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Sustainable Competitive Advantage in E-Commerce and the Role of the Enterprise System

Sustainable Competitive Advantage in E-Commerce and the Role of the Enterprise System

Petra Schubert, Susan P. Williams, Ralf Woelfle
Copyright: © 2011 |Volume: 7 |Issue: 2 |Pages: 17
ISSN: 1548-1115|EISSN: 1548-1123|EISBN13: 9781613506943|DOI: 10.4018/jeis.2011040101
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MLA

Schubert, Petra, et al. "Sustainable Competitive Advantage in E-Commerce and the Role of the Enterprise System." IJEIS vol.7, no.2 2011: pp.1-17. http://doi.org/10.4018/jeis.2011040101

APA

Schubert, P., Williams, S. P., & Woelfle, R. (2011). Sustainable Competitive Advantage in E-Commerce and the Role of the Enterprise System. International Journal of Enterprise Information Systems (IJEIS), 7(2), 1-17. http://doi.org/10.4018/jeis.2011040101

Chicago

Schubert, Petra, Susan P. Williams, and Ralf Woelfle. "Sustainable Competitive Advantage in E-Commerce and the Role of the Enterprise System," International Journal of Enterprise Information Systems (IJEIS) 7, no.2: 1-17. http://doi.org/10.4018/jeis.2011040101

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Abstract

Developing and sustaining a competitive advantage from the use of information technology is a topic of concern for information systems research. Mata et al. (1995) present a model that is founded on the resource-based view of the firm. The model is used to discuss factors that lead to competitive advantage in e-commerce companies. This paper explores factors that enable sustainable competitive advantages in B2C retailing. The analysis is based on a single in-depth case study of an Internet pioneer company (LeShop), which was observed by the authors since its inception more than 10 years ago. The research data stems from a series of interviews with managers at LeShop as well as two case studies about the company from two different points in time (2000 and 2009). LeShop is an online pioneer, which began selling groceries on the Internet in Switzerland in April 1998. After a turbulent few years, LeShop is now one of the few successful e-commerce suppliers in the supermarket segment worldwide. The discussion includes an analysis of further critical resources of the company from a resource-based view.

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