ABSTRACT
During the early commercialization of the Internet, when it became clear it would provide a new channel for the sale of products and services, there was common speculation that traditional retail was dead. Investors flocked towards dot.com stocks on the premise that a new economy was emerging where established organizations, with their inherent structural rigidity and reluctance to embrace change, could not compete with more nimble dot.com start-ups, founded on embracing e-commerce.
