Factors influencing suppliers’ participation in private electronic markets

Lee, Sang M.; Lim, Seongbae

doi:10.1007/s11628-006-0005-8

Cited by 9 publications

(4 citation statements)

References 35 publications

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“…Nevertheless, a critical mass of buyers and suppliers was found to be a key CSF in this study which concurs with other research on e-markets and B2B e-commerce (e.g. Balocco et al, 2010;Gengatharen and Standing, 2005;Lee and Lim, 2007). However, to sustain the longevity of an e-market, such buyers and suppliers must also be "active participants" (Fong et al, 1997;Li and Li, 2005) who regularly conduct their transactions through the e-market to give it liquidity and transactional revenue (Sculley and Woods, 1999;Wise and Morrison, 2000).…”

Section: Discussionsupporting

confidence: 92%

Critical success factors for B2B e‐markets: a strategic fit perspective

Johnson¹

2013

Marketing Intelligence &Amp; Planning

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Purpose -The objective of this paper is to explore and determine a set of factors that are critical to the success of business-to-business (B2B) e-markets in the aerospace and defence, healthcare, higher education and local government industry sectors, in order to advance our current understanding of what factors facilitate e-market adoption and success. The paper examines critical success factors (CSFs) for e-markets from a strategic fit perspective. Design/methodology/approach -The study adopted a semi-inductive qualitative approach based on a review of the literature, followed by a pilot study and 58 indepth semi-structured interviews with senior level executives in buyer, supplier, e-market and third-party organisations. Qualitative data analysis software, QSR N6, was used to code and analyse the interview data for citations that corresponded with the candidate e-market CSFs that had been identified either in the literature, pilot study or during the course of the interviews with respondents. The CSFs for e-markets were ranked by the frequency of respondents citing a particular CSF. Findings -The study found eight factors that are critical to e-market success and four factors (critical mass, integration issues, value proposition, and leadership participation) were found to be conducive to e-market success in all four industry sectors. Likewise, four factors (industry knowledge, revenue model, branding and reputation, and rich content) were found to be only conducive to e-market success in three of the four industry sectors. Practical implications -The paper can help academic researchers, managers, consultants, practitioners and other professionals better understand what factors are critical to the success of e-markets and other online enterprises operating in the B2B marketspace. Originality/value -There have been numerous calls for more empirical research on the dynamics of e-market adoption for more than a decade. To date, research on the CSFs for e-markets has been largely anecdotal and sporadic with a paucity of studies noting factors that are likely to be favourable to e-market success. This study addresses the call for more research on e-markets and imparts empirical evidence on factors that are perceived to be conducive to the success of e-markets. It contributes to the base of knowledge on e-markets by relating the concept of CSFs with the theory of strategic fit as, to date, no known study has examined CSFs for e-markets from a strategic fit perspective. The study also presents the benefits capabilities-industry participants' needs fit conceptual model as a precursor for theory building in future studies on B2B e-markets and informs stakeholders involved in developing e-markets or other online B2B ventures to better comprehend the conditions and determinants of success.

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Section: Discussionsupporting

confidence: 92%

Critical success factors for B2B e‐markets: a strategic fit perspective

Johnson¹

2013

Marketing Intelligence &Amp; Planning

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“…PE emerged as a new type of EM as inter-organizational collaboration becomes the norm for surviving and prospering in increasingly turbulent times (Ackerman et al 2005), and organizations are disappointed with net marketplaces (O'Brien 2005 (Laudon and Traver 2008).…”

Section: Pe For Collaborationmentioning

confidence: 99%

“…Among many B2B EMs, this study focuses on private exchange (PE) since it currently forms the largest part of ecommerce (Laudon and Traver 2008). PE is a privately built EM by a single buyer who attracts many suppliers into the buyer's market.…”

Section: Introductionmentioning

confidence: 99%

Suppliers’ Participation in a Single Buyer Electronic Market

Lee

Lim²,

Soriano

2008

Group Decis Negot

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Business to business (B2B) is the fastest growing segment of the explosive growth of e-commerce. The purpose of this study is to identify internal factors which influence the supplier's intention to adopt private exchange (PE), a single buyer side electronic market (EM). This study identified cost, flexibility, delivery, and quality as internal capabilities and investigated how these four factors influence suppliers' participation in PE. The results of the study indicate the following: (1) suppliers do not believe that their capability to produce customized products for customers plays an important role in PE; (2) they still believe that standardized rather than engineered products would dominate the marketplace; and (3) a contractible factor like lower price, rather than non-contractible factors including superior flexibility of production capability, fast and reliable delivery, and quality, plays an important role in the PE.

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“…Large organizations often execute "disruptive innovation (DI), innovating against their own business models and products, even when everything seems to go fine" (Christensen, Raynor, and McDonald, 2015). They are continuously eyeing for new services, goods and ideas from not big, agile organizations, few of them may be entirely dissimilar to them (S. Lee and Olson, 2010). A decade ago, offering good quality product/services at a low price was no more a competitive advantage for the companies either smaller or larger.…”

Section: Introductionmentioning

confidence: 99%

Impact of value co-creation on firm performance: Mediating role of strategic advantages

2019

EJBM

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Value co-creation (VC), the unified motive of different stakeholders of a firm to improve the VC process, is a crucial in mounting mutual goals. Though, the current movement of a growing size and number of enormous customers has placed the smaller industrial dealers in subservient roles and consigned their goalmouth to persistence. Hypotheses were analyzed by structured equation modeling using partial least squares 3.0. Data were collected by field survey from March May 2019. Convenient random sampling used to select the respondents. Study, examine the influences of VC on small and medium producer (SMP) performance in Cameroon. They provide components or parts to huge companies' buyers, notified that the VC does have a positive and statistically significant direct and indirect influence on the organizational performance (OP) through their improved strategic competitive advantages (CA). Consequently, VC is not only significant for only big firms, but also to small and medium producers (SMP), as it promotes them from a commercial correlation to a cooperative link with their partners.

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Factors influencing suppliers’ participation in private electronic markets

Abstract: Business to business market, Private electronic markets, Electronic data interchange, Incomplete contract,

Cited by 9 publications

References 35 publications

Critical success factors for B2B e‐markets: a strategic fit perspective

Critical success factors for B2B e‐markets: a strategic fit perspective

Suppliers’ Participation in a Single Buyer Electronic Market

Impact of value co-creation on firm performance: Mediating role of strategic advantages

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