84
The Role of Government in E-Business Adoption
… We came out of that with the instruction from
&XVWRPVWRDSSO\IRUDGLJLWDOFHUWL¿FDWHVRZH
need to get these processes in place.
Phase 2: Survey Methodology
A survey of all Australian wineries, excluding
the microsize wineries processing less than 20
tons of grapes per year, was conducted in the
latter part of 2004 using a self-administered
questionnaire. The survey was designed to collect
detailed information about the nature and extent
of the wineries’ e-business adoption, and among
other things, to statistically test the proposition
that some elements of e-business behaviour oc-
cur in response to government related activity
on the Internet.
Responses were received from 198 of the
1,065 wineries, giving an overall response rate
of 18.6%. The response rate varied by winery
VL]HLQFUHDVLQJVLJQL¿FDQWO\DFURVVWKHIRXUVL]H
categories used in the analysis (F
2
(3) = 32.28, p
< .001). See Table 1 for winery size categories,
population and response numbers. The survey
collected basic background information on each
winery, and included separate sections for each
of the following types of e-business processes:
e-mail; use of external Web sites; and three pos-
sible types of winery Web sites — public for B2C,

extranet for B2B, and intranet for winery staff
only. Feedback on the winery’s overall use of e-
EXVLQHVVDORQJZLWKLGHQWL¿FDWLRQRIEDUULHUVWR
further (or any) adoption and general comments
were also sought.
The survey included statements designed to
test the proposition that government e-business
DFWLYLW\ZDVDIDFWRURILQÀXHQFHUHVSRQGHQWV
were provided with a 5-point Li ker t scale to show
WKHLU OHYHO RI DJUHHPHQW 7KH ³'R QRW NQRZ´
responses were treated as missing responses for
the statistical calculations. The Likert scale, while
strictly an ordinal scale, has been shown to have
VXI¿FLHQWLQWHUYDOFKDUDFWHULVWLFVIRUWKHFRPSXWD-
WLRQRIPHDQVQRWWREHLQYDOLG³DULWKPHWLFPHDQV
V H H P W R FO R V HO \ U H ÀH F W J U R XS D W W L W X G H V W RZD UG V W K H 
stimuli” (Hofacker, 1984). Therefore the response
means illustrated differences in responses by
winery size when the nonparametric tests for or-
GLQDOGDWDVKRZHGDVLJQL¿FDQWGLIIHUHQFHE\VL]H
existed. Response differences by winery size for
the factor statements were investigated using the
Kruskal-Wallis K Independent Sample test. This
test is appropriate for an ordinal scale and makes
no assumptions about the underlying distribution
of the data, which in this case was not normally
GLVWULEXWHG6XPPDU \¿QGLQJVUHODWHGWRWKHUROH
RIJRYHUQPHQWLQÀXHQFHDUHQRZUHSRUWHG
Survey Finding 1: Government
,QÀXHQFHV(0DLODQG8VHRI

Government Web Sites
The survey data analysis revealed that e-govern-
PHQWDFWLYLW\LQÀXHQFHGHPDLODQGH[WHUQDO:HE
site use but had negligible direct impact on the
operation or content of Web sites operated by the
wineries. This is not particularly surprising when
the purposes of the different e-business process
W\SHVDUHFRQVLGHUHGDQGLVSDUWRIWKHZLGHU¿QG-
LQJWKDWIDFWRUVLQÀXHQFLQJHEXVLQHVVDGRSWLRQ
do not impact in the same way across the various
HEXVLQHVVSURFHVVGRPDLQV6RPHVSHFL¿FJRY-
ernment related results are detailed next.
With regard to e-mail use, three quarters of
the wineries use e-mail to communicate with
government agencies and departments, but
small wineries, when compared with the larger
ZLQHULHV ¿QG OHVV FRQYHQLHQFH IURP XVLQJ H
mail with government organisations. Turning
to use of external Web sites, the most common
W\SHDFFHVVHGE\ZLQHULHVDUHWKHVSHFL¿FZLQH
industry Web sites, some of which are operated
by Australian Government authorities (e.g., the
Australian Wine and Brandy Corporation is the
Australian government authority responsible for
the promotion and regulation of Australian wine
and brandy). Almost 90% of wineries, regardless
of their size, use the Internet to access these sites.
85
The Role of Government in E-Business Adoption
The next most common type of Web sites accessed

by wineries is government sites connected with
legislation and regulation compliance. In this case
KRZHYHUXVDJHGLIIHUVVLJQL¿FDQWO\E\ZLQHU\
size: for example, 72% of small wineries compared
with 100% of very large wineries (F
2
(3) = 11.88, p
< .01, N = 155). For exporting wineries, usage of
RQOLQHFRPSOLDQFHSURFHVVHVGLIIHUHGVLJQL¿FDQWO\
by winery size. For example, approximately 45%
of the small and medium wineries used the online
compliance process for wine export approvals
compared with approximately 75% of the large
DQGYHU\ODUJHZLQHULHVDVLJQL¿FDQWGLIIHUHQFH
in usage level (F
2
(3) = 15.92, p < .01, N = 76). The
same type of pattern was observed for wineries
using the Web to process customs clearances,
with only about 15% of small and medium win-
eries using this option, except that in this case
the usage levels of very large wineries, at 64%,
was markedly higher than that of the large win-
eries at 30%. The difference by winery size for
RQOLQHFXVWRPFRPSOLDQFHLVVLJQL¿FDQWF
2
(3) =
15.79, p < .01, N = 31). Note: the uptake of online
compliance for export customs declarations has
changed considerably since the export component

of Australia’s Integrated Cargo System went live
in late 2004. Online transaction processing for
export declarations is now close to 100%; see
Table 2 for details.
Analysis of survey responses indicated B2G
related e-business is increasing, with clear evi-
GHQFHWKDWPRVWUHVSRQGHQWVDUH¿QGLQJFRPSOL-
ance with government regulations easier due to
the functionality and utility of e-government
Web sites. Respondents also anticipated that their
e-business activities in the next 12 to 18 months
will be dominated by increasing use in the areas
of B2B and B2G rather than the area of B2C.
Overall there was a perception that the role of e-
government on e-business adoption by wineries
LQJHQHUDOLVVLJQL¿FDQWDQGLVLQIDFWDVWURQJHU
DQGPRUHLQÀXHQWLDOIDFWRUWKDQWKDWRIWKHGLUHFW
relative advantage delivered by e-business to the
wineries themselves.
Survey Finding 2: Network
Infrastructure Limitations Acts
as Major Barrier
Empirical evidence from the census survey re-
vealed that the limitations of available network
speeds and network connection costs are two
common barriers to further e-business adoption
by Australian wineries, with close to 50% of
respondents citing these two issues as barriers.
These barriers apply to wineries regardless of
organisation size. Telstra is the only network

carrier with physical lines into all regional and
remote sites. The quality of the lines away from
major cities and regional centres provides only
limited support for e-business activity. For ex
-
ample, ADSL broadband connections are only
available within approximately three and a half
kilometres of an ADSL enabled exchange (Telstra,
2004), and many wineries are located outside this
range. As one interview respondent made clear,
inferior Internet access in regional areas is also
accompanied by higher costs: regional businesses
pay more to get less.
The following example illustrates the problem
in terms of e-commerce costs. A very large, pri-
Y D W H O \ R Z Q H G Z L Q H U \Z L W K RI ¿F H VL QD O O $ X V W U D O L D Q 
states uses online processes for compliance where
possible. However, the main production centre is
located near a major regional town situated further
than three kilometres from the nearest Telstra
exchange, with broadband access not available.
The standard Internet connection at their regional
production site has an annual cost of $11,000 and
is 130 times slower than the speed of a similar
,QWHUQHWFRQQHFWLRQDWWKHLUFLW\RI¿FHZKLFKKDV
an annual cost of $2,000. The winery spends an
additional $90,000 a year to upgrade their Internet
connection speed at the regional winery location
to acceptable speeds, and Telstra has required
up-front contributions of approximately $100,000

for infrastructure upgrades. The winery has little
choice other than to make these investments in
86
The Role of Government in E-Business Adoption
RUGHUWRJHWVXI¿FLHQWVSHHGIRUWUDQVDFWLRQSUR-
cessing across the Web.
7KHZLQHU\UHVHDUFKFRQ¿UPHGWKDWLPSURYH-
ments in network infrastructure quality and low-
ering associated e-commerce costs are needed in
order to reduce the most common barriers facing
Australian organisations in the adoption of e-busi-
ness processes. The current limited penetration
of broadband access in Australia acts as a serious
inhibitor for growth of e-business adoption, par-
ticularly for SMEs and many regional organisa-
WLRQVZKR¿QGWKHFRVWEXUGHQRIXSJUDGLQJWKHLU
own telecommunication infrastructure to ensure
an acceptable Internet access speed is too high for
WKHUHVXOWLQJOHYHORIEHQH¿W7KHYDULRXVOHYHOV
of government recognise their responsibility for
improvements in network infrastructure. For
example, the Australian Federal Government
has developed a national strategy for improving
broadband access across the country in partner-
ship with state and territory governments. Objec-
tives include the development of a coordinated
approach to future network development in order
to reduce price and location barriers, and in par-
ticular to provide affordable broadband services
in regional Australia (OIE, 2004b). The Victorian

State Government has gone further, by agreeing
to combine with Telstra to establish a high-speed
¿EUHRSWLFQHWZRUNDFURVV9LFWRULDWRFRQQHFWDOO
VFKRROVSROLFHRI¿FHVDQGJRYHUQPHQWRI¿FHVDW
a total cost of over $120 million (Barker, 2005).
Once implemented, this high speed Internet access
will advantage e-business operations in Victoria
in comparison with the other states.
MANDATING ADOPTION ENSURES
E-GOVERNMENT SUCCESS
An interesting point to note from the interview
comments provided previously is the awareness
of the lack of choice with regard to compliance
with the changes stemming from the government’s
power to regulate and to control the means by
which compliance with regulation occurs. The
wineries were not choosing to adopt online
transactions for export clearance compliance
— they simply had no choice in the matter. Nor
were the respondents anticipating much in the
ZD\RIGLUHFWEHQH¿WIRUWKHPVHOYHV²LQVWHDG
they were acting in response to a directive they
could not ignore because the directive came from
a stakeholder with a much higher degree of power
than themselves. It is reasonable to assume that
all Australian exporting organisations, not just
wineries, will have been conscious of their lack
of choice in deciding whether or not to adopt the
online process for ICS.
So how successful has the Australian Gov-

ernment been in forcing Australian exporters
to process their export declarations via online
transaction processing using digital signatures
as evidence of identity? The answer is they have
been extremely successful. In a correspondence
from the Federal Minister for Justice and Customs
(C. Ellison, personal communication, August 1,
2005), less than 1% of all export declarations
have been lodged since ICS went live in Sep-
tember 2004 using the alternative manual paper
system. The manual system is designed with
disincentives: extra costs are attached and it is
only available at a limited number of locations.
The monthly breakdown of export declarations
processed between September 2004 and July 2005
between the electronic and manual alternatives
is shown in Table 1.
The Australian government has gone to great
lengths to support exporting clients during the
rollout of ICS by conducting training sessions in
capital cities and large regional centres; provid-
ing online guides; and by providing an electronic
simulation of ICS for new clients in order to build
familiarity with the system. Broadband access is
not required for the Web-based system to oper-
ate with full functionality, and clients in remote
regions of Australia have successfully adopted
the online system.
87
The Role of Government in E-Business Adoption

The example of successful ICS adoption by
Australian organisations illustrates the point
that organisations sometimes adopt e-business
processes because of stakeholder pressure. It
is not relative advantage or ease of use driving
the adoption decision. The decision to adopt is
forced because a more powerful member of the
VWDNHKROGHUJURXSRQHZLWKVXI¿FLHQWSRZHUWR
mandate change, dictates how the process will be
managed. The role of relationship management
between stakeholders in the context of e-govern-
ment projects and uneven stakeholder power is
examined further in work by Chan, Pan, and
Tan (2003).
The development and adoption of the ICS
by the Australian government is an example of
HJRYHUQPHQWGHVLJQHGIRUWKHEHQH¿WRIJRYHUQ-
ment and the nations’ citizens as a whole, with a
particular focus on increasing security levels. The
Australian government has chosen to introduce
online compliance with online evidence of iden-
WLW\(2,YLDGLJLWDOFHUWL¿FDWHVDQGSURYLVLRQ
of online security via public key infrastructure
3.,LQRUGHUWRUHDSEHQH¿WVRIEHWWHUJRYHUQ-
PHQWUDWKHUWKDQIRUEHQH¿WWRWKHH[SRUWHUVDQG
importers. The need for online EOI has forced all
participating users of the online system to pur-
FKDVHGLJLWDOFHUWL¿FDWHV,QWXUQPDQ\RUJDQLVD-
WLRQVZLOOIRUWKHYHU\¿UVWWLPHKDYHRYHUFRPH
any hurdle which the lack of online evidence of

identity had previously presented. It is possible
that the introduction of the ICS within Australia
may pave the way for increased adoption of other
online transaction processes which require digital
FHUWL¿FDWHV IRU (2, SXUSRVHV DOWKRXJK DW WKLV
stage, this is merely speculation.
FUTURE RESEARCH
There is much scope for future research in the role
o f g ov e r n m e n t s w i t h r e g a r d t o e - b u s i n e s s a d o p t i o n
and stakeholder relationships. The observations
made in this chapter on the role of government
in e-business adoption suggest that the theoreti-
cal framework from the DOI perspective needs
P R G L ¿F D W L R Q Z K H Q D S S O L H G W RH  E X V L QH V V D G R S W LR Q  
Figure 2 illustrates some suggested changes to
the DOI theory by adding in an extra innovation
characteristic related to the network externality
HIIHFWZKHQEHQH¿WGHSHQGVRQDGRSWHUQXPEHUV
while the stakeholder pressures from the external
HQYLURQPHQWKDYHDOVREHHQLQFOXGHGZLWKLQÀX-
ence from e-government singled out because of
its pivotal role in determining many e-business
conditions and compliance processes within
national boundaries.
E-government is still emerging and developing
as a mechanism for reliable, secure, and effective
government. As more e-government projects come
online and experience grows, then analysis of the
successes and failures will be vital to improving
our understanding of how governments can best le-

YHUDJHEHQH¿WIURPHEXVLQHVVSURFHVVHVIRUWKHLU
nation and citizens. Research by IS professionals
will aid this analysis process and potentially guide
future directions of both e-government projects
and the provision of government controlled struc-
WXULQJFRQGLWLRQVWRDOORZHEXVLQHVVWRÀRXULVK
within the marketplace.
CONCLUSION
T h e r o l e of g ov e r n m e n t i n e - b u s i n e s s a d o p t io n h a s
been shown to be multifaceted. First, governments
play an important role as an e-business champion.
The Australian government is committed to this
role because of the strong belief that e-business will
strengthen and improve the Australian economy.
Second, governments are responsible for provid-
ing the physical network infrastructure that most
of the nation’s citizenry and organisations rely on
for the conduct of their e-business practices. The
quality, speed, and cost of this access are crucial
elements in determining the effectiveness, depth,
and extent of e-business adoption for many organi-
sations. The example from Australia discussed
88
The Role of Government in E-Business Adoption
earlier served to illustrate this point. Third, the
development of e-government for the purpose of
LPSURYLQJFRPPXQLFDWLRQÀRZRILQIRUPDWLRQ
and online transaction processing to aid regula-
tion awareness and compliance acts as a strong
driver of e-business adoption in some, but not all,

e-business process domains. There is evidence that
governments can use their powerful stakeholder
position to effectively force online adoption for
compliance purposes when necessary, in order
to maximise adopter numbers and thus increase
WKHEHQH¿WVIRUJRYHUQPHQWDQGWKHQDWLRQWRWKH
level desired. A theoretical implication follows: all
RUJDQLVDWLRQVZLWKVXI¿FLHQWVWDNHKROGHUSRZHU
whether private (big businesses) or government,
have the potential to effectively mandate adoption
of their own e-business processes which strongly
depend on the number of adopters to achieve suf-
¿FLHQWUHODWLYHDGYDQWDJH
REFERENCES
ACIL. (2002). 3DWKZD\V WR SUR¿WDELOLW\ IRU
small and medium wineries. ACIL Consulting.
Retrieved from .
au/images/pdf/wine_report_v2.pdf
Allen Consulting Group. (2002). Australia’s in-
formation economy: The big picture. Melbourne:
NOIE.
Anderson, D. (2000). Creating and nurturing a
premier e-business. Journal of Interactive Mar-
keting, 14(3), 67-73.
Anderson, K. (2000). Export-led growth. Re-
trieved April 29, 2006, from dc.
gov.au/reports/GLC/00-52.pdf
Anderson, K. (2001, May). Prospects ahead for
the wine industry. The Australian Grapegrower
and Winemaker, 448, 67-74.

Bakry, S. H., & Bakry, F. H. (2001). A strategic
view for the development of e-business. Interna-
tional Journal of Network Management, 11(2),
103-112.
%DUNHU *  -XQH  +LJK¿EUH GLHW IRU
regions. The Age.
Brown, E. (2002). Accelerating the up-take of
e-commerce by small and medium enterprises
(Report and Action Plan). Small Enterprise Tele-
communications Centre (SETEL). Retrieved from
/>Chan, C. M. L., Pan, S L., & Tan, C W. (2003).
Managing stakeholder relationships in an e-
government project. Paper presented at the 9
th
Americas Conference on Information Systems,
Tampa, Florida.
Chau, S. B., & Turner, P. (2001, December 5-7).
A four phase model of EC business transforma-
tion amongst small to medium sized enterprises:
3UHOLPLQDU\ ¿QGLQJV IURP  $XVWUDOLDQ FDVH
studies. Paper presented at the 12
th
Australasian
Conference on Information Systems, Coffs Har-
bour, NSW, Australia.
Chen, T J. (2003). The diffusion and impacts of
the Internet and e-commerce in Taiwan. I-Ways,
26(4), 185-193.
Chengalur-Smith, I., & Duchessi, P. (1999). The
initiation and adoption of client-server technology

in organizations. Information & Management,
35(2), 77-88.
Cottrill, K. (2001, March 5). E-government grows.
7UDI¿F:RUOG 19.
Davis, F. D. (1989). Perceived usefulness, perceived
ease of use, and user acceptance of information
technology. MIS Quarterly, 13(3), 318-340.
Dunt, E. S., & Harper, I. R. (2002). E-commerce
and the Australian economy. The Economic Re-
cord, 78(242), 327-342.
Fichman, R. G. (2001). The role of aggregation
in the measurement of IT-related organizational
innovation. MIS Quarterly, 25(4), 427-455.
89
The Role of Government in E-Business Adoption
Gefen, D., Pavlou, P., Warkentin, M., & Rose, G.
(2002). EGovernment adoption. Paper presented at
the Eighth Americas Conference on Information
Systems, Dallas, TX.
Gibbs, J., Kraemer, K. L., & Dedrick, J. (2003).
Environment and policy factors shaping global
e-commerce diffusion: A cross-country compari-
son. Information Society, 19(1), 5-18.
Hofacker, C. F. (1984). Categorical judgment
scaling with ordinal assumptions. Multivariate
Behavioural Research, 19(1), 91-106.
Katz, C. M. L. S. (1986). Technology adoption in
the presence of network externalities. Journal of
Political Economy, 94(4), 822-842.
Ke, W., & Wei, K. K. (2004). Successful e-gov-

ernment in Singapore. Communications of the
ACM, 47(6), 95-99.
Kwon, T. H., & Zmud, R. W. (1987). Unifying the
fragmented models of information systems imple-
mentation. In R. J. Boland & R. A. Hirschheim
(Eds.), Critical issues in information systems
research (pp. 227-251). New York: John Wiley
& Sons.
0 D U N X V  0 /   6 R K  &     6W U XF W X U D O L Q ÀX -
ences on global e-commerce activity. Journal of
Global Information Management, 10(1), 5-12.
Mathieson, K., Peacock, E., & Chin, W. W. (2001).
Extending the technology acceptance model:
7KHLQÀXHQFHRISHUFHLYHGXVHUUHVRXUFHVThe
Database for Advances in Information Systems,
32(3), 86-112.
McKie, S. (2001). E-business best practices. New
York: John Wiley & Sons.
NOIE. (2000). Taking the plunge 2000. Canberra:
1DWLRQDO2I¿FHIRUWKH,QIRUPDWLRQ(FRQRP\
NOIE. (2001). Advancing with e-commerce: A
summary of 34 case studies of small business
e-commerce ventures&DQEHUUD1DWLRQDO2I¿FH
for Information Economy.
NOIE. (2002a). Advancing with e-business: Case
studies. Retrieved April 29, 2006, from http://
www.dcita.gov.au/ie/publications/2002/novem-
ber/advancing_with_e-business_case_studies
NOIE. (2002b). 7KH EHQH¿WVRI GRLQJEXVLQHVV
electronically: E-business. Retrieved April 29,

2006, from />HEXVLQHVV$GYDQFLQJEHQH¿WVLQGH[KWP
NOIE. (2003a). Advancing with e-business:
Supply chain case studies. Retrieved April 29,
2006, from />tions/2003/08/e-bus_supp_chain
NOIE. (2003b). ( JR Y H U Q P H Q W E H QH ¿ W V VW X G \ Re-
trieved April 29, 2006, from .
DXSXEOLFDWLRQV12,(HJRYWBEHQH¿WVLQGH[KWP
OECD. (2002). Measuring the information econ-
omy 2002. Retrieved April 29, 2006, from http://
www.oecd.org/pdf/M00036000/M00036089.
pdf
OIE. (2004a). Information economy. Retrieved
April 29, 2006, from />OIE. (2004b). The national broadband strategy.
Retrieved April 29, 2006, from ta.
gov.au/ie/framework/broadband
Palacios, J. J. (2003). Globalization and e-com-
merce: Diffusion and impacts in Mexico. I-Ways,
26(4), 195-205.
Porter, M. E. (2001). Strategy and the Internet.
Harvard Business Review, 79(3), 63-78.
Rogers, E. M. (1995). Diffusion of innovations
(4
th
ed.). New York: The Free Press.
Sawhney, M., & Zabin, J. (2001). The seven steps
to nirvana. New York: McGraw-Hill.
Sekaran, U. (2003). Research methods for busi-
ness: A skill building approach (4
th
ed.). New

York: John Wiley & Sons.
90
The Role of Government in E-Business Adoption
Swanson, E. B. (1994). Information systems
innovation among organizations. Management
Science, 40(9), 1069-1092.
Telst r a. (20 0 4). ADSL frequently asked questions.
Retrieved April 29, 2006, from stra.
com.au/demand/faq.htm
Turban, E., King, D., Lee, J., Warkentin, M., &
Chung, H. M. (2002). Electronic commerce 2002:
A managerial perspective. Upper Saddle River,
NJ: Prentice Hall.
Varian, H. R. (1999). Intermediate microeconom-
ics. New York: W.W. Norton & Company.
Venkatesh, V., Morris, M. G., Davis, G. B., &
Davis, F. D. (2003). User acceptance of informa-
WLRQWHFKQRORJ\7RZDUGDXQL¿HGYLHZMIS
Quarterly, 27(3), 425-478.
Winetitles. (2003). Australian wine industry over-
view. Retrieved April 29, 2006, from http://www.
winetitles.com.au/awol/overview/wineries.asp
Wong, P K. (2003). Global and national factors
affecting e-commerce diffusion in Singapore.
Information Society, 19(1), 19-32.
Wu, F., Mahajan, V., & Balasubramanian, S.
(2003). An analysis of e-business adoption and its
impact on business performance. Journal of the
Academy of Marketing Science, 31(4), 425-447.
Yang, H., Yoo, Y., Lyytinen, K., & Ahn, J H.

(2004, February 25). Diffusion of broadband
mobile services in Korea: The role of standards
and its impact on diffusion of complex technol-
ogy system. Paper presented at the e-Biz World
Conference, Seoul, Korea.
Yin, R. K. (1994). Case study research: Design
and methods (2
nd
ed.). Thousand Oaks: Sage
Publications.
Zikmund, W. G. (2000). Business research meth-
ods (6
th
ed.). Orlando: The Dryden Press.
This work was previously published in Global E-Government: Theory, Applications and Benchmarking, edited by L. Hakim,
pp. 65-84, copyright 2007 by IGI Publishing (an imprint of IGI Global).
91
Copyright © 2009, IGI Global, distributing in print or electronic forms without written permission of IGI Global is prohibited.
Chapter 1.7
Business Networking:
The Technological
Infrastructure Support
Claudia-Melania Chituc
INESC Porto, Portugal
Américo Lopes Azevedo
INESC Porto, Portugal
ABSTRACT
The rapid evolution of information and com-
munication technologies, the changing client’s
demands, and market conditions impelled enter-

prises to adapt their way of undertaking business,
from traditional practices to e-business, and to
participate in new forms of collaboration, such
as networked organizations. In this context,
standards, frameworks, technologies, and infra-
structures supporting collaborative business, in
a networked environment, become key factors in
achieving environments with a desired high level
of collaboration and inter- and intra-organization
business processes alignment. The aim of this
chapter is to underline the main issues, trends,
and opportunities related to business integration
from a technological perspective, analyzing and
discussing the most relevant (existing and still
under development) business integration reference
models, frameworks, standards, technologies,
DQG VXSSRUWLQJ LQIUDVWUXFWXUHV DQG WR EULHÀ\
present relevant research projects in the area of
business networking. A special emphasis is made
on frameworks such as ebXML and RosettaNet,
and the importance of papiNet, BPLE4WS, and
freebXML is underlined. Challenges regarding
self-forming networked organizations are also
advanced.
INTRODUCTION
Current business trends and information and
communication technology (ICT) developments
determined enterprises to change their way of
undertaking business, from vertically-integrated
FRPSDQLHV WRZDUGV ÀH[LEOH FROODERUDWLYH QHW-

worked organizations (CNOs). In this context,
enterprise integration and interoperability emerge
as key elements supporting real-time information
ÀRZDQGH[FKDQJHDQGLQWUDDQGLQWHURUJDQL]D-
92
Business Networking
tion business processes integration and alignment.
CNOs represent a valuable and effective approach
to achieve strategic objectives in a time-response
and cost-effective manner, with a high level of
quality of delivery and customer’s satisfaction,
while generating value to stakeholders.
CNOs represent a collection of heterogeneous
organizations with different competences, but
V\PELRWLFLQWHUHVWVWKDWMRLQHI¿FLHQWO\FRPELQLQJ
the most suitable set of skills and resources (e.g.,
knowledge, capital, assets) for a period of time in
order to achieve a common objective, and make use
of ICT to coordinate, develop, and support their
activities. The term CNO is used in this chapter,
in a broad sense, for other emerging business
collaborative forms with similar proprieties, such
as virtual enterprises (VE), virtual organizations
(VO), or extended enterprises.
The aim of this chapter is to underline the
main issues, trends and opportunities related
to business integration, from a technological
perspective, analyzing and discussing the most
relevant (existing and still under development)
business integration reference models, frame-

works, standards, technologies, and supporting
LQIUDVWUXFWXUHVDQGWREULHÀ\SUHVHQWUHOHYDQW
research projects in the area of business network-
ing in Europe and the USA. A special emphasis is
made on frameworks such as ebXML and Rosetta
Net, and the importance of papiNet, BPLE4WS,
and freebXML is underlined.
The main research questions which motivated
the present work are:
•
Question 1::KLFKDUHWKHPDLQEHQH¿WV
for technology integration, in a business
collaborative environment formed by hetero-
geneous organizations with different goals,
strategies, and technologies, but symbiotic
interests?
•
Question 2: Which are the main (exist-
ing or still under development) standards,
technologies, and frameworks supporting
business integration and interoperability?
•
Question 3: Which are the most relevant
developments/research projects in the area
of business networking?
The remains of this chapter are organized as
follows. The following section presents the main
LVVXHV HJ EHQH¿WV RSSRUWXQLWLHV DQG WUHQGV
related to business integration and interoperabil-
ity, from a technological perspective. The most

relevant reference models, standards, frameworks,
technologies, and supporting infrastructures for
enterprise integration will be then analyzed, ex-
emplifying with research projects developed in
EU and the USA. A special emphasis will be made
on ebXML, BPLE4WS, papiNet, freebXML, and
Rosetta Net. The last section addresses the needs
for further research and concludes this chapter.
NEEDS FOR ENTERPRISE
INTEGRATION AND
INTEROPERABILITY IN A
COLLABORATIVE BUSINESS
NETWORKED ENVIRONMENT
CNOs represent a powerful mechanism to achieve
competitiveness and agility in today’s turbulent
market conditions by comprising various entities
with complementary competences, but symbiotic
interests. They include geographically-distributed
organizations, having different cultures, working
methods, or supporting technologies. Although
CNO partners aim at achieving a common busi-
ness goal and following a common business
strategy, each member organization has its own
goal and strategy, which makes CNO coordination
and management assume a critical role.
CNO have several advantages, the most rele-
vant ones being summarized in Camarinha-Matos
and Afsarmanesh (2003): agility, complementary
roles, achieving dimension, competitiveness,
resource optimization, and innovation.

However, the formation, development, and
operation of any CNO, and its success, depends
93
Business Networking
on some base commonality among its members,
such as common goals, common or interoperable
ICT infrastructures and supporting services,
UHDOWLPH LQIRUPDWLRQVKDULQJ DQG ÀRZDPRQJ
CNO members, and common standards or com-
mon views in a number of areas (e.g., describing
DQGRUFKHVWUDWLQJEXVLQHVVSURFHVVÀRZVDFURVV
m u l t i p le s y s t e m s , t r u s t , c o m m o n s y s t e m of v a l u e s
and common way to perform business processes)
(Camarinha-Matos & Afsarmanesh, 2003). Ad-
equate reference models, supporting infrastruc-
tures, and proper managerial and technological
alignment of inter- and intra-organization business
processes are required to achieve these common
challenges.
Enterprise integration and interoperability
aim at developing computer-based tools that
facilitate coordination of work and information
ÀRZ DFURVV RUJDQL]DWLRQDO ERXQGDULHV :KLOH
enterprise integration focuses on intra-enterprise
distributed business processes (e.g., orchestration,
FRPPXQLFDWLRQDQGÀRZVHQWHUSULVHLQWHURSHU-
ability is focusing on inter-enterprise distributed
EXVLQHVVSURFHVVHVDQGÀRZV$FFRUGLQJWR9HU-
nadat (1996), enterprise integration (EI) refers
to facilitating information, control, and material

ÀRZVDFURVVRUJDQL]DWLRQDOERXQGDULHVE\FRQ-
necting all the necessary functions and hetero-
geneous functional entities. It aims at improving
communication, cooperation, and coordination in
an enterprise. As a consequence, the enterprise
behaves as an integrated whole, enhancing its
RYHUDOOSURGXFWLYLW\ÀH[LELOLW\DQGFDSDFLW\IRU
the management of change. EI does not represent
a new issue; evolving from physical integration to
application and later business integration, EI has
been a challenge for both information technology
and manufacturing industries for several decades.
,(((SURYLGHVDGH¿QLWLRQIRULQWHURSHU-
ability, focusing on information exchanged and
its use.
Major motivations for EI are mentioned in
Vernadat (1996), and can be summarized as
follows:
• The need for real information sharing
• The need for interoperability (e.g., the need
to harmonize the operational networked
environment)
• The need to improve task coordination or
inter-working between organization units,
individuals, and systems in interaction
within an enterprise
In order to be competitive in a collaborative
business networked environment, organizations
should adopt a bipolar approach which allows them
WR IXOO\ EHQH¿W IURP WKH VSHFL¿F FRPSHWHQFHV

of each partner of a CNO (Chituc & Azevedo,
2005b):
• To develop a compatible organizational
infrastructure allowing CNO members to
join their competences while supporting the
operations and functions to be performed
• To build up new management methodologies
based on the most recent ICT developments,
assuring high performance of the business
activities with a minimum of human interac-
tion
ENTERPRISE NETWORKING:
RELEVANT INITIATIVES IN EUROPE
AND THE USA
Several initiatives are currently being developed
in the area of business networking in Europe and
the USA, and also in Australia, Mexico, Canada,
and more recently in Japan. As pointed out by
Camarinha-Matos and Afsarmanesh (2003), the
area of networked organizations/ enterprises is
particularly active in Europe, and this can be
somehow explained by the process of European
integration. The European Union (EU), especially
with the 6
th
Framework, supports a large range
of research projects in the area of enterprise net-
ZRUNLQJ)LJXUHLOOXVWUDWHVWKHPDLQ³FOXVWHUV´
RUWDUJHWHGUHVHDUFKLQLWLDWLYHVLQWKLV¿HOGDV
GH¿QHGLQ9()RUXP

):