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European Management Journal Vol. 21, No. 4, pp. 421–437, 2003  2003 Elsevier Ltd. All rights reserved.
Printed in Great Britain
0263-2373 $30.00 + 0.00

Internet-Business or Just
Impact of ‘InternetSpecific’ Strategies on
Venture Performance
VANGELIS SOUITARIS, Imperial College, London
MARCEL COHEN, Imperial College, London
This study examines the relationship between 21
‘internet-specific strategies’ and the performance of
internet-trading ventures. ‘Internet-specific strategies’ are defined as business strategies specifically relevant in the internet-trading context. They were
proposed mostly by practitioner-oriented exploratory literature, based on case studies of leading dotcoms. Does the application of such strategies increase performance for the bulk of the new ventures (dot.coms and new divisions of large companies) trading on the internet? The results of

a large survey of 406 internet ventures in the UK
were quite controversial. Despite the fact that we
have found statistically significant correlations
between the majority of ‘internet-specific strategies’
and venture performance in at least one industrial
sector, the coefficients were weak and the
regression model proved statistically insignificant.
This raises questions over the validity of practitioner-led theories about internet business. Business on the internet might be just business.  2003 Elsevier Ltd. All rights reserved.
Keywords: Internet ventures, Internet-specific strategies, Drivers of performance

The internet is an extremely important new technology, and it is no surprise that it has received so European Management Journal Vol. 21, No. 4, pp. 421–437, August 2003

much attention from entrepreneurs, executives,
investors and business observers (Porter, 2001). Internet-trading ventures represent one of the largest segments of new start-up and incidences of corporate entrepreneurship in the US (Galbi,...
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