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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.

After the dot‐com breakdown in 2001, Internet‐based electronic marketplaces (IEMPs) continue to be the most promising interorganizational information systems allowing firms to integrate with suppliers and customers. They have emerged in various industries, supporting the exchange of goods and services of different kinds, within and across supply chains, and are following different architectural principles. The paper discusses the use of IEMPs to manage processes across the supply chain based on a critical literature review and a case study research approach. In order to illustrate different views within an IEMP supply‐chain network, three industry case studies – the chemical, retail and maritime industries – were conducted. Several interviews with both IEMP users and market makers were completed. The outcome gives a state of the art of IEMP usage for managing business processes across the supply chain, discloses gaps and describes different IEMP industry approaches.

E‐marketplaces have recently become a popular internet‐based e‐commerce application. Despite extensive research on this topic, there has been limited work in the realm of e‐marketplace security. This paper aims to discuss the role of e‐marketplace risks and controls in seven e‐marketplace firms.

The authors have identified four types of risks and controls of e‐marketplaces namely; technological, economical, implementation, and relational. Seven e‐marketplace firms from a cross‐section of industries were chosen.

The research suggests that the type and extent of risks, as well as the type of industry and the products the firm sells, have a direct correlation with the method of e‐commerce application implemented for e‐marketplace.

The findings contribute to a risk control framework in e‐marketplace participation which will increase the awareness of security in e‐marketplace participation.

Discusses the efforts of manufacturing enterprises to make themselves Internet‐ready, to cope with future e‐ business. Changes brought by the Internet will force enterprises to become more agile and responsive. However, the same changes force a need to deploy integrated information systems, and to have business processes in place to facilitate rapid decision‐making, and optimize the extended supply chain by integrating internal business processes with those of business partners. Concludes that e‐business has not yet caused the revolutionary changes in asset‐intensive process industries that it has in information‐based industries.