Conceptualising e-business models for SMEs in the AEC sector: a product and services perspective

E-business can be as simple as using the Internet to send emails to communicate with customers/suppliers or to establish complex network relationships with trading partners. A business can be considered an e-business even if it doesn't buy and sell products over the Internet, as the term refers to business activities that are assisted by the Internet. Since early 2000, considerable literature has explored e-commerce/e-business in the context of construction enterprises. They have looked at enablers and barriers of business, issues associated to, implementation process/models, technical platforms/architecture, supply chain integration etc. However, there is limited discourse into conceptualising the role of e-business in SMEs in Architecture, Engineering and Construction (AEC) firms. It is essential to understand the business of an SME, especially the nature of their core business, in the form of product, service or a mix of both, to evaluate the role of e-business. This is critical as mainstream literature suggests that while there are common processes relating to product or service innovation, a significant difference is also evident. In this context, understanding the nature of the core business provides the basis to conceptualise the intra organisational connections, through a product-service mix, that SMEs have with their trading partners, and to evaluate how e-business becomes relevant to specific dyadic and/or network connections. The aim of this paper is therefore to conceptualise e-business in construction SMEs, in terms of product-service mix, based on the extent of online driven connectivity between trading partners. The research aim is approached through qualitative review of literature. This research method is underpinned by constructivist paradigm, which accepts multiple realities of the world, enabling construction of pluralistic arguments. The concluding remarks suggest that e-business models can be conceptualised via the fusion of 'Strategy Model' and 'Network model'