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Introduction

While the explosion of Internet-centered business has produced an unrelenting focus on e-commerce strategies, new business models, and processes, surprisingly little attention has been paid to how e-business is changing the competencies needed to manage effectively in this new business environment (Harris, DeLong, & Donnellon, 2001).

Resistance to change has long been recognised as a critically important factor that can influence the success or otherwise of implementing any technological innovation. Research undertaken by Maurer (1996) indicated that one-half to two-thirds of all major corporate change efforts fail and resistance is the “little-recognised but critically important contributor” to that failure (p. 56). The 1990s witnessed the failure of many planned change interventions to achieve their original objectives or realise significant ’hard’ or ’soft’ business benefits.


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