An Assessment of Electronic Information Transfer in B2B Supply-Channel Relationships

Information transparency in prediction markets

“…First, this is the first paper to theoretically develop and empirically test the impact of information transparency in the context of prediction markets where participants are buyers as well as sellers. It extends previous studies on the effect of information transparency on different market positions that focused only on buyers, sellers or intermediaries, respectively, in B2B [37,40,42,60,87,88] or B2C markets [26,84]. Second, this paper examines the effect of different transparency levels that go beyond opaque or transparent information conditions [25,76,77], contributing to the literature on transparency strategy [27].…”

“…These studies identified transparency design features related to information disclosure policies throughout the trading process and demonstrated a double-edged effect of information transparency: the effect of information transparency is not always beneficial or equal to different stakeholders in a market [26,77,87]. Previous literature focused on the effects of information transparency on different market positions (buyers, suppliers, and intermediaries) in business-to-consumer (B2C) [26,76,84] and business-to-business (B2B) markets [37,40,42,60,87,88]. This paper focuses on participants in a double auction (i.e., a prediction market), in which a participant is a buyer as well as a seller.…”

Building and evaluating ESET: A tool for assessing the support given by an enterprise system to supply chain management

“…Relatively little research has been conducted on the ES-SCM interdependence [2,12,91], although the performance of SCM is well researched [4,8,11,15,24,30,34,43,82,83] as is the performance of ES [1,2,5,22,25,46,57,59,64,71]. To better understand the process of information transfer between ES and SCM, we first describe the structure of an ES using Møller's conceptual framework [54], discuss a few different types of relationships observed between ES and SCM/SCMS and then investigate the need for ES to support SCM.…”

Investigating the interactions among benefits of information sharing in manufacturing supply chain

“…Mourtzis, 2011; Lee et al, 2000;Lau et al, 2002;Lee & Whang, 2004;Gupta et al, 2001;Attaran, 2004;2005;Ferdows et al, 2004;Leonard & Cronan, 2002;Min & Mentzer, 2000;Zahedirad & Shivaraj, 2011;Kim et al, 2005;Li et al, 2006;Lau et al, 2008;Flynn et al, 2010;Nyaga et al 2010 3 Elimination of bullwhip effect…”

“…Quick IS gives a quick response to the needs of the customers. Lau et al, 2002;Jauhari, 2009;Attaran, 2004;Lee, 2004;Leonard & Cronan, 2002;Gupta et al, 2001;Jayaram et al, 2004;Lee, 2004;Waller, 2000;Wagner et al, 2002;Simatupang & Sridharan, 2004;Min et al, 2005Khan et al, 2006Smirnova et al, 2011;Nyaga et al, 2010;Kim et al, 2005;Sheu et al, 2006;Li et al, 2006;Lau et al, 2008;Nyaga et al, 2010;Chen et al, 2013;Kim, 2013 4. ISM methodology ISM methodology is mainly designed as a group learning process, but can also be used individually (Haq & Kannan, 2006).…”