CHAPTER ONE
INTRODUCTION
1.1 Background to the Study
The rapid advancement of mobile technology has ushered in a new era of connectivity and efficiency in the business world, with mobile business-to-business (B2B) applications playing a pivotal role in reshaping organizational operations. These applications, designed specifically for seamless interactions between businesses, have demonstrated a profound impact on organizational performance across various industries. The convenience and accessibility offered by mobile B2B applications have transformed the traditional business landscape, allowing companies to streamline communication, enhance collaboration, and optimize their processes. Lee, Y., & Benbasat, I. (2004).
One significant area where the impact of mobile B2B applications is evident is in supply chain management. These applications provide real-time visibility into the supply chain, enabling businesses to track shipments, monitor inventory levels, and respond swiftly to changes in demand. The result is a more agile and responsive supply chain, leading to improved efficiency and reduced operational costs. Additionally, mobile B2B applications contribute to enhanced decision-making by providing executives and managers with instant access to critical business data, empowering them to make informed choices on the go. Rodrigues, L. M., & Craighead, C. W. (2017).
Moreover, the integration of mobile B2B applications has revolutionized customer relationship management (CRM). Companies can now engage with clients more effectively, providing personalized services and solutions through mobile platforms. This enhanced connectivity fosters stronger client relationships, leading to increased customer satisfaction and loyalty. The impact of these applications on organizational performance is further highlighted by their role in fostering innovation. By leveraging mobile B2B applications, companies can facilitate collaboration among employees, leading to the generation of creative ideas and solutions that drive continuous improvement. Han, K., Kim, J., & Srivastava, R. P. (2017).
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1.2 Statement of the Problem
The increasing adoption of mobile business-to-business (B2B) applications has undoubtedly transformed the dynamics of organizational operations, promising enhanced efficiency and connectivity. However, despite the growing prevalence of these applications, there is a notable gap in understanding the nuanced impact they have on organizational performance. The current literature lacks a comprehensive analysis of how mobile B2B applications influence various facets of business functions, from supply chain management to customer relationship strategies. This gap poses a challenge for businesses seeking to optimize their operations through mobile technology, as there is a need for a more nuanced understanding of the specific mechanisms through which these applications contribute to, or potentially hinder, organizational performance. Lee, Y., & Benbasat, I. (2004).
Furthermore, the rapid evolution of mobile technology and the continuous development of new B2B applications necessitate a timely investigation into their implications for organizational performance. Organizations may face challenges in navigating the ever-changing landscape of mobile B2B applications, understanding which features and functionalities align with their specific business goals. As such, a clear and up-to-date examination of the problems and opportunities associated with the impact of mobile B2B applications on organizational performance is crucial for businesses to adapt, innovate, and thrive in the contemporary digital business environment. , L. M., & Craighead, C. W. (2017).Top of Form
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1.3 Objectives of the Study
The main objective of the study is to examine Impact of Mobile business to business applications on organizational performance. Specific objectives of the study are:
- 1. To identify the Key Performance Indicators (KPIs) impacted by mobile B2B applications.
- 2. To analyze the factors influencing the effectiveness of mobile B2B applications for performance improvement.
- To develop a framework for measuring and optimizing the value of mobile B2B applications for organizational performance.
1.4 Research Questions
To guide the study and achieve the objectives of the study, the following research questions were formulated:
- To what extent do mobile B2B applications improve operational efficiency, as measured by KPIs like cycle time, error rates, and process completion times?
- How do user adoption rates and user interface (UI) design of mobile B2B applications affect their impact on organizational performance?
- What are the key metrics and methodologies to effectively measure the return on investment (ROI) of mobile B2B applications?
1.5 Research Hypothesis
The following research hypothesis was developed and tested for the study:
Ho: There is no statistical significant relationship between Mobile business and business applications on organizational performance.
1.6 Significance of the Study
The study is important for many reasons. The following are the major stakeholders this paper through its practical and theoretical implications and findings will be of great significance:
Firstly, the paper will benefit major stakeholders and policy makers in the Business Admin sector. The various analysis, findings and discussions outlined in this paper will serve as a guide in enabling major positive changes in the industry and sub-sectors.
Secondly, the paper is also beneficial to the organizations used for the research. Since first hand data was gotten and analysed from the organization, they stand a chance to benefit directly from the findings of the study in respect to their various organizations. These findings will fast track growth and enable productivity in the organisations used as a case study.
Finally, the paper will serve as a guide to other researchers willing to research further into the subject matter. Through the conclusions, limitations and gaps identified in the subject matter, other student and independent researchers can have a well laid foundation to conduct further studies.
1.7 Scope of the Study
The study is delimited to Flutter Wave. Findings and recommendations from the study reflects the views and opinions of respondents sampled in the area. It may not reflect the entire picture in the population.
1.8 Limitations of the Study
The major limitations of the research study are time, financial constraints and delays from respondents. The researcher had difficulties combining lectures with field work. Financial constraints in form of getting adequate funds and sponsors to print questionnaires, hold Focus group discussions and logistics was recorded. Finally, respondents were a bit reluctant in filling questionnaires and submitting them on time. This delayed the project work a bit.
1.9 Organization of the Study
The study is made up of five (5) Chapters. Chapter one of the study gives a general introduction to the subject matter, background to the problem as well as a detailed problem statement of the research. This chapter also sets the objectives of the paper in motion detailing out the significance and scope of the paper.
Chapter Two of the paper entails the review of related literature with regards to corporate governance and integrated reporting. This chapter outlines the conceptual reviews, theoretical reviews and empirical reviews of the study.
Chapter Three centers on the methodologies applied in the study. A more detailed explanation of the research design, population of the study, sample size and technique, data collection method and analysis is discussed in this chapter.
Chapter Four highlights data analysis and interpretation giving the readers a thorough room for the discussion of the practical and theoretical implications of data analyzed in the study.
Chapter Five outlines the findings, conclusions and recommendations of the study. Based on objectives set out, the researcher concludes the paper by answering all research questions set out in the study.
REFERENCES
Lee, Y., & Benbasat, I. (2004). Understanding the Impact of B2B E-Commerce on Firm Performance: An Integration of Dynamic Capabilities and Market Conditions. Journal of the Association for Information Systems, 5(6), 222-253.
Rodrigues, L. M., & Craighead, C. W. (2017). The Impact of Mobile Business Intelligence on Competitive Advantage: A Resource-Based View. Journal of Information Technology Management, 28(4), 50-63.
Han, K., Kim, J., & Srivastava, R. P. (2017). A Comprehensive Review of Mobile Business Research: Current Status and Future Trends. Information Systems Management, 34(2), 123-139.
Chen, I. J., & Popovich, K. (2003). Understanding Customer Relationship Management (CRM): People, Process and Technology. Business Process Management Journal, 9(5), 672-688.
Tang, Z., & Hamm, S. (2012). The Impact of Mobile Technology on Team Dynamics: A Resource-Based Perspective. MIS Quarterly, 36(3), 871-893.
