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The promise of B2B e‐commerce had led to an explosion in the number of e‐marketplaces as firms adopted a “launch and learn” strategy. However a cash crisis and continuing losses led to tremendous consolidation in these marketplaces. This scenario was mirrored in Latin America too. With the growing importance of B2B e‐commerce worldwide, Latin American firms cannot ignore the competitive advantages that accrue by employing the Internet into their strategies. This paper presents a variety of decision models that small and medium enterprises can employ to integrate the Internet into their business decisions and thereby remain competitive.

The purpose of this paper is to investigate the influence of various factors on suppliers' level of use of business‐to‐business (B2B) e‐marketplaces by examining three basic variable domains; suppliers' internal environment, their external environment and the characteristics of the adopted B2B e‐marketplace.

A conceptual framework is developed based on extended literature review and examined on data collected from 87 suppliers that currently use Greek B2B e‐marketplaces. Factor analysis and multiple discriminant analysis are applied to test the framework and its related hypotheses.

Several hypotheses are formulated leading to the development of the proposed “B2B e‐MarkFLU” conceptual framework. The research results show that factors from all the examined variable domains influence suppliers' level of use of B2B e‐marketplaces. However, the B2B e‐marketplace's characteristics are regarded as the most important of the three categories because of its higher impact on the involved suppliers, whereas the factors from the external environment have the lowest impact.

The research helps to fill an existing gap in the study of B2B e‐marketplaces' post‐adoption stage, as there have been extremely limited empirical studies after their adoption phase. To our knowledge, this paper comprises the first empirical attempt aimed to investigate thoroughly the three aforementioned variable domains by researching suppliers' active participation in B2B e‐marketplaces.

Today, millions of exporters and importers are using hundreds of business-to-business (B2B) electronic marketplaces to buy or sell goods and services. With this reason, this study aims to provide the related literature sufficient information concerning the most appropriate and beneficiary criteria which should be taken into consideration in the web pages of B2B companies via applying a content analysis method. The analysis results exhibit that globally oriented websites like B2B marketplaces must contain at least two or three language options, since people from different parts of the world speak and learn different languages according to their geography; and that B2B websites which do not provide trade assurances must consider adding this feature to attract more customers. In the scope of the study, it has been found out that all the selected websites take a good care of the information they share. When visiting these companies, it is really easy to learn everything about industries and international trade relations. Some of them even share information about the effect of the COVID-19 outbreak on industries. Among all the websites analyzed in the scope of the study, only Alibaba.com meets all the criteria taken into consideration. Moreover, it would be appropriate to suggest that Turkish B2B e-marketplaces, such as Tradeatlas.com, ptttrade.com, and steelorbis.com, should have these criteria to become leading B2B e-marketplaces in the world. Finally, it can be suggested that websites should prepare specific pages for newcomers to enlighten them in the best way they can do.

The purpose of this paper is to provide a clear understanding of the performance of business‐to‐business (B2B) e‐marketplace in conducting e‐marketing in the global business environment. The proposed framework is intended to be used as a guide for B2B firms especially small and medium sized enterprises (SMEs) who wish to adopt a proactive approach in the use of information and communication technology for business efficiency and competitive advantage, and those who wish to explore the internet technologies for marketing activities.

Literature from the B2B e‐marketplaces and operations of e‐marketing fields were analysed, and the findings were synthesised to develop a preliminary conceptual model of e‐marketing. The conceptual model was tested empirically through an online survey from various industries in China, Malaysia, and Singapore.

With significant online and offline publications from both academia and industry, there is a growing awareness of the contribution of the e‐marketing in the global environment. This new marketing paradigm is reported to reshape the business relationships between both consumer marketers and consumers, improving business processes and enhancing the business exposure in the new markets.

The major limitation of this paper is associated with the sample selection. Although the literature findings were international, the empirical study was restricted to China, Malaysia, and Singapore. Therefore, the generalizability of the results may not be applicable for other countries. Furthermore, the majority of the respondents participated were SMEs. Hence, the applicability of findings to large‐scale organisations may be limited.

The framework allows B2B firms to capitalise and understand the e‐marketing opportunities provided by B2B e‐marketplace. The framework also offers guidance to marketing managers a most appropriate approach to adopt B2B e‐marketplace to perform their e‐marketing activities.

Based on the need for a framework for e‐marketing, this study is significance to: SMEs, marketers, information technology practitioners, and all other stakeholders that adopted the internet and other electronic means for marketing purposes.

The purpose of this paper is to critically explore business‐to‐business critical success factors (B2B CSFs) for small and medium‐sized enterprises (SMEs) operating in the Chinese B2B marketplace, evaluate the findings, and use the generated CSFs to propose a framework to assist in the marketing management of B2B in China. The proposed framework provides a guideline for academics and practitioners and highlights the significant role of each factor in developing and sustaining effective B2B electronic commerce (B2B e‐commerce) practice for SMEs.

The proposed framework is constructed by combining the empirical findings and B2B literature. The quantitative (online survey) was targeted at, proprietors, chief executive officers, managing directors, general managers, sales/marketing managers and export managers in selected SMEs that participated in B2B electronic marketplace (B2B e‐marketplace) in China. The data received from the recipients were processed on SPSS to conduct factor analysis to identify whether a factor structure underlies the correlations between a number of variables.

The findings are indicative of two sets of internal and external critical factors, including: successful customer relationships, supply chain facilities, global competition, information system/information technology (IS/IT) infrastructure and performances, information visibility, top management support and commitment, government encouragement and commitment, security and trust, and cultural consideration.

SME managers can derive a better understanding and measurement of marketing activities that appropriately balance between traditional and B2B e‐commerce practice. At the same time, the CSF can be integrated into the companies to determine the level of marketing performance in B2B e‐marketplace.

The paper's findings provide new theoretical grounds for research into B2B relationships in the digital business environment. The paper also provides an empirical assessment of the essential components in B2B e‐commerce adaptation, and implications for the means to prioritize CSF.

Considering the growing momentum of online marketplaces worldwide, the purpose of this paper is to develop a model to identify the main activities impacted by the implementation of an e-marketplace in the business-to-business relationship and assess the savings on costs for the main actors involved (i.e. manufacturer, distributor and retailer).

The methodology used in the study is a quantitative one. The analytical model used to evaluate B2b e-marketplace's impacts followed three main steps: (1) model settings and general assumptions, (2) cost structure and (3) model simulation.

The findings reveal that beyond stock-out costs and inventory levels also other operating costs (i.e. transportation, penalty and administrative costs) play a significant role in determining overall impacts of B2b e-marketplace, and as such should be considered by managers in their process of e-marketplace evaluation, selection and performance optimisation. The model shows that compared with the offline scenario the B2b e-marketplace is expected to bring value to the overall supply chain, which tends to increase as the share of e-sales penetration is increased, ranging from a cost reduction of 0.1% (€ 229.2k) in the base-case of 10% e-sales adoption, up to 0.9% (€ −2.2 M) in case of full e-marketplace adoption.

This study aims to shed light and foster the adoption of B2b e-marketplace by providing some practical tools to support (1) research in future studies, filling the existing gaps on the topic, and (2) managers in the process of adoption and execution of e-sales through online marketplaces.

The purpose of this paper is to explore the development of a technology alliance for B2B marketplaces.

In this paper there was a lack of rigorous empirical evidence in the area upon which to base this study, so an exploratory methodology chosen was deemed appropriate. An interpretative case study was undertaken in the Eutilia B2B marketplace. Data gathering took place over a three‐month period from July to September 2003. The data‐gathering techniques used were semi‐structured interviews and document analysis.

This paper draws upon research on co‐operative partnerships and strategic alliances to explore the applicability of technology alliances to business‐to‐business (B2B) electronic marketplaces. The paper explains a model developed by Eutilia, a leading B2B marketplace in the utilities sector, to justify such a technology alliance. The case study illustrates how Eutilia operationalised this model and entered a technology alliance with a competing B2B marketplace. The analysis shows how both marketplaces benefited from the technology‐alliance, and the paper concludes by proposing determinants of technology alliances for B2B electronic marketplaces.

In this paper a single case study was the method adopted, so findings may not be generalisable.

This paper illustrates how B2B electronic marketplaces can benefit from technology alliances. This paper is of interest to both academics and practitioners involved in B2B electronic marketplaces.

The research aims to qualitatively explore e-marketplace service quality (EMSQ) from the perspective of an industrial buyer as a sole decision-maker. It further intends to quantitatively examine its impact on the industrial buyer's perceived value (PV), overall satisfaction (SAT), and e-loyalty (ELOY) in the context of business-to-government (B2G) e-commerce.

The research used an exploratory sequential mixed-method design. A qualitative exploratory study of EMSQ was conducted using a Straussian grounded theory (GT) technique, followed by an explanatory quantitative study using PLS-SEM to evaluate causal links between various research variables.

In the area of e-services, the investigation found that the hierarchical structure of EMSQ encompasses six broadly applicable dimensions and one B2G context-specific dimension of the e-governance process quality. The study also reinforced previous research findings in the B2C and B2B e-commerce domains, highlighting that e-service quality positively impacts online buyer's PV, SAT and ELOY.

This research contributed to the area of e-service operations by developing and validating the EMSQ model in the B2G e-commerce settings. Further, it has opened up new research avenues in B2G e-commerce.

The findings from this research highlighted that e-service operations managers should focus on usability, technological concerns, product/vendor quality concerns, customer support reliability, along with effective e-governance, ordering and logistics processes for e-business success. It also provides policymakers with guidelines for making B2G e-marketplaces sustainable.

To the best of the author's knowledge, this is the first study employing the GT and PLS-SEM techniques to explore EMSQ from the viewpoint of industrial buyers in B2G e-commerce. The study contributed to prior literature by proposing and validating the hierarchical EMSQ model.

The purpose of this paper is to analyze what kind of role each type of e‐marketplace has on the relation between relational advantages of e‐marketplace and company performance.

Information sharing, collaboration, trust, integration and communication were chosen as factors of the buyer‐supplier relational advantages of the e‐marketplace. The authors empirically analyzed those factors as regards a company's operational and financial performance. Moreover, the roles of the e‐marketplace type (many‐to‐one, many‐to‐many) as a moderator were also empirically studied.

As a result, both of the e‐marketplace types, buyer‐supplier relationship advantage and operational performance, have significant correlation, but for financial performance, only the many‐to‐many e‐marketplace showed significant correlation.

Owing to characteristics of the study, only specific companies were analyzed and the survey collection rate was not high. Moreover, measurement of a company's operational and financial performance was also answered by the respondents' subjective opinions.

This study gives companies the practical advice that choosing a proper type of e‐marketplace according to the relational advantages of buyer‐supplier would improve a company's performances. It would also be a foundation stone for studies in the future.