排序方式： 共有2条查询结果，搜索用时 62 毫秒
1
1.
The Danish e-commerce strategy is a highly ambitious effort to become the world's leading IT nation. Instead of a production-led approach aimed at stimulating domestic hardware and software production, Denmark has pursued a demand-oriented approach focused on promoting the widespread adoption of e-commerce in the Danish society. The Danish government has developed a number of e-commerce initiatives via public-private sector partnerships--an approach we refer to as "governance." So far, it appears that Denmark has been successful in promoting business-to-business (B2B) e-commerce, with a number of Danish companies being global leaders in the use of B2B applications. On the other hand, Denmark has had less success in achieving widespread use of business-to-consumer (B2C) e-commerce. This article analyzes the Danish national environment for e-commerce, discusses four sets of governance initiatives aimed at the development of e-commerce, and analyzes the reasons for its success in B2B and relative failure in B2C adoption. 相似文献
2.
The Danish e-commerce strategy is a highly ambitious effort to become the world's leading IT nation. Instead of a production-led approach aimed at stimulating domestic hardware and software production, Denmark has pursued a demand-oriented approach focused on promoting the widespread adoption of e-commerce in the Danish society. The Danish government has developed a number of e-commerce initiatives via public-private sector partnerships--an approach we refer to as "governance." So far, it appears that Denmark has been successful in promoting business-to-business (B2B) e-commerce, with a number of Danish companies being global leaders in the use of B2B applications. On the other hand, Denmark has had less success in achieving widespread use of business-to-consumer (B2C) e-commerce. This article analyzes the Danish national environment for e-commerce, discusses four sets of governance initiatives aimed at the development of e-commerce, and analyzes the reasons for its success in B2B and relative failure in B2C adoption. 相似文献
1