Once the factors that foster the adoption of electronic-procurement systems (EPSs) are identified, economic agents may act accordingly and develop better programs in order to achieve their objectives. Toward the identification of such factors, a model that explains the adoption of EPS is developed, considering the technology-organization-environment framework as well as the institutional theory. This model was tested with data collected from the 2500 largest companies operating in Portugal. On the grounds of the f-test for equality of means, we found evidence that EPS adoption is positively and significantly associated to: 1) firm size; 2) technology competence; 3) the perception companies have about the EPS success of their competitors; 4) the extent of adoption among competitors; and 5) the readiness of the trading partners to perform electronic transactions. The logistic regression supplied further evidence that technology competence, firm size, extent of adoption among competitors, and trading partner readiness provide a reasonable estimate for each firm's likelihood to adopt EPS. We also found evidence that firms whose main activity is commerce are more likely to adopt EPS than are firms operating on manufacturing or services industries.

The European Journal of Information Systems provides a distinctive European perspective on the theory and practice of information systems for a global audience. We encourage first rate research articles by academics, but also case studies and reflective articles by practitioners. We provide a critical view on technology, development, implementation, strategy, management and policy.

Mobile business (m-business) creates new business opportunities. Yet, existing research focuses on customer adoption factors rather than an assessment of the value of m-business for organisations. This study fills this gap through the development of a conceptual model of m-business value at the organisational level, which is grounded in the technology-organisation-environment (TOE) framework and the resource-based view (RBV) theory. The model suggests seven determinants of m-business use and value: technology readiness, firm size, managerial obstacles, competitive pressure, regulatory environment, partner pressure, and mobile environment. M-business value is a second order construct comprising the impact on downstream dimensions (e.g., sales support, customer service, market growth), on internal dimensions (e.g., internal processes, staff productivity), and on upstream dimensions (e.g., procurement, coordination with suppliers). This study develops an instrument to assess m-business usage and value. Data collected from 111 professionals is then used to test the proposed instrument. Implications and contributions are discussed.