Le commerce electronique interentreprises dans les PME manufacturieres: Determinants, impacts et trajectoires d'adoption

The main objective of the thesis by articles is to gain a better understanding of the adoption process of 8usiness-to-8usiness electronic commerce (B-to-B ecommerce) in the specific context of manufacturing SMEs. Four sets of research questions can be formulated: 1) How the level of B-to-B e-commerce penetration can be measured? Is it possible to derive a more appropriate measure than the ones found in previous research work? 2) What are the most important determinants of the level of B-to-B e-commerce in the specific context of manufacturing SMEs? Are the leaders in B-to-B ecommerce significantly different from the laggards? 3) What is the focus of B-to-B e-commerce initiatives in these firms? Is there a link between organizational characteristics and the focus of xvi B-to-B e-commerce? Do benefits derived from B-to-B e-commerce differ depending on the focus? 4) Could an evolutionary model of the diffusion of B-to-B e-commerce be derived? Do SMEs follow different adoption trajectories? Is there a cumulative effect of benefits?;Determinants of the adoption of B-to-B: 8y comparing two groups of manufacturing SMEs - leaders versus laggards (according to their score of penetration of the B-to-B), we attempted to determine the the relative significance of B-to-B e-commerce antecedents (or determinants). Organizational characteristics (size, export) and some external stimuli (influence of competitors) do not seem to differentiate the leaders from laggards. The import level (slightly) and the stimuli from suppliers and customers (mainly) discriminate between the two groups of SMEs. The leaders group adopted complex processes mostly related to the function of product development, engineering and design.;Implementation of B-to-B: Implementation is the realization of the technology strategy and differs from firm to firm. We proposed that this strategy in the contexte of manufacturing SMEs is primarily internally oriented in order to improve processes or externally oriented in order to better anticipate or respond to the needs of key partners, customers and suppliers. The focus (orientation) of the strategy carried out in e-commerce B-to-B results in four groups significantly different from manufacturing SMEs: a first group of SMEs with no particular focus, a second group mainly supplier oriented, a third group mainly client oriented and finally a fourth group whose strategy for electronic commerce is aimed at both suppliers and customers.;Diffusion of B-to-B: We have proposed a new evolutionary model of diffusion of B-to-B among SMEs. The model was tested with 192 manufacturing SMEs (electronic survey) and in 12 manufacturing SMEs (field study and case study). The model includes six stages): Stage 00: No adoption without the intention to adopt; Stage 0: No adoption, but intend to adopt; Stage 1: Adoption informational; Stage 2: Adoption -simple transactions (eg buy and sell online), Stage 3: Adoption -complex transactions (eg, electronic auctions or tenders online) and Stage 4: Adoption -online collaboration with business partners.;The main results can be discussed along four dimensions. The measure of the level of B-to-B e-commerce penetration: We have proposed that B-to-B a-commerce can be adopted to varying degrees, depending on the number and types of business processes that are electronicaly supported. This implies that the penetration rate can vary between zero (no adoption) and 100%. It goes without saying that 100% is unrealistic and difficult to achieve. 8ecause some processes are more complex than others, it would be inaccurate to claim that two organizations that have adopted the same number of processes have the same level of innovative behavior.;The most important results can be summarized as follows: 1) The size is not a predominant factor between SMEs that are not engaged in e-commerce (stages 00 and 0) or those that are at lower stages of adoption (stages 1 and 2). The size of SMEs increased significantly for stages 3 and 4. 2) The adoption is cumulative xix 3) The majority of SMEs (79%) follow the stages in the evolutionary model. SMEs (21%), making technological leaps by jumping one or more stages are inexperienced (and therefore too optimistic) or forced by their partners, especially customers, to adopt more advanced processes. The presence of electronic marketplaces with sophisticated functionalities also allows some smaller companies to leapfrog stages. In the latter case, it is a technology push. 4) No SME intend to return to a previous stage. 5) The profits are consistent with stages 1, 2, 3 and 4 and are mostly cumulative. (Abstract shortened by UMI.)...