CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
With the emergence of smartphones, the way of buying goods online has changed. So far, mobile devices have little influence on the business process management. The possibilities, which come with these devices are huge, because they can measure context information. This information can be anything that is measurable through a sensor or available via information systems and important to a specific situation like location, customer history or the next appointment in the calendar. Hence, these devices have the potential to influence organizational performance and improve their procedure. Davenport [Dave13] defined business processes as “a structured, measured set of activities designed to produce a specific output for a particular customer or market”. They also support the critical organisation functions and help to achieve defined goals. To manage these processes, a business process lifecycle (BPL) has been defined. It is typically divided into the parts of design, implementation, execution and controlling [GeTs98], [Wesk07]. The BPL is repeated iteratively to improve continuously the processes. Mobile devices have the ability to influence the entire BPL. They have sensors, for example to measure positioning, acceleration, brightness etc. on board. These sensors could help to gather context information about business processes, which can be used further to analyse, adapt and improve organizational performance in the future.
According to a report done at the end of 2010 by the International Telecommunicating Unions there were 5.3 billion cell phone users worldwide in which 90% of them used mobile networks (Maceli, 2011). Businesses have been using a new mobile phenomenon known as “mobile apps”. A mobile app is a software program than runs in a wireless device such as a smart phone or tablet. Mobile apps are changing the way of the world from increased revenue resulting from consumers buying apps to increased productivity and satisfaction in the work place resulting from training techniques, and books that are now available as apps. The way of the business consumer relationship is rapidly changing.
This paper therefore shows the potential of mobile devices and their application for organizational performance.
1.2 Problem of the study
Mobile business to business applications can be defined as an indirect or direct transaction with an impending financial worth carried out by means of wireless technology networks. By the use of mobile services, customers can receive or send emails, purchase services and goods online, can conduct banking and financial transactions, find friends, book tickets, trade stocks, play interactive game online, and may download animations, graphics or music online. The major benefit mobile business to business applications offered to the user is the ability to access or carry out tasks anytime and anywhere. Provided such innovation and differentiation, mobile business to business applications has turned out to be successful in the global market. This paradigm has drawn researchers’ attention to examine and review the factors that helps in gaining business intelligence and organizational performance to business managers so that they can develop an effective strategy to gain competitive advantage. Most of the studies revolve around the traditional adoption theories and models like the theory of DOI (Diffusion of Innovation), TPB (Theory of Planned Behavior), and TAM (Technology Acceptance Model). On the contrary, several researchers have drawn the conclusion that traditional models of adoption are not enough to gain in-depth understanding of success factors, which has an effective on business intelligence and organizational performance in relation to the use of mobile business to business applications. This paper examines the Impact of Mobile Business to Business (B2B) Applications on organizational Performance (A Case study of Springlight Technology).
1.3 Objectives of the study
The aim of the study is to examine the Impact of Mobile Business to Business (B2B) Applications on organizational Performance (A Case study of Springlight Technology).
Following objectives include;
- To investigate if and how small businesses use the new technology, mobile business applications.
- To investigate the impact that the technology has on organizational performance.
- and to examine how satisfied the business owner is with these activities.
1.4 Research Questions
- How will small businesses use the new technology, mobile business applications?
- What is the impact that the technology has on organizational performance?
- How satisfied is the business owners with these activities?
1.5 Research Hypothesis
Ho1: the New Technology (Mobile business to business application) has a significant impact on organizational performance.
1.6 Significance of the study
The literature significantly lacks in understanding of mobile business to business applications in relation to business intelligence and organizational performance as majority of studies have focused on examining the topic depended on the perspective of technology user via tradition theories of technology adoption. Moreover, few researchers have assessed the role of mobile business to business applications in enhancing business intelligence and organizational performance, since it is a new concept. Therefore, this research assists in synthesizing with the previous study of Pitt, Parent, Junglas, Chan & Spyropoulou (2011) on the subject of mobile commmerce, as well as streamline the effort of present and upcoming studies in a common direction. The focus of this study is to gain insight on how mobile business to business applications/business to business applications improves organizational performance.
1.7 Scope of the research
The scope of this report was not restricted to the Impact of Mobile Business to Business (B2B) Applications on organizational Performance (A Case study of Springlight Technology). The reason for the choice of the case study is to assess small business owners’ perceptions on the importance of mobile technology in relation to their business.
1.8 Limitations of the study
The Major Limitations of the study are:
Cost Limitation: There was a cost limitation. This means that we could not offer any gift or monetary incentives for the respondents to answer the questionnaire. This might have resulted in certain prospective respondents choosing not to respond to the questionnaire. This might not have created a motivation among respondents not to take a chance to give opinions.
Time Limitation: There are two types of time limitation faced during the study. The study was done for a period of election. Hence the results would reflect the impact of the time constraint. The insights of the respondents were observed during the period of study. A more extensive study conducted over a larger time period or during a special period of time like when there were higher numbers of issues.
