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Many studies indicated that technological, organizational, and environmental organizational predictors as the key determinants for attitudes toward the adoption of E-commerce. However, a few studies focus on the innovativeness of these relationships. This study focuses on the moderating effect of innovativeness on the relationship between attitude toward the adoption of E-commerce and its determinants. Data were collected from 259 SME owners/managers through a self-administered questionnaire, and structural equation modeling was used to analyze the data. The results identified perceived relative advantage, compatibility, complexity, organizational readiness, IT knowledge, competitive pressure, and supplier and customer pressure as important drivers of managers' attitudes toward Ecommerce adoption. Furthermore, the findings indicated a stronger positive relationship between compatibility, competitive pressure, and attitude for managers with high innovativeness as opposed to low levels of innovativeness. These results supported the view that innovativeness can shape managers' attitudes toward E-commerce adoption. The results will help SME owners/managers to plan and promote E-commerce adoption and grow their businesses. Governments can use the results of this research to develop more focused policies to encourage more favourable E-commerce adoption attitudes among managers of SMEs. [ABSTRACT FROM AUTHOR]

Resource limitation has always been an issue discussed in different fields of science. By using dynamic capabilities, companies can respond to environmental fluctuations despite their limited resources. This study aims to understand the development of dynamic capabilities in new ventures. The methodology is a qualitative multiple-case study analysis. It draws on in-depth interviews with 15 new ventures in the field of IT selected using purposive sampling. The results identified four critical factors for the development of dynamic capabilities in new ventures, which are the antecedents of dynamic capability development: characteristics of the management team, resources, and capabilities of the firm, strategic orientations, and the environment. These improve the performance of the firm through radicalness. The results provide valuable insights for managers and researchers on creating and developing dynamic capabilities in new ventures. [ABSTRACT FROM AUTHOR]

This study examines how managerial incentives may drive firms to adopt a proactive strategic posture to implement more information technology (IT) than competitors. We consider both performance incentives that motivate managers to enhance firm returns and risk incentives that motivate managers to take risks. Our empirical analysis shows that while the proactiveness in IT strategic posture leads to both firm returns and firm risk, risk incentives rather than performance incentives essentially drive the proactiveness in IT strategic posture. These findings highlight the issue of managerial risk aversion and the important role of risk incentives in strategic IT decisions. Our study also shows that in diversified firms, risk incentives have a stronger marginal impact on the proactiveness in IT strategic posture in secondary business areas than in primary business areas. Performance incentives, however, may even generate a negative marginal impact on the proactiveness in IT strategic posture in secondary business areas. These results generate important implications for corporate owners regarding how to use various managerial incentives to motivate strategic IT decisions. The online appendix is available at . [ABSTRACT FROM AUTHOR]