ARTICLE IN PRESS

Technovation 28 (2008) 135–145

www.elsevier.com/locate/technovation

Determinants of e-business diffusion: A test of the technology

diffusion perspective
Hsiu-Fen Lina,, Szu-Mei Linb
a
Department of Shipping and Transportation Management, National Taiwan Ocean University, No. 2, Beining Road, Keelung 202-24, Taiwan, ROC
b
Taipei County Leh-Lih Elementary School, Taiwan

Abstract

Based on the technology diffusion theory and the technology–organization–environment (TOE) framework, this study develops a
research model to study the determinants of e-business diffusion. The research model examines the influence of technological context (IS
infrastructure and IS expertise), organizational context (organizational compatibility and expected benefits of e-business) and
environmental context (competitive pressure and trading partner readiness) on e-business diffusion. E-business diffusion is characterized
by two dimensions: internal integration and external diffusion. Data gathered from 163 IS executives in large Taiwanese firms were
employed to test the relationships between the research model constructs using a structural equation modeling (SEM) approach. Among
the TOE factors, the results reveal that IS infrastructure, IS expertise, expected benefits of e-business, and competitive pressure are
important factors shaping e-business diffusion. Implications for practice and research are discussed.
r 2007 Elsevier Ltd. All rights reserved.

Keywords: Technology diffusion; Technology–organization–environment framework; E-business; Structural equation modeling

1. Introduction ing sales, customer services, procurement, information

Electronic business (e-business), or the use of Internet-
based technologies to conduct business, is recognized as an
important area for information technology (IT) innovation
and investment (Sauer, 2000). Firms are increasingly
attempting to incorporate e-business into their existing
information systems (IS) applications and business pro-
cesses, and build Internet-based technologies for transact-
ing business with trading partners (Kowtha and Choon,
2001; Moodley, 2003; Yang et al., 2005; Teo et al., 2006).
Developing e-business capability is an important under-
taking because it is not only rapidly chaining the way that
companies buy, sell, and deal with customers, but also
becoming a more integral part of its business strategies
(Abu-Musa, 2004). E-business diffusion becomes a sig-
nificant research topic because it enables the firm to execute
electronic transactions along value chain activities (includ-
Corresponding author. Tel.: +886 2 24622192 x3409;
fax: +886 2 24631903.
E-mail address: hflin@mail.ntou.edu.tw (H.-F. Lin).
sharing and coordination with trading partners) (Straub
and Waston, 2001; Zhu and Kraemer, 2002).
E-business is different from previous traditional techno-
logical innovation, such as management IS and electronic
data interchange (EDI), which were used to improve the
efficiency of IS functions and supports batch exchange of
structured procurement documents (Moore and Benbasat,
1991; Iacovou et al., 1995). In contrast, e-business
represents a new way to integrate Internet-based technol-
ogies with core business potentially affecting the whole
business (Zhu, 2004). Hence, successful e-business diffusion
is considered as one of the most significant IT innovation in
contemporary organizations. On the other hand, drawing
upon the technology diffusion perspective and the context
of Web technologies, most studies focused on Web
technologies have differentiated internal integration and
external diffusion, concentrating on the permeation of the
diffusion process in extended firm value chain (Rogers,
1995; Gonsalves et al., 1999; Ranganathan et al., 2004; Zhu
and Kraemer, 2005). Since this study is primarily
concerned with e-business diffusion, it is an Internet-based

0166-4972/$ - see front matter r 2007 Elsevier Ltd. All rights reserved.
doi:10.1016/j.technovation.2007.10.003
 ARTICLE IN PRESS
136 H.-F. Lin, S.-M. Lin / Technovation 28 (2008) 135–145
IS used by a firm to integrate internal business activities,
processes, and IS and conducting business transactions
with trading partners. Hence, to conform to the practice in
academic research, this study uses the terms ‘‘internal
integration’’ and ‘‘external diffusion’’ to represent the
e-business diffusion.
Early research on e-business emphasized how companies
derived competitive advantage, and primarily focused on
case studies of a small sample of organizations (Martin-
sons, 2002; Ihlstrom and Nilsson, 2003). Some IS studies
have examined the influences on Internet-based IS accep-
tance, adoption and use primarily based on research on
technology acceptance model (Carayannis and Turner,
2006; Cheng et al., 2006) and innovation adoption theory
(Kendall et al., 2001; Oh et al., 2003; Russell and Hoag,
2004). These studies indicated that perceived innovation
characteristics (perceived usefulness, ease of use, and
compatibility) may influence decisions regarding Internet-
based IS acceptance, adoption and use. There have been
some empirical studies (Zhu et al., 2003; Xu et al., 2004;
Zhu and Kraemer, 2005; Bayo-Moriones and Lera-Lopez,
2007) that have examined the factors influencing e-business
adoption and value creation, primarily based on the
technology–organization–environment (TOE) framework.
They have primarily assessed technology adoption and
performance, yet have not examined technology diffusion
processes. To the best of our knowledge, very limited
empirical research has been performed to evaluate the
technological, organizational, and environmental contexts
that influence the use of e-business within and outside the
firm. This study fills this gap; the objectives of this study
are as follows:
(1) To identify a comprehensive set of determinants of e-
business diffusion based on the TOE framework.
(2) To examine the influence of technological, organiza-
tional, and environmental contexts on e-business
diffusion in terms of both internal integration and
external diffusion.
(3) To provide valuable guidelines to policy-makers and
practitioners in implementing e-business and accelerat-
ing e-business development.
2. Theoretical background
The two main areas of research that serve as theoretical
foundations for this study are technology diffusion
perspective and the contexts of e-business diffusion. Key
research on these areas is briefly reviewed below.
2.1. Technology diffusion perspective
According to the innovation diffusion literature (Rogers,
1995), the diffusion of technological innovation generally
refers to the spread of use of new methods, processes, or
production systems. IS researchers have proposed the
e-business as an organization-wide ‘‘technological innova-
tion’’ (Kendall et al., 2001; Jackson and Harris, 2003; Lin
and Lee, 2005), which offers firms opportunities to
establish interactive relationships with business partners
(such as suppliers, logistics providers, wholesalers, dis-
tributors, service providers, and end customers), improve
operating efficiency and extend their reach, all at a very low
cost (Ash and Burn, 2003). E-business thus significantly
impacts business process change, diffusion innovation, and
even business transformation.
Prior technology diffusion research suggests that IT
diffusion can define as an organizational effort to diffuse
an appropriate IT within an organizational community
(Kwon and Zmud, 1987). Furthermore, in interorganiza-
tional settings, several studies argued that IT diffusion have
differentiated internal integration and external diffusion,
which encompasses a range of internal organizational
activities as well as interorganizational processes that
stretch beyond firm boundaries (Cooper and Zmud, 1990;
Fichman and Kemerer, 1997; Ramamurthy et al., 1999;
Ranganathan et al., 2004). Since e-business refers to the use
of Internet-based applications for computing and commu-
nications to manage intra- and interorganizational business
processes, it was necessary to view e-business diffusion
from both internal and external perspectives. Therefore,
based on the above theoretical considerations and litera-
ture review, this study specifies internal integration and
external diffusion as two dimensions of e-business diffu-
sion. The discussion in this study operationally defines
internal integration as the extent to which e-business is
integrated with key internal organizational activities and IS
applications. Meanwhile, external diffusion refers to the
extent to which the firm integrates its trading partners and
transactions with them through e-business systems.
2.2. The contexts of e-business diffusion
A theoretical model for e-business diffusion needs to
consider factors that influence the propensity to adopt,
implement, and diffuse the technological innovation, which
is rooted in the specific technological, organizational, and
environmental contexts of the firm. The TOE framework
serves as an important theoretical perspective for studying
contextual factors (Tornatzky and Fleischer, 1990). The
TOE framework identifies three aspects that may influence
organizational usage of technological innovation: (1)
technological context includes both internal and external
technologies used by the firm; (2) organizational context
refers to descriptive characteristics of the organization,
including firm size and scope, complexity of firm manage-
rial structure, and quality and degree of its human
resources; and (3) environmental context refers to the firm
industry and its dealings with trading partners, competitors
and government (Tornatzky and Fleischer, 1990).
The TOE framework has consistent empirical support in
the IS domain. For example, empirical studies using the
 ARTICLE IN PRESS
H.-F. Lin, S.-M. Lin / Technovation 28 (2008) 135–145
TOE framework have examined and consistently found
support for determinants of EDI adoption, including
external pressure, organizational readiness (defined as both
technology and financial resources), and perceived benefits
(Iacovou et al., 1995; Chau and Tam, 1997; Kuan and
Chau, 2001). Zhu et al. (2003) applied the TOE framework
in the financial industry to explain determinants of
e-business intent to adopt, finding support for the
importance of technology readiness, financial resources,
and firm size, as well as the regulatory environment. A
more recent survey by Zhu and Kraemer (2005) developed
a perception-based TOE framework incorporating five
factors (technology competence, firm size, financial com-
mitment, competitive pressure, and regulatory support) as
important antecedents of e-business use and organizational
outcomes. Drawing upon these empirical evidences com-
bined with the literature review and theoretical perspectives
discussed above, this study hypothesized that the TOE
framework is appropriate for studying e-business diffusion,
because e-business is made possible by technological
development of the Internet, driven by organiza-
tional readiness, and influenced by environmental factors,
especially the situations of suppliers, customers, and
competitors (Zhu and Kraemer, 2002).
3. Research model
Grounded in a two-dimensional construct of e-business
diffusion and technology diffusion contexts discussed
above, this study develops the research model as shown
in Fig. 1. Drawing upon the earlier discussion, this study
Technological context
H1
IS infrastructure
H2
IS expertise
Organizational context
Organizational H3
compatibility
Expected benefits H4
of e-business
Environmental context
Competitive H5
pressure
Trading partner H6
readiness
Fig. 1. The research model.
137
posits internal integration and external diffusion of
e-business as dependent variables. The research model also
incorporates technological, organizational, and environ-
mental contexts as important determinants of e-business
diffusion.
After reviewing the TOE framework and considering the
unique features of e-business, this study proposes those
factors that expected to influence e-business diffusion.
First, the e-business refers to conducting value chain
activities by using the Internet platform in conjunction
with existing IT infrastructure (Zhu et al., 2006). More-
over, as reviewed in Zhu et al. (2003) and Lin and Lee
(2005) technology competence (IT infrastructure, technical
expertise, and knowledge level) is an important dimension
for successful e-business adoption. Thus, this study
incorporates IS infrastructure and IS expertise within the
technological context. Second, after even configuration of
the e-business system to meet the firm needs and
preferences, a lack of fit between the e-business and
company’s business processes can hamper successful
implementation (Straub and Waston, 2001). Furthermore,
the firm is more likely to adopt a technological innovation
if it brings greater organizational benefits rather than
maintaining the status (Moore and Benbasat, 1991).
Therefore, this study includes organizational compatibility
and expected benefits within the organizational context.
Third, because the environment presents both opportu-
nities and constraints for technological innovation,
e-business is influenced by environmental factors related
to competition and interorganizational relationships (Zhu
et al., 2004; Lin et al., 2005). Additionally, e-business
E-business diffusion
Ha Internal
integration
H7
Hb
External diffusion
 ARTICLE IN PRESS
138 H.-F. Lin, S.-M. Lin / Technovation 28 (2008) 135–145
enables the firm to compete in broader market segments
and trade with wider partner base (Porter, 2001), compe-
titive pressure and trading partner readiness would be
significant facilitators to e-business diffusion. Thus, com-
petitive pressure and trading partner readiness are critical
factors that should be examined within the environmental
context.
In summary, this study adopted the TOE framework and
adapted it to the e-business domain, thus providing a
conceptual guideline for explaining important determi-
nants of e-business diffusion. The research model (see
Fig. 1) in which the two dimensions of e-business diffusion
is a function of technological (IS infrastructure and IS
expertise), organizational (organizational compatibility
and expected benefits of e-business), and environmental
contexts (competitive pressure and trading partner readi-
ness). Each of variables in the research model and
hypotheses is detailed below.
3.1. Technological context
Research has shown that firms with sophisticated IS
infrastructure have increased chances of successfully
implementing IS (Fielder et al., 1996; Zhu and Kraemer,
2005). In this study, IS infrastructure refers to technologies
that provide a foundation for Internet-related businesses.
In a comprehensive review of IS research (Kowtha and
Choon, 2001), the extent of efforts to introduce an IT
innovation depends on complementary resources and
existing IS infrastructure, since firms that are already
familiar with IT appear to have a positive attitude toward
further IT diffusion. Moreover, Zhu et al. (2003) also
argued that e-business be unlikely to become an integral
part of the value chain if firms lack necessary technology
infrastructure. Hence, it is hypothesized that increased IS
infrastructure will increase the likelihood of successful
e-business diffusion.
H1a, H1b. IS infrastructure positively affects the
e-business diffusion (in terms of internal integration and
external diffusion).
IS expertise is defined as the firm level of specialized IS
expertise in e-business. Firms are more likely to adopt
complex technological innovations when IS expertise is
available, and IS expertise thus can increase firm propen-
sity to implement technological innovation (Crook and
Kumar, 1998; McGowan and Madey, 1998). Chau and
Tam (1997) identified lack of IS expertise as a key factor
inhibiting IS evolution and implementation. Empirical
evidence exists that firms whose employees have the
necessary skills and technical knowledge are more likely
to develop e-business applications (Lin and Lee, 2005).
Hence, this study hypothesizes that a higher level of IS
expertise is likely to integrate e-business with internal IS
applications and to be linked to a greater proportion of
trading partners and business transactions.
H2a, H2b. IS expertise positively affects the e-business
diffusion (in terms of internal integration and external
diffusion).
3.2. Organizational context
The examination of organizational contexts in this study
includes organizational compatibility, which refers to the
degree to which a technological innovation is perceived as
being consistent with existing operating practices, beliefs
and values, past experiences, and needs (Rogers, 1995).
Greater compatibility between organizational policy and
technological innovation is positive because it permits
innovation to be interpreted in more familiar contexts
(Rogers, 1995). E-business can lead to significant changes
in work procedures because it replaces numerous manual
paper-based work procedures with electronic means and
may even involve the reengineering of entire value chain.
Therefore, greater fit among components of e-business, for
example between e-business functions and existing operat-
ing practices, is desirable because it increases the likelihood
of achieving successful e-business diffusion. Furthermore,
Kwon and Zmud (1987) concluded that incompatibility of
new technologies with existing values and work practices is
one of the greatest inhibitors in IS implementation.
Thus, when firms perceive e-business as compatible with
existing beliefs and work practices, they are more likely to
be positively predisposed to promoting its successful
diffusion.
H3a, H3b. Organizational compatibility positively affects
the e-business diffusion (in terms of internal integration
and external diffusion).
Perceived benefits refer to the degree to which new
technologies provide more benefits than old ones. Research
on IS adoption and implementation has identified the
importance of expected benefits of IS in post adoption
behaviors such as use and diffusion (Cooper and Zmud,
1990). Correspondingly, facilitators of e-business imple-
mentation reported obvious benefits such as increased
sales, greater efficiency of internal processes, increased
employee productivity, improved customer service, reduced
inventory and procurement costs, and improved coordina-
tion with trading partners (Zhu and Kraemer, 2005). Gibbs
and Kraemer (2004) reported a lack of awareness of IS
benefits to be one of the most significant barriers to IS
implementation and expansion. Some empirical studies
also validated that positive perceptions of the benefits of
technological innovation provide an incentive for the use of
new technologies (Chau and Tam, 1997; Ramamurthy et
al., 1999). Hence, this study hypothesizes that higher
expected benefits of e-business are likely to facilitate
extensive use of e-business within and outside the firm.
H4a, H4b. Expected benefits of e-business positively affect
the e-business diffusion (in terms of internal integration
and external diffusion).
 ARTICLE IN PRESS
H.-F. Lin, S.-M. Lin / Technovation 28 (2008) 135–145
3.3. Environmental context
This study defines competitive pressure as pressure
resulting from a threat of losing competitive advantage,
forcing firms to adopt and diffuse e-business. Numerous
studies have identified competitive pressure as an impor-
tant determinant of degree of computerization (Dasgupta
et al., 1999), adoption and use of interorganizational
systems (Grover, 1993), EDI diffusion (Ramamurthy et al.,
1999), or e-business adoption (Zhu et al., 2003). Further-
more, e-business is a capability that provides infrastructure
for managing information and facilitates inter-firm colla-
boration to improve transactional efficiencies, expand
existing channels, and to take advantage of new opportu-
nities. Firms that are first-movers in deploying e-business
have tended to derive the greatest advantages. Hence,
e-business is expected to be implemented and operated
most successfully in highly competitive environments.
H5a, H5b. Competitive pressure positively affects the e-
business diffusion (in terms of internal integration and
external diffusion).
Considerable empirical support exists for the importance
of trading partner readiness in successfully implementing
Internet-based technologies, since partner relationships are
significant determinants of interorganizational systems
adoption and implementation (Chau and Tam, 1997).
Iacovou et al. (1995) suggested that a powerful supplier or
customer may pursue IS strategies to induce its trading
partners to use e-business because value can be maximized
only when many trading partners are using e-business.
Simatupang et al. (2002) also argued that greater trading
partner expertise provides firms with an external reason for
using e-business linkages. Hence, it is hypothesized that
increased trading partner readiness will lead to greater
internal integration and external diffusion of e-business.
H6a, H6b. Trading partner readiness positively affects the
e-business diffusion (in terms of internal integration and
external diffusion).
3.4. Integration and diffusion of e-business
Internal integration is defined as the degree of inter-
connectivity among organizational activities and IS appli-
cations. The aim of technology integration is to enhance
responsiveness of IS and enable information exchange
within the firm and along the value chain, thereby
improving transactional efficiencies and expanding the
existing channel (Goodhue et al., 1992; Zhu and Kraemer,
2002). Moreover, researchers have observed that integrated
Internet-based IS help firms improve communication
between employees, suppliers, and customers and form
electronic linkages across organizational boundaries
(Champy, 2002). Internal integration is critical for
e-business, because e-business requires full integration of
Internet-based technologies with current core business
139
operations, and e-business systems should aid automated
business processes and streamlined information flows along
the value chain. Thus, this study hypothesizes that firms
with higher degrees of internal integration of e-business are
more likely to establish electronic linkages with trading
partners.
H7. Internal integration of e-business positively affects the
external diffusion of e-business.
4. Research methodology
4.1. Measurement development
Measurement items used in this study were adapted from
previously validated measure or were developed on the
basis of a literature review. IS infrastructure was measured
with items adapted from Premkumar and Ramamurthy
(1995). The measure focused on the telecommunications
and database infrastructure. IS expertise was assessed with
items adapted to reflect the firm level of specialized IS
expertise (Thong, 1999). Three items measured the
organizational compatibility of e-business with existing
operating practices, beliefs and value systems, and IS
infrastructure (Ramamurthy et al., 1999). Expected bene-
fits were measured using four strategic benefits, each of
which was assessed in terms of to what degree it motivated
firms to implement e-business: expanding markets for
existing products/services, providing more timely and
accurate information for decision-making, providing a
better mode of transaction communication, and improving
coordination with trading partners (Zhu et al., 2004).
Competitive pressure, which measures the degree of
pressure exerted by competitors on the e-business imple-
mentation decision, was assessed using two items based on
guidelines provided by Premkumar and Ramamurthy
(1995). Trading partner readiness was measured using four
items derived from Chwelos et al. (2001). The measure
focused on potential partner willingness and ability to use
e-business.
Two variables, internal integration and external diffu-
sion of e-business, were used to measure the e-business
diffusion. Internal integration was assessed by the level of
integration of e-business in four major IS applications,
namely accounting and financial management, material
and inventory control, order processing and fulfillment,
and sales force automation (Ramamurthy et al., 1999).
External diffusion was measured using four items asking
respondents about the extent to which e-business achieves
electronic integration with suppliers and customers. These
items were adapted from Ramamurthy and Premkumar
(1995) and Zhu (2004). For all the measures, a five-point
Likert scale was adopted with anchors ranging from
strongly disagree (1) to strongly agree (5). Table 1 lists
the final questionnaire items used to measure each
construct.

140 H.-F. Lin, S.-M. Lin / Technovation 28 (2008) 135–145
Table 1
Summary of measurement scales
Constructs/Measures
IS infrastructure (ISI) composite reliability ¼ 0.88
ISI1 Our firm has a good
telecommunications infrastructure
ISI2 There are integrated Web applications
encompassing different functional
areas
ISI3 Our firm shares the databases for
various applications, rather than
having a separate database for each
application
IS expertise (ISE) composite reliability ¼ 0.83
ISE1 IS employees are generally aware of
the functions of e-business
ISE2 Our firm hires highly specialized or
knowledgeable personnel for e-
business
ISE3 IS employees are well trained in e-
business
Organizational compatibility (OC) composite reliability ¼ 0.86
OC1 Implementing the changes caused by
the adoption of e-business is
compatible with existing operating
practices
OC2 Implementing the changes to work
procedures initiated by the adoption
of e-business is compatible with the
beliefs and values in our firm
OC3 The adoption of e-business is
compatibility with existing IS
infrastructure
Expected benefits of e-business (EBE) composite reliability ¼ 0.89
EBE1 E-business is useful to expand market
for existing products/services
EBE2 E-business is useful to provide more
timely and accurate information for
decision-making
EBE3 E-business is useful to provide a better
mode of transaction communication
EBE4 E-business is useful to improve
coordination with trading partners
Competitive pressure (CP) composite reliability ¼ 0.77
CP1 Our firm experienced competitive
pressure to implement e-business
CP2 Our firm would have experienced a
competitive disadvantage if e-business
had not been adopted
Trading partner readiness (TPR) composite reliability ¼ 0.90
TPR1 Majority trading partners requested
implementation of e-business
TPR2 Majority trading partners
recommended implementation of e-
business
TPR3 Trading partners are generally very
knowledgeable regarding technical
matters
TPR4 Trading partners contain considerable
technical expertise
ARTICLE IN PRESS
Table 1 (continued )
Constructs/Measures Factor
Factor loading
loading
Internal integration (II) composite reliability ¼ 0.92
Extent of integration of e-business in y
0.86 II1 Accounting and financial management 0.92
II2 Material and inventory control 0.88
0.81 II3 Order processing and fulfillment 0.76
II4 Sales force automation 0.89
External diffusion (ED) composite reliability ¼ 0.96
0.84
Extent of use of e-business in y
ED1 Exchange operational data with 0.93
suppliers
ED2 Exchange of operational data with 0.95
business customers
ED3 Facilitating shipment and logistics 0.89
0.78
management with suppliers
ED4 Customer service support 0.91
0.85
0.72 4.2. Survey administration
To empirically test the research model, a sample is
0.79 selected from China Credit Information Service Ltd. in
2005 that were listed in a database published by the 1000
largest firms in Taiwan. To ensure that IS executives
received the questionnaire and maximize the response rate,
0.85
four research assistants spent one month telephoning these
1000 firms; they asked the target firms whether they
adopted e-business and asked for the name of the CIO,
0.81 CTO, or most senior IS executives. Firms that were not
adopters of e-business were removed from the list. This
process produced a sample of 732 firms in several different
industries. The final questionnaires were mailed to the 732
0.84 IS executives in the summer of 2006. A cover letter
explaining the study objectives and stamped return
0.87 envelope were enclosed. Follow-up letter were sent
approximately one month after the initial mailing.
Of the 732 distributed, 163 completed and usable
0.74
questionnaires were returned, representing a response rate
0.80 of 22.3%. All respondents were CIO, CTO, or IS
executives who had worked in the IS field for an average
of 9.7 years. The majority of respondents were from
manufactures, representing 37.8% of the sample. The next
0.77
highest were from banking, finance and insurance entities,
0.81 representing 21.4% of the sample. The remaining cate-
gories exhibit a modest range of representation from a
minimum of 0.9% (foods) to a maximum of 9.2%
(wholesale). The sample was split between 0 and 1000
employees (60.2%) and greater than 1000 employees
0.82
(39.8%).
0.76
4.3. Questionnaire data analysis
0.85
Data analysis utilized a two-stage approach as recom-
mended by Anderson and Gerbing (1988). The first stage
0.90 involves the analysis of the measurement model, while the
second stage tests the structural relationships among latent
 ARTICLE IN PRESS
H.-F. Lin, S.-M. Lin / Technovation 28 (2008) 135–145 141

constructs. The aim of the two-stage approach is to assess Table 3

the reliability and validity of the measures before their use Model fit indices for the structural model
in the research model. Model fit indices Results Recommended
Confirmatory factor analysis (CFA) was applied to value
assess the reliability and validity of the proposed con-
structs. Table 1 presents the results of the CFA analysis. Chi-square statistic w2/df 2.03 p3
NNFI 0.90 X0.90
For a measurement model to have sufficiently good model
CFI 0.93 X0.90
fit, the w2 value normalized by degrees of freedom (w2/df) RMSEA 0.067 p0.08
should not exceed 3 (Bagozzi and Yi, 1988), and Non-
Normed Fit Index (NNFI) and Comparative Fit Index
(CFI) should exceed 0.9. For the current CFA model, w2/df 0.80 to suggest a problem with multicollinearity among the
was 1.98 (w2 ¼ 430; df ¼ 217), NNFI was 0.91, CFI ¼ 0.94, research variables (Hair et al., 1995).
suggesting adequate model fit. Additionally, the results in The structural model reflecting the assumed linear,
Table 1 indicate that the composite reliability of all scales causal relationships among the constructs was tested with
exceeds the 0.7 thresholds for acceptable reliability, as the data collected from the validated measures. The model
suggested by Bagozzi and Yi (1988). The convergent fit indices were within accepted thresholds: w2 to degrees of
validity was established if all indicator loadings were freedom ratio of 2.03 (w2 ¼ 457; df ¼ 225), NNFI ¼ 0.90,
statistically significant and greater than 0.7. For the current CFI ¼ 0.93, and RMSEA ¼ 0.067 (see Table 3).
CFA model, all factor loadings were above the 0.7 Table 4 shows the results of hypotheses. Ten out of the
threshold (see Table 1) (Bagozzi and Yi, 1988). Finally, 13 hypotheses exhibited a p-value less than 0.05, while the
the discriminant validity of the scales was assessed using remaining three were not significant at the 0.05 level of
the guideline suggested by Fornell and Larcker (1981): the significance. Two technological variables (IS infrastructure
square root of the average variance extracted (AVE) from and IS expertise), one organizational variable (expected
the construct should be greater than the correlation in the benefits of e-business) and one environmental variable
model. Table 2 lists the correlations among the constructs, (competitive pressure) were found to positively influence
with the square root of the AVE on the diagonal. All the internal integration and external diffusion of e-business.
diagonal values exceed the inter-construct correlations; However, contrary to hypotheses H3a and H3b, organiza-
hence the test of discriminant validity was acceptable. tional compatibility showed no significant influence on
Therefore, we conclude that the scales should have internal integration and external diffusion of e-business.
sufficient construct reliability and validity. Moreover, trading partner readiness exhibited significant
In addition to validity assessment, this study examined influence on external diffusion of e-business, but not on
the extent of multicollinearity problems (see Table 2). The internal integration of e-business. Consequently, hypoth-
highest squared correlation among the research variables esis H6b was supported, while hypothesis H6a was not
was 0.58 between the aggregated measure of internal supported. Finally, hypothesis H7 was supported which
integration of e-business and external diffusion of proposed a positive association between internal integra-
e-business. None of the squared correlations was close to tion and external diffusion.
The explanatory power of the research model is also
Table 2 shown in Table 4. The R2 values showed that IS
Correlations and AVE infrastructure, IS expertise, expected benefits of e-business,
and competitive pressure account for 41% of variance of
AVE Construct
internal integration of e-business. Moreover, together with
ISI ISE OC EBE CP TRP II ED technological, organizational, and environmental context
variables and internal integration explained 57% of the
ISI 0.70 0.84 variance in external diffusion.
ISE 0.62 0.31 0.79
OC 0.67 0.47 0.50 0.82
EBE 0.66 0.46 0.22 0.41 0.81 5. Discussion and implications
CP 0.62 0.52 0.37 0.45 0.34 0.79
TRP 0.70 0.50 0.32 0.28 0.32 0.51 0.84 5.1. Summary of results
II 0.75 0.44 0.42 0.36 0.53 0.40 0.17 0.87
ED 0.85 0.36 0.39 0.22 0.55 0.32 0.24 0.76 0.92
This study examines the relationships between techno-
Note 1: Diagonal elements (in bold) are the square root of the average logical, organizational, and environmental contexts and
variance extracted (AVE). Off-diagonal elements are the correlations two measures of e-business diffusion: internal integration
among constructs. For discriminant validity, diagonal elements should be and external diffusion. The findings indicate that firms with
larger than off-diagonal elements.
sophisticated IS infrastructure and IS expertise are
Note 2: ISI ¼ IS infrastructure; ISE ¼ IS expertise; OC ¼ organizational
compatibility, EBE ¼ expected benefits of e-business, CP ¼ competitive important in explaining both aspects of e-business diffu-
pressure, TRP ¼ trading partner readiness, II ¼ internal integration, sion. The results are similar to Kowtha and Choon’s (2001)
ED ¼ external diffusion. findings that firms with more sophisticated technological
 ARTICLE IN PRESS
142 H.-F. Lin, S.-M. Lin / Technovation 28 (2008) 135–145

Table 4
Results of estimation structural model

Hypothesis Path from Path to R2 Path coefficient Supported?

H1a IS infrastructure Internal integration 0.41 0.22** Yes

H2a IS expertise 0.25** Yes
H3a Organizational compatibility 0.04 No
H4a Expected benefits of e-business 0.37*** Yes
H5a Competitive pressure 0.16* Yes
H6a Trading partner readiness 0.01 No
H1b IS infrastructure External diffusion 0.57 0.26** Yes
H2b IS expertise 0.31** Yes
H3b Organizational compatibility 0.08 No
H4b Expected benefits of e-business 0.28** Yes
H5b Competitive pressure 0.21** Yes
H6b Trading partner readiness 0.16* Yes
H7 Internal integration 0.27** Yes

*po0.05, **po0.01, ***po0.001.

resources (hardware, software, expertise) may be more able
to implement IS effectively. Accordingly, firms with
sophisticated IS infrastructure and IS expertise are more
likely to increase e-business diffusion. This implies that
technology competence helps to leverage existing IS
applications and data resources across key processes along
the value chain.
Unexpectedly, organizational compatibility did not
significantly impact the e-business diffusion. This result
may occur because organizational compatibility may
influence initial e-business adoption, but not extent of
implementation. That is, e-business adopting firms may
have already made requisite organizational changes,
reducing the influence of organizational compatibility in
distinguishing different levels of e-business diffusion. This
result may also occur because the sample firms were
current e-business adopters, and thus there is likely to be
less variance in the organizational environments in which
their e-business diffusion is embedded. Moreover, the
results further indicate that the expected benefits of
e-business positively influence two major aspects of
e-business diffusion–integration of e-business with internal
IS applications and external diffusion of e-business with
trading partners. As Chwelos et al. (2001) noted, expected
benefits can provide motivation for IS implementation and
expansion because employee appreciation of the relative
advantages of the new system influences the extent of IS
implementation.
This study shows that the emergence of competitive
pressure obviously is a key determinant of integration and
diffusion of e-business. This implies that when firms face
strong competition, they tend to implement more aggres-
sively. Moreover, this study found that higher levels of
trading partner readiness were found to have a positive
influence on the external diffusion of e-business. However,
this study did not support the hypothesis that trading
partner readiness had positively effects on the internal
integration of e-business. One possible explanation is that
this study was based on samples obtained in large
Taiwanese firms, which tend to use persuasive or coercive
power to influence trading partner adoption of e-business.
Thus, trading partners have less influence on their internal
IS applications and business processes.
Finally, this study found significant positive associations
between both internal integration and external diffusion of
e-business. The results are consistent with those of
Ranganathan et al. (2004), who observed that the internal
assimilation of web technologies creates capabilities that
enhance a firm’s ability to diffuse web-based systems in the
extended enterprise. Thus, firms with greater internal
integration of e-business are in a better position to facilitate
easier diffusion of e-business systems.
5.2. Implications for practitioners
This study has the following implications for practi-
tioners initiating or currently conducting e-business im-
plementation exercises. First, technology resources are key
variables indicating that the greater sophistication of IS
structure and expertise leads to greater degree of success in
implementing e-business. Top management and IS execu-
tives wishing to deploy e-business need to assess their
technological investments, as suggested by empirical
research findings. This implies that firms must pay
considerable attention to the capability to integrate
e-business with IS applications, and keep in mind that
technology competence constitutes both physical infra-
structure and intangible knowledge, such as Internet skills
and e-business know-how. As e-business diffuses and
becomes necessary, IS sophistication and technical knowl-
edge for e-business becomes even more significant,
consistent with recent e-business case studies (Auramo
et al., 2005). Firms with sophisticated IS resources can
more easily integrate and utilize e-business. Second,
because benefit potential was important for both internal
integration and external diffusion of e-business, top
management and IS executives should be proactive in
their efforts to identify opportunities from emerging
 ARTICLE IN PRESS
H.-F. Lin, S.-M. Lin / Technovation 28 (2008) 135–145
Internet-based technologies. Moreover, a main implication
of this finding is that increasing user awareness of the
benefits of e-business would positively affect the efficient
usage and diffusion of e-business. Hence, top management
and IS executives should remind e-business venders to
make more efforts to assist users in becoming aware of the
benefits of e-business through training programs. Finally,
the emergence of competitive pressure as a key variable
emphasizes the need to electronically integrate business
operations, both internally and with trading partners. As
competition increases, firms may feel the need to adopt e-
business more extensively to achieve competitive advan-
tage. Accordingly top management and IS executives
should create an e-business environment conducive to
improving responsiveness market changes and enhancing
customer services. By promoting e-business usage in a
wider scope of value chain activities, firms can obtain rich
information about markets and strengthen online integra-
tion with trading partners.
5.3. Limitations and future research
The study suffers some important limitations. First, owing
to budgetary constraints, this study uses a single respondent
from each target firm. Although IS executives are expected to
be knowledgeable with expertise in e-business diffusion, a
lack of further respondents from the same firm exist and do
not allow evaluating the e-business perceptions of the entire
group. Future research should attempt to collect responses
from several knowledgeable responses from the same
organization to capture the notion of collectively held
e-business diffusion. Second, since the sample population
for this research was restricted to firms using e-business, the
results can only be generalized for firms that have
implemented e-business. Further research can be performed
on non-adopters to determine the differences in technologi-
cal, organizational, and environmental factors between
adopters and non-adopters. Third, compatibility was found
to be insignificant in influencing e-business diffusion. Perhaps
this study did not draw a clear distinction between ‘‘technical
compatibility’’ and ‘‘organizational compatibility’’ (Rama-
murthy and Premkumar, 1995). Technical compatibility
corresponds to the extent of fit of the new technology with
existing data and telecommunications infrastructure, while
organizational compatibility refers to the extent of fit of the
new technology with firm’s organizational structure or
strategy. Some research suggested that compatibility may
be related to the implementation success of Internet-based IS
(Lee and Kim, 2007). Future research should attempt to
operationalize both forms of compatibility more comprehen-
sively in order to investigate their possibly different effects on
e-business diffusion. Fourth, besides the factors proposed
here, numerous other technological, organizational, and
environmental factors also affect IT implementation and the
associated benefits. IT activity intensity, top management
attitude, organizational structure, and interorganizational
dependence have all been identified as potential moderators
143
in the IT productivity literature (Ranganathan et al., 2004).
Future studies can test whether these variables also affect the
e-business diffusion. Finally, the longitudinal study of
Bergeron and Raymond (1997) showed that the EDI
implementation process (such as the planning of EDI
adoption, testing and evaluation of initial transactions) does
not exert a long-term influence on EDI advantage, but is
positively associated with EDI advantage in the short term.
It would be interesting to examine how the impact of various
contextual factors on the diffusion of e-business changes over
time. Future studies can gather longitudinal data to examine
the causality and interrelationships between variables that
are important to diffuse e-business innovation.
6. Conclusions
As contemporary organizations increasingly attempt to
improve their performance in value chain activities by
using the Internet-based technologies, it becomes a
significant undertaking for firms to diffuse e-business
innovation to share information, facilitate transactions,
improve customer service and strengthen coordination with
trading partners. Hence, it is important to understand
the determinants of e-business diffusion. Using e-business
as an example of more general technological innovations,
this study develops a research model to examine the
influence of six contextual factors on two dimensions of
e-business diffusion (in terms of internal integration
and external diffusion). The results and findings not only
help top management and IS executives to facilitate
e-business deployment, but also provide theoretical foun-
dations for future research. The major contributions of this
study are:
(1) Through instrument development and hypotheses
testing, the results showed that technological resources
(e.g., physical IS infrastructure and intangible
e-business know-how), expected benefits of e-business,
and competitive pressure were three key determinants
of both dimensions of e-business diffusion–internal
integration and external diffusion. Trading partner
readiness was other key determinants of the extent of
external diffusion of e-business. These results reinforce
some of the past findings of technology diffusion, IS
implementation, and partner relationship literatures.
Therefore, to ensure effective e-business diffusion, top
management and IS executives need to ensure not only
that appropriate technology is considered and adopted,
but also that the firm continuously adapt itself to the
internal learning requirements and new environmental
changes.
(2) Focusing on internal integration and external diffusion
of e-business, this study is more different than the
literature that examined IT diffusion with an adoption
versus non-adoption focus (Fichman, 2000). This study
emphasizes that it is imperative for firms to pay as
much attention to the integration of e-business in
 ARTICLE IN PRESS
144 H.-F. Lin, S.-M. Lin / Technovation 28 (2008) 135–145
internal organizational activities and IS applications as
to the interorganizational diffusion of Internet with
their trading partners. Seeking to further our under-
standing on the e-business diffusion, this study
proposes a more comprehensive model that features
TOE factors as determinants regard to e-business
integration and diffusion. The research model can be
used as a theoretical framework for studying other
types of technological innovations.
Acknowledgment
The author would like to thank the National Science
Council of the Republic of China, Taiwan for financially
supporting this research under Contract No. NSC94-2416-
H-019-012.
References
Abu-Musa, A.A., 2004. Auditing e-business: new challenges for external
auditors. Journal of American Academy of Business 4 (1), 28–41.
Anderson, J.C., Gerbing, D.W., 1988. Structural equation modeling in
practice: a review and recommended two-step approach. Psychological
Bulletin 103, 411–423.
Ash, C.G., Burn, J.M., 2003. A strategic framework for the management
of ERP enabled e-business change. European Journal of Operational
Research 146 (2), 374–387.
Auramo, J., Kauremaa, J., Tanskanen, K., 2005. Benefits of IT in supply
chain management: an explorative study of progressive companies.
International Journal of Physical Distribution and Logistics Manage-
ment 35 (2), 82–100.
Bagozzi, R.P., Yi, Y., 1988. On the evaluation of structural equation
model. Journal of the Academy of Marketing Science 16 (1), 74–94.
Bayo-Moriones, A., Lera-Lopez, F., 2007. A firm-level analysis of
determinants of ICT adoption in Spain. Technovation 27 (6), 352–366.
Bergeron, F., Raymond, L., 1997. Managing EDI for corporate
advantage: a longitudinal study. Information & Management 31 (6),
319–333.
Carayannis, E.G., Turner, E., 2006. Innovation diffusion and technology
acceptance: the case of PKI technology. Technovation 26 (7), 847–855.
Champy, J., 2002. X-Engineering the Corporation. Warner Books,
New York.
Chau, P.Y.K., Tam, K.Y., 1997. Factors affecting the adoption of open
systems: an exploratory study. MIS Quarterly 21 (1), 1–24.
Cheng, J.M.S., Sheen, G.J., Lou, G.C., 2006. Consumer acceptance the
Internet as a channel of distribution in Taiwan? A channel function
perspective. Technovation 26 (7), 856–864.
Chwelos, P., Benbasat, I., Dexter, A.S., 2001. Empirical test of an EDI
adoption model. Information Systems Research 12 (3), 304–321.
Cooper, R.B., Zmud, R.W., 1990. Information technology implementa-
tion research: a technological diffusion approach. Management
Science 36 (2), 123–139.
Crook, C.W., Kumar, R.L., 1998. Electronic data interchange: a multi-
industry investigation using grounded theory. Information & Manage-
ment 34 (2), 75–89.
Dasgupta, S., Agarwal, D., Ioannidis, A., Gopalakrishnan, S., 1999.
Determinants of information technology adoption: an extension of
existing models to firms in a developing country. Journal of Global
Information Management 7 (3), 30–53.
Fichman, R.G., 2000. The diffusion and assimilation of information
technology innovations. In: Zmud, R.W. (Ed.), Framing the Domains
of IT Management: Projecting the Future Through the Past. Pinnaflex
Publishing, Cleveland, OH, pp. 105–127.
Fichman, R.G., Kemerer, C.F., 1997. The assimilation of software process
innovations: an organizational learning perspective. Management
Science 43 (10), 1345–1363.
Fielder, K.D., Grover, V., Teng, J.T.C., 1996. An empirically derived
taxonomy of information technology structure and its relationship to
organizational structure. Journal of Management Information Systems
13 (1), 9–34.
Fornell, C., Larcker, D.F., 1981. Evaluating structural equation models
with unobservable variables and measurement error. Journal of
Marketing Research 18 (1), 39–50.
Gibbs, J.L., Kraemer, K.L., 2004. Cross-country investigation of the
determinants of scope of e-commerce use: an institutional approach.
Electronic Markets 14 (2), 124–137.
Gonsalves, G.C., Lederer, A.L., Mahaney, R.C., Newkirk, H.E., 1999.
A customer resource life cycle interpretation of the impact of the
World Wide Web on competitiveness: expectations and achievements.
International Journal of Electronic Commerce 4 (1), 103–120.
Goodhue, D.L., Wybo, M.D., Kirsch, L.J., 1992. The impact of data
integration on the costs and benefits of information systems. MIS
Quarterly 16 (3), 293–311.
Grover, V., 1993. An empirical derived model for the adoption of
customer-based interorganizational systems. Decision Sciences 24 (3),
603–640.
Hair Jr., J.F., Anderson, R.E., Tatham, R.L., Black, W.C., 1995.
Multivariate Data Analysis with Readings. Prentice-Hall, Englewood
Cliffs, NJ.
Iacovou, C.L., Benbasat, I., Dexter, A.S., 1995. Electronic data
interchange and small organization: adoption and impact of technol-
ogy. MIS Quarterly 19 (4), 465–485.
Ihlstrom, C., Nilsson, M., 2003. E-business adoption by SMEs—
prerequisites and attitudes of SMEs in a Swedish Network. Journal
of Organizational Computing and Electronic Commerce 13 (3),
211–223.
Jackson, P., Harris, L., 2003. E-business and organizational change.
Journal of Organizational Change Management 16 (5), 497–511.
Kendall, J.D., Tung, L.L., Chua, K.H., Dennis Ng, C.H., Tan, S.M.,
2001. Receptivity of Singapore’s SMEs to electronic commerce
adoption. Journal of Strategic Information Systems 10 (3), 223–342.
Kowtha, N., Choon, T., 2001. Determinants of Website development: a
study of electronic commerce in Singapore. Information & Manage-
ment 39 (3), 227–242.
Kuan, K.K.Y., Chau, P.Y.K., 2001. A perception-based model for EDI
adoption in small business using a technology–organization–environ-
ment framework. Information & Management 38 (8), 507–512.
Kwon, T.H., Zmud, R.W., 1987. Unifying the fragmented models
of information systems implementation. In: Boland, Jr., R.J.,
Hirschheim, R.A. (Eds.), Critical Issues in Information Systems
Research. Wiley, New York, pp. 227–252.
Lee, S., Kim, K., 2007. Factors affecting the implementation success of
Internet-based information systems. Computers in Human Behavior
23 (4), 1853–1880.
Lin, H.F., Lee, G.G., 2005. Impact of organizational learning and
knowledge management factors on e-business adoption. Management
Decision 43 (2), 171–188.
Lin, H.F., Lee, G.G., Lee, C.P., 2005. The influence of partnership
attributes on the perceived benefits of business-to-business electronic
commerce. Asia Pacific Management Review 10 (5), 329–339.
Martinsons, M.G., 2002. Electronic commerce in China: emerging success
stories. Information and Management 39 (7), 571–579.
McGowan, M.K., Madey, G.R., 1998. The influence of organizational
structure and organizational learning factors on the extent of EDI
implementation in U.S. firms. Information Resource Management
Journal 11 (3), 17–27.
Moodley, S., 2003. The challenge of e-business for South African apparel
sector. Technovation 23 (7), 557–570.
Moore, G.C., Benbasat, I., 1991. Development of an instrument to
measure the perceptions of adopting an information technology
innovation. Information Systems Research 2 (3), 192–222.
 ARTICLE IN PRESS
H.-F. Lin, S.-M. Lin / Technovation 28 (2008) 135–145
Oh, S., Ahn, J., Kim, B., 2003. Adoption of broadband Internet in Korea:
the role of experience in building attitudes. Journal of Information
Technology 19 (4), 267–280.
Porter, M., 2001. Strategy and the Internet. Harvard Business Review 79
(3), 63–78.
Premkumar, G., Ramamurthy, K., 1995. The role of interorganizational
and organizational factors on the decision mode for adoption of
interorganizational systems. Decision Sciences 26 (3), 303–336.
Ramamurthy, K., Premkumar, G., 1995. Determinants and outcomes of
EDI diffusion. IEEE Transactions on Engineering Management 32 (4),
332–351.
Ramamurthy, K., Premkumar, G., Crum, M.R., 1999. Organizational and
interorganizational determinants of EDI diffusion and organizational
performance: a casual model. Journal of Organizational Computing
and Electronic Commerce 9 (4), 253–285.
Ranganathan, C., Dhaliwal, J.S., Teo, T.S.H., 2004. Assimilation and
diffusion of Web technologies in supply-chain management: an
examination of key drivers and performance impacts. International
Journal of Electronic Commerce 9 (1), 127–161.
Rogers, E., 1995. Diffusion of Innovation. Free Press, New York.
Russell, D.M., Hoag, A.M., 2004. People and information technology in
the supply chain: social and organizational influences on adoption.
International Journal of Physical Distribution and Logistics Manage-
ment 34 (2), 102–122.
Sauer, C., 2000. Managing the Infrastructure. In: Willcocks, L., Sauer, C.
(Eds.), Moving to E-business. Random House, London.
Simatupang, T.M., Wright, A.C., Sridharan, R., 2002. The knowledge of
coordination for supply chain integration. Business Process Manage-
ment Journal 8 (3), 289–308.
Straub, D.W., Waston, R., 2001. Transformational issues in researching IS and
Net-enabled organizations. Information Systems Research 12 (4), 337–345.
Teo, T.S.H., Ranganathan, C., Dhaliwal, J., 2006. Key dimensions of
inhibitors for the deployment of web-based business-to-business
electronic commerce. IEEE Transactions on Engineering Management
53 (3), 395–411.
Thong, J.Y.L., 1999. An integrated model of information systems
adoption in small business. Journal of Management Information
Systems 15 (4), 187–214.
Tornatzky, L.G., Fleischer, M., 1990. The Processes of Technological
Innovation. Lexington Books, Lexington, MA.
Xu, S., Zhu, K., Gibbs, J., 2004. Global technology, local adoption: a
cross-country investigation of Internet adoption by companies in the
United States and China. Electronic Markets 14 (1), 13–24.
Yang, S.M., Yang, M.H., Wu, J.B., 2005. The impacts of establishing
enterprise information portals on e-business performance. Industrial
Management and Data Systems 105 (3), 349–368.
Zhu, K., 2004. The complementarily of information technology infrastructure
and e-commerce capability: a resource-based assessment of their business
value. Journal of Management Information Systems 21 (1), 167–202.
Zhu, K., Kraemer, K.L., 2002. E-commerce metrics for net-enhanced
organizations: assessing the value of e-commerce to firm performance
145
in the manufacturing sector. Information Systems Research 13 (3),
275–295.
Zhu, K., Kraemer, K.L., 2005. Post-adoption variations in usage and
value of e-business by organizations: cross-country evidence from the
retail industry. Information Systems Research 16 (1), 61–84.
Zhu, K., Kraemer, K.L., Xu, S., 2003. Electronic business adoption by
European firms: a cross-country assessment of the facilitators
and inhibitors. European Journal of Information Systems 12 (4),
251–268.
Zhu, K., Kraemer, K.L., Xu, S., Dedrick, J., 2004. Information
technology payoff in e-business environment: an international
perspective on value creation of e-business in the financial
services industry. Journal of Management Information Systems 21
(1), 17–54.
Zhu, K., Dong, S., Xu, S.X., Kraemer, K.L., 2006. Innovation diffusion in
global contexts: determinants of post-adoption digital transformation
of European companies. European Journal of Information Systems 15
(6), 601–616.
Hsiu-Fen Lin is an assistant professor in
the Department of Shipping and Trans-
portation Management, National Tai-
wan Ocean University. She received her
Ph.D. degree in Information Manage-
ment from National Taiwan University
of Science and Technology, Taiwan, in
2004. Her research interests include
electronic commerce, knowledge man-
agement and organizational impact of
information technology. Her research has appeared in Informa-
tion and Management, Journal of Information Science, Behaviour
& Information Technology, Internet Research, Knowledge Man-
agement Research and Practices, Management Decision, and
several conference proceedings.
Szu-Mei Lin is a lecturer in the Taipei
County Leh-Lih Elementary School,
Taipei, Taiwan. She received her master
degree in Industrial Technology Educa-
tion from National Taiwan Normal
University, Taiwan, in 1997. Her re-
search interests include electronic com-
merce and organizational behavior.