This research investigates the adoption of mobile commerce (MC) technologies across the supply chain in three businesses in New Zealand that already have adopted and implemented MC. The research used the technological innovation literature and the supply chain research to develop a framework that could assist this research in its attempt to understand the EC phenomenon in the three cases. This research followed the multiple case studies design. The findings from the three case studies suggested that most of the MC applications were concentrated in the B2B side of the SC relationships. Most of the MC activities were internally focused in order to streamline internal mobile operations and processes inside the studied businesses. The clients of the interviewed businesses in this research were not involved in the different MC activities. MC in businesses in New Zealand was used to drive efficiencies in operations in order to fulfil both orders and field requests (coordination and scheduling) leading ultimately to increased customer satisfaction. This research found that MC adoption in the businesses in New Zealand was motivated by its advantages, top management support, the availability of internal IT experts and expertise, the suitability of the MC in filling a mobile gap (i.e., company's field-force), competition, support from technology vendors in assisting and facilitating the adoption decision. The adoption of MC was hindered by its incompatibility with the business environment and the complexity of the MC technology. However, cost, pressure from buyers and suppliers and vertical linkages were unimportant as such to the adoption decision. The research highlight implications concerning MC research in businesses in New Zealand and suggest areas for further research in this innovative technology (MC). These initial insights are of great interest to businesses, researchers, and professionals interested in the adoption of MC in businesses in New Zealand and elsewhere. However, this research raise the importance of conducting more work to further assess the depth of the MC phenomenon in New Zealand and more time is needed before judging MC penetration and success in businesses in New Zealand.