firm being in the passive state positively. we sought to compare the coefficients of effort-based learning for expert and passive states. A replica6For effort-based learning. Entering the market simply to jump on the bandwagon or establish an image of being technologically proficient does not seem to enhance activity levels in the market. FIGURE 2 Influence of Age-Based Learning 2. p > . we found these coefficients to be statistically equal (b = . Understanding the goals of their participating firms enables market makers to design programs that facilitate goal achievement and enhance member retention. Market makers are more likely to succeed if they provide positive network externalities for participating firms.
exploration) firms in the market. To our knowledge. Further research on business-to-business electronic markets should proceed in at least two directions.. Gerbing (1988). 13 (March). This argument emphasizes that the attractiveness of a market to a user firm depends on the number of other firms (potential business partners) in the market. and how these important strategic variables might change in the context of electronic markets. and David W.” Psychological Bulletin. Joseph W. Second. “Interactive Home Shopping: Consumer.g.g. 77–93. Replications. exclusive markets in which entry is contingent on some qualification versus open markets). its strategic orientation and tactical actions should identify IT-capable firms whose objectives are to make the market their major sales channel.” Journal of Marketing. degree of fragmentation) also should be studied. Chris Janiszewski. Further research should work toward developing a taxonomy of business-to-business electronic markets. Barton Weitz. and Manufacturer Incentives to Participate in Electronic Marketplaces. 38–53. all electronic markets are international. James C. such as market orientation and strategic adaptability. 36–50. Richard Lutz. and the challenges for market makers to induce active participation would be even greater. Similar to most electronic markets. In such cases. Researchers should examine the consequences of the nature of organizational participation. Retailer.” Journal of Marketing Research. 103 (3). Anderson. “Evolution of Marketing Organization: New Forms for Turbulent Environments. provides a holistic theorization of organizational motivations. our results are constrained by issues related to common method variance. ———. Stern (1988). July 2001 . 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Research Implications Our primary contribution to theory lies in developing and substantiating the existence of a typology for the nature of organizational participation.g. “Structural Equation Modeling in Practice: A Review and Recommended Two-Step Approach. John Lynch.. We find. we believe that participating firms are even more likely to move into the passive state. which. competition among electronic markets.g. research should study user firms in electronic markets further. The typology helps qualify the network externality argument for the efficacy of electronic markets. “Environmental Determinants of Decision Making Uncertainty in Marketing Channels. ——— and Louis W. Additional research. 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Limitations and Further Research Consistent with most survey research. an interesting research avenue would be to investigate the factors behind the emergence and initial success of consortia-led electronic markets. such as its influence on building interfirm relationships and firm performance.g. Polygon strives to foster a community atmosphere and is contemplating providing ratings of participating firms that would be based on their participation history.
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