Stakeholders' Values in Collaborative Commerce Marketplaces

Journal of Business & Industrial Marketing, 2015

Purpose – This paper aims to explore what aspects of organisational value can be realised through taking a service exchange perspective of e-marketplaces as opposed to a product transaction perspective Marketing is increasingly concerned with the notion of service value in business-to-business markets. Electronic marketplaces (e-marketplaces) have been used in B2B exchanges for many years and continually evolve as the understanding of e-marketplace participation and the technologies develop. Design/methodology/approach – A case study approach is taken using three large e-marketplace organisations and interviews with senior managers from each company. Findings – The paper argues that e-marketplaces should not be thought of solely as a product transaction mechanism but rather as a digital marketing and communication network where service, rather than products, forms the basis of a value creating exchange. Practical implications – Organisations can co-create value within an e-marketplace network but must market services value across organisational boundaries. Originality/value – The paper extends the literature in the area of e-marketplace trading and recognises the importance of the digital communication network in enabling service exchange between the e-marketplace, buyers and suppliers.

2006

In this paper, we question the nature and dimensions of eValues. We apply our approach to electronic marketplaces (EMPs), as an illustration of interorganizational information systems. The research is based upon 50 interviews made in 6 EMPs, and a thematic analysis on the themes linked to “the value of EMPs”. Our results categorise the different perceptions of eValues according to

2009

E-marketplace platforms can be used to improve upon the procurement performance in an organization and offer key benefits such as reduced purchasing costs, better information, and better collaboration. While there are various studies discuss the benefits or value contributions that organisations can obtain from e-marketplaces, many organisations are reluctant to participate in e-marketplaces due to the mismatch between the value expected and the actual value experienced by organisations from e-marketplaces. Employing an in-depth case study approach, this study systematically identifies the value contributions of e-marketplaces used by the case organisation at the various stages of the procurement process for purchasing indirect goods. Our study findings demonstrate that e-marketplaces value contributions can be experienced by organisations in various stages of the procurement process, while each value can be experienced in multiple stages and each stage can experience multiple value...

To compete with low cost competitors from other regions of the world, collaborative commerce marketplaces (CCMs) can assist SMEs to innovate and rejuvenate their business. For instance, CCMs allow the configuration of partners' capabilities very quickly in response to market's demand to collectively bid for tenders/projects. Through collaboration with partners in the CCM, SMEs are able to venture outside their regions to capture new markets. A comprehensive, visual and dynamic CCM model is presented in this paper which can be used as a basis for further study of CCMs. Two selected case studies from a CCM are used to verify the proposed model. The layered approach of the model provides opportunities for further examination of the dynamic and complex interactions in CCMs 63

2008

The last few years have witnessed the emergence of electronic marketplaces as players that leverage new technologies to facilitate B2B internet-mediated collaborative business. Nowadays these players are enlarging their services, from simple intermediation to include new inter-organizational relationships. The interest of this paper is to investigate the shift in the role and evolution of services proposed by e-marketplaces in response to the market participants' demands. We carried out a longitudinal qualitative field study of an e-marketplace providing the outsourcing of the procurement process. Through the study of practices evolving over time we show that, as marketplaces offer increasingly complex business processes, the market participants begin to privilege the well connected small numbers to the convenience of the openness to the entire market. The participants see the marketplace as an exclusive club whose belonging provides a strategic advantage. The technology brought forth by the marketplace participates in shaping the strategic demands of the participants which in turn request the marketplace to redesign its own strategy. Profiting from this unintended consequence, the e-marketplace assumes the paradoxical role of strategic mediator: an agent who upholds and heightens the fences of the transactions instead of levelling them. The results have implication in shaping how we see the role of technology as strategic or commoditized. E-marketplace effects communication effect Electronic integration effect electronic mediation effect strategic electronic network effect Arbiter effect E-marketplace effects communication effect Electronic integration effect electronic mediation effect strategic electronic network effect Arbiter effect

European Conference on Information Systems, 2005

The growth of E-commerce had suddenly changed the ground-rules for conducting business, linking the consumer directly to the producer. The digitization of content also meant faster and easier transmission of information from one point to another in a network, thus reducing the need for an intermediary. It was assumed that intermediaries would disappear resulting in frictionless commerce. This paper reexamines

International Journal of Advanced Computer Science and Applications , 2019

Abstract: E-Commerce tools have become a human needs everywhere and important not only to customers but to industry players. The intention to use E-Commerce tools among practitioners, especially in the Malaysian retail sector is not comprehensive as there are still many businesses choosing to use expensive traditional marketing. The research applies academic models and frameworks to the real life situation to develop a value proposition in the practical world by considering 11Street as the company under study and comparing it with Lazada as a leading competitor in the market. The objectives include identification of customers’ perception of a value for E-Commerce Businesses, followed by critical evaluation of existing value proposition of 11Street with Lazada to identify gap and finally to propose a new value proposition for 11street. This paper first identifies customer perceived value of E-Commerce followed by critical review of existing value proposition of 11Street and then comparing and contrasting with the leading player Lazada. By the end of this research, a new consumer value proposition proposal for 11Street proposed for consideration in matching with the Malaysian consumers’ value criteria.

Industrial Marketing Management, 2019

The value concept is key to understanding purchasing and marketing decisions in business markets. Despite its importance, a lack of clarity surrounding the conceptualization of value in business-to-business markets persists. This paper develops an integrative framework that identifies the various conceptualizations of value and maps the most often cited value papers published in IMM on this framework. The integrative framework makes distinctions between the value beneficiary (i.e., collective and individual value perceptions), the underlying value perspective (i.e., customers' and suppliers' value perceptions), and the reference object of value (i.e., transactional value based on expectations or experiences, and value of relationships). Positioning the IMM citation classics papers on this integrative framework allows us to identify core areas and promising research avenues for this key concept. In particular, we identify a need to further explore individual actors' value perceptions and the usage processes that lead to experienced value in use in business markets.

Journal of Management Information Systems, 2004

and other academic journals. Professor Dehning's work experience is in insurance and as an accounting information systems consultant for small businesses.