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1 – 10 of over 2000
Article
Publication date: 1 September 2004

Karthik N.S. Iyer, Richard Germain and Gary L. Frankwick

The research empirically investigates the relationships among supply chain B2B e‐commerce, environmental uncertainty, organizational structure, and time‐based delivery…

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Abstract

The research empirically investigates the relationships among supply chain B2B e‐commerce, environmental uncertainty, organizational structure, and time‐based delivery performance. The results show that B2B e‐commerce enhances time‐based delivery performance. The process turbulence component of environmental uncertainty has direct influence on B2B e‐commerce implementation and an indirect influence as mediated by the integration dimension of organizational structure. Process turbulence thus indirectly has a positive effect on time‐based delivery performance, whereas demand unpredictability has no effect. Integration within the firm associates with B2B e‐commerce implementation, while decentralization and formal control are unrelated to B2B e‐commerce.

Details

International Journal of Physical Distribution & Logistics Management, vol. 34 no. 8
Type: Research Article
ISSN: 0960-0035

Keywords

Article
Publication date: 2 August 2011

Woon Kian Chong, Mathew Shafaghi and Boon Leing Tan

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…

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Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Practical implications

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.

Originality/value

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.

Details

Marketing Intelligence & Planning, vol. 29 no. 5
Type: Research Article
ISSN: 0263-4503

Keywords

Case study
Publication date: 16 December 2022

Zaiyang Xie, Rongxin Roger Chen, William Wei, Xiaohua Yang and Qingyue Huang

1. Understand how the corporate lifecycle could trigger a necessity of making a tough decision to develop new business ventures based on the corporate lifecycle theory;…

Abstract

Learning outcomes

1. Understand how the corporate lifecycle could trigger a necessity of making a tough decision to develop new business ventures based on the corporate lifecycle theory; and how changes in the external environment could hasten such a decision.

2. Analyze how a company can leverage its internal organizational structure to share and utilize cross-departmental resources and capabilities to support new venture businesses according to the synergy effect perspective.

3. Undertake a resource-based view analysis to evaluate the external and internal resources needed for corporate new venture development.

4. Identify the best course of action for the decision-maker by comparing, contrasting, applying and evaluating the two different models of corporate new venture development in the e-commerce business: the centralized organizational model and the decentralized organizational model and evaluate the pros and cons associated with each mode in the context of Dahan’s external and internal environments.

Case overview/synopsis

Since its inception in 2003, Dahan’s traditional business in SMS (Short Message Services) and data had gained thousands of customers across China and won top rankings in the industry. Despite its achievements, Dahan encountered difficulties when it entered the new e-commerce market, as the domain knowledge about the new business was very different from the domain knowledge in its traditional business. Furthermore, the emerging B2B e-commerce industry was very different from the traditional business in that the former mainly targeted corporate clients and the latter targeted individual customers in the B2C industry. This case examined the critical decisions that Xiaofen Huang, the CEO of Dahan E-Commerce Corporation and Co-Founder of Dahan Tricom Group, had to make and external, especially Internal, resources the Dahan Group needed in developing its new venture.

Specifically, this case explored how Huang would go through the mental process to make the best possible decision to help the company not only to survive, but also thrive in the rapidly-changing and competitive digital environment: it urgently needed to finalize an organizational incubation model to support the further development of its e-commerce and future new venture activities with two options to choose from: the centralized organizational model or the decentralized organizational model. A key challenge facing Huang was to decide which option was best suited to motivate salespeople in different departments to help one another, especially in the new B2B e-commerce business and to grow that new business.

In the case, Dahan’s growth aspirations and its motivation to transform its traditional business into a new e-commerce business were discussed. Second, when external challenges were examined, how Dahan explored the B2B e-commerce business using a trial-and-error learning process was explained. Third, when internal challenges were examined, how Dahan incubated its new B2B e-commerce business and its practices for leveraging and sharing resources/capabilities, as well as cross-departmental and cross-divisional collaboration through a resource-based lens, were illustrated. Last, the most critical learning in the case presented an immediate decision-making dilemma on which organizational incubation models to choose from for further new business development, where students learn to analyze both external and internal factors and consider Dahan’s available resource and founder’s aspiration, available strategic options to derive a best possible decision to suit the stage of the company’s lifecycle and founders’ vision.

Complexity academic level

This case was designed for use in undergraduate courses on corporate innovation, new venture development, corporate innovation, corporate entrepreneurship, e-commerce and growth.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 11: Strategy.

Article
Publication date: 6 February 2007

Andrea J. Cullen and Margaret Webster

To present a complete and comprehensive model by which business‐to‐business (B2B) e‐commerce transactions for sales and purchases between organisations may be categorised.

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Abstract

Purpose

To present a complete and comprehensive model by which business‐to‐business (B2B) e‐commerce transactions for sales and purchases between organisations may be categorised.

Design/methodology/approach

Literature from the e‐commerce and operations management fields was studied, and the findings were synthesised to develop a preliminary conceptual model of B2B interaction. The conceptual model was tested empirically using a qualitative research procedure involving focus groups. From this, its structure and content were validated and refined.

Findings

The research found that the developed model, incorporating nine exclusive e‐commerce trading scenarios, covers all B2B selling and purchase transactions, which suggests that it is comprehensive. It further found that trading occurs in each of the nine scenarios within the model, thus suggesting that it is complete. These findings support the conclusion that the model represents a valid taxonomy for the classification of B2B e‐commerce transactions.

Research limitations/implications

Although the literature findings are international, the empirical study was restricted to the UK. The model has been validated through this research, and now provides a framework by which the mechanisms of B2B trade may be further investigated.

Practical implications

The model allows commercial organisations and researchers to recognise and understand the complexity and multiple dimensions of e‐commerce use for B2B sales and purchases. It provides a framework onto which individual trading scenarios may be mapped. The framework offers guidance to operations and supply chain managers in organisations as to the most appropriate approach to adopt in particular e‐commerce implementation projects and supply chain transactions.

Originality/value

This paper furthers knowledge in the areas of e‐commerce and operations management by proposing a new model of B2B interaction. This provides a comprehensive means of classifying all available transaction types, the characteristics of these and the likely technology used within them. It offers the ability, systematically, to identify, map and understand all available B2B e‐commerce trading mechanisms.

Details

International Journal of Operations & Production Management, vol. 27 no. 2
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 1 June 2001

John V. Mullane, Michael H. Peters and Kimball E. Bullington

Business‐to‐business (B2B) e‐commerce activity provides many growth opportunities for firms willing to explore this new approach. While B2B is often considered the domain…

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Abstract

Business‐to‐business (B2B) e‐commerce activity provides many growth opportunities for firms willing to explore this new approach. While B2B is often considered the domain of larger firms, the potential benefits of access to new clients, access to new global markets, and product line expansion are of particular importance to entrepreneurial suppliers. This article examines these benefits, as well as various mistakes an entrepreneurial firm may make in pursuing B2B e‐commerce. From this discussion, we recommend five action steps a firm should take to reap the tremendous benefits of supplying through a B2B network.

Details

Management Decision, vol. 39 no. 5
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 2 June 2022

Daniela Corsaro and Valerio D’Amico

The purpose of this paper is to understand the main drivers of change in the relational approaches adopted in business-to-business (B2B) companies as an effect of the…

Abstract

Purpose

The purpose of this paper is to understand the main drivers of change in the relational approaches adopted in business-to-business (B2B) companies as an effect of the digital transformation processes boosted by COVID-19 pandemic.

Design/methodology/approach

The methodology includes a qualitative study based on an abductive approach. Twenty-eight semistructured interviews and two focus groups have been carried out with sales and marketing professionals from different industries.

Findings

The research defines a conceptual framework that describes what the main changes of B2B relational approach are in a context affected by the pandemic, as well as its effects. The framework is constituted by three dimensions, namely, efficiency of the interaction, coordination and digital trust, and seven subdimensions.

Practical implications

This research also contributes to managerial practice, defining some directions to be fulfilled in a business context affected by the COVID-19 emergency to improve efficiency, coordination and trust.

Originality/value

Academic literature has greatly analyzed the transformation of the B2B scenario; less studies have explored how the relational approach is changing due to the digital acceleration caused by COVID-19 pandemic.

Details

Journal of Business & Industrial Marketing, vol. 37 no. 10
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 16 October 2009

Andrea J. Cullen and Margaret Taylor

The purpose of this paper is to determine those factors perceived by users to influence the successful on‐going use of e‐commerce systems in business‐to‐business (B2B

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Abstract

Purpose

The purpose of this paper is to determine those factors perceived by users to influence the successful on‐going use of e‐commerce systems in business‐to‐business (B2B) buying and selling transactions through examination of the views of individuals acting in both purchasing and selling roles within the UK National Health Service (NHS) pharmaceutical supply chain.

Design/methodology/approach

Literature from the fields of operations and supply chain management (SCM) and information systems (IS) is used to determine candidate factors that might influence the success of the use of e‐commerce. A questionnaire based on these is used for primary data collection in the UK NHS pharmaceutical supply chain. Factor analysis is used to analyse the data.

Findings

The paper yields five composite factors that are perceived by users to influence successful e‐commerce use. “System quality,” “information quality,” “management and use,” “world wide web – assurance and empathy,” and “trust” are proposed as potential critical success factors. Of these, all respondents ranked information quality, system quality, and trust as being of most importance, but differences in the rankings between purchasing and selling respondents are evident.

Research limitations/implications

The empirical study is limited to a single supply network, and although the findings seem intuitively to be of relevance to other sectors and supply contexts, there remains an opportunity to test this through further research. There is also an opportunity to extend the survey research, particularly into the wholesaler organisations that operate in the sector of study.

Practical implications

The managerial implications that result from this research provide practical guidance to organisations in this sector on how to ensure that e‐commerce systems for B2B buying and selling are used successfully.

Originality/value

This paper furthers knowledge and understanding in the fields of operations management, IS, and SCM, by suggesting potential determinants of successful e‐commerce use in both buying and selling organisations within supply networks.

Details

International Journal of Operations & Production Management, vol. 29 no. 11
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 1 October 2004

R. Butler

Suppliers suffer losses when customers repudiate B2B order transactions in open account systems. Appropriate internal control measures should be implemented to address…

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Abstract

Suppliers suffer losses when customers repudiate B2B order transactions in open account systems. Appropriate internal control measures should be implemented to address repudiation. According to the King Report on Corporate Governance for South Africa (2002), the responsibility for internal control lies with the management of a company. This article aims to assist management in reducing the risk of repudiation to an acceptable level, by providing a framework of recommended internal control measures. The framework was compiled after considering: Requirements in the Electronic Communications and Transactions Act that make digital contracts valid. Existing control frameworks, control objectives and internal control measures addressed by COBIT® and AICPA/CICA’s Trust Services Principles and Criteria.

Details

Meditari Accountancy Research, vol. 12 no. 2
Type: Research Article
ISSN: 1022-2529

Keywords

Article
Publication date: 16 November 2018

Celso Augusto de Matos and Anderson Krielow

Based on the stimulus-organism-response (SOR) framework, this paper aims to analyze the influence of environmental factors (e.g. competitive pressure) on the firm’s…

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Abstract

Purpose

Based on the stimulus-organism-response (SOR) framework, this paper aims to analyze the influence of environmental factors (e.g. competitive pressure) on the firm’s evaluations (i.e. perceived risk and convenience) and response (intention to purchase e-services).

Design/methodology/approach

A model is tested with data from a survey with 430 micro- and small-sized enterprises (MSEs) in an emerging country. The following constructs were measured: external factors, data security, lack of knowledge, perceived risk, convenience and purchase intention. Company size, internet use and previous experience were control variables.

Findings

MSEs’ intention to purchase e-services is strongly influenced by convenience, which in turn is more affected by external factors. Perceived risk is mainly affected by lack of knowledge and data security. Overall, the model supports the mediating role of perceived risk and convenience in the relationship between Stimuli factors (external factors, data security and lack of knowledge) on response (purchase intentions). For instance, data security influences purchase intention only through the mediation of perceived risk and convenience.

Practical implications

Firms interested in providing e-services for MSEs should improve the perceived convenience of e-commerce. At the same time, they can also reduce the lack of knowledge and increase data security to reduce the perceived risk of the decision-maker.

Originality/value

This paper demonstrates mediating effects of perceived risk and convenience, considering a SOR framework, as well as the analysis of business-to-business e-services in an understudied context, i.e. MSEs in an emerging country.

Details

Journal of Business & Industrial Marketing, vol. 34 no. 4
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 1 December 2002

David C. Wyld

In this paper, the author examines the growth of B2B e‐commerce, examining results from the ISM/Forrester Reports on e‐Business conducted to date. Through this analysis…

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Abstract

In this paper, the author examines the growth of B2B e‐commerce, examining results from the ISM/Forrester Reports on e‐Business conducted to date. Through this analysis, the researcher demonstrates that contrary to the generally‐held perception that B2B has experienced a sharp downturn in the wake of the recession, e‐procurement has taken hold and is rapidly expanding across the American landscape. Specifically, the Reports on e‐Business are studied to look for trends in the overall use of e‐procurement methods: to reduce paperwork and cycle times; to procure direct and indirect goods and services; to collaborate with suppliers; and to reduce the total cost of procurement. The author concludes that overall, the analysis shows that the push towards e‐procurement is being led by the largest firms. This and other key trends are discussed in the conclusion of this report, along with suggestions for future research.

Details

Management Research News, vol. 25 no. 12
Type: Research Article
ISSN: 0140-9174

Keywords

1 – 10 of over 2000