Realizing the Promise of E-Business: Developing and Leveraging Electronic Partnering Options

Chatterjee, Debabroto; Segars, Albert H.; Watson, Richard T.

doi:10.2307/41166361

Cited by 32 publications

(27 citation statements)

References 23 publications

(13 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Also, we argue that these relational aspects are important interfirm governance mechanisms which IT can facilitate (Chatterjee et al, 2006;Jean et al, 2008). Therefore, it enables the building of a more efficient interfirm relationship and therefore improved marketing performance.…”

Section: Introductionmentioning

confidence: 99%

Information technology and marketing performance within international market-entry alliances

Zhao

Priporas

2017

IMR

View full text Add to dashboard Cite

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.*Related content and download information correct at time of download. Purpose -The purpose of this paper is to engage in a comprehensive review of the research on information technology (IT)-mediated international market-entry alliances. Design/methodology/approach -This paper provides a theory-informed conceptual framework of IT-enabled cross-border interfirm relationships and performance outcomes. It integrates perspectives of resourcebased view (RBV) and transaction cost economics (TCE) to argue that the establishment of interfirm IT capabilities enhances the marketing performance of the foreign partner in the host location by improving interfirm relationship governance. Furthermore, IT-related risks and contextual restrictions are identified as important moderators.Findings -Conceptualisations of IT capabilities, IT-enhanced interfirm governance, and IT-led marketing performance improvement are suggested. Drawing on RBV and TCE, IT resources, related human resources, and IT integration between partner firms in combination enhances the ability of firms to manage the relationship more effectively through shared control, interfirm coordination, cross-firm formalisation, and hybrid centralisation. These benefits then bring about better upstream and downstream marketing performance in the host location. Additionally, IT capabilities help to mitigate possible contextual limitations and risks.Research limitations/implications -The paper offers a number of theory-and literature-informed research propositions which can be empirically tested in future studies. Practical implications -Top managers of firms currently in or planning to enter international alliances for market entry should carefully consider effective development of interfirm IT capabilities in terms of readiness of hardware and software, human resources, and organisational resources. Originality/value -The paper provides an integrated framework and propositions which contribute to limited understanding and appreciation of IT value in international market-entry alliances.

show abstract

Section: Introductionmentioning

confidence: 99%

Information technology and marketing performance within international market-entry alliances

Zhao

Priporas

2017

IMR

View full text Add to dashboard Cite

show abstract

“…Although it might be too early to judge their success Table 3 Factors affecting the success of Internet-based B2B integration (Chatterjee et al, 2006;Dai & Kauffman, 2002 or failure for supply chain integration at this stage, this adoption pattern is very different from what has been expected of them. Therefore, considering that it has already been more than 10 years since the inception of the initiatives, it is time that we raised concerns about the adoption and suggested a direction for their future development.…”

Section: Suggestions For Future Developmentmentioning

confidence: 86%

“…Nonetheless, we can utilize abundant studies on the adoption of earlier Internetbased B2B or EDI systems for the discussion of the challenges. Table 3 summarizes key factors to the success of B2B systems and Internet-based EDI found from literature categorized into three groups: technology issues, vision for shared benefits, and organizational issues (Chatterjee, Segars, & Watson, 2006;Dai & Kauffman, 2002). Based on the factors in the table combined with our earlier discussion regarding the advancement of agile supply chain management, we next discuss the reasons for their slow adoption status and present development directions for the success of the initiatives in the future.…”

Section: Suggestions For Future Developmentmentioning

confidence: 97%

Rethinking XML-enabled agile supply chains

Ahn

Childerhouse

Vossen

et al. 2012

International Journal of Information Management

View full text Add to dashboard Cite

“…Finally, specific EM characteristics might have impacts on EMs' decisions of auction adoption. In this study, we considered EM ownership types, a crucial factor in EM differentiation (Chatterjee et al 2006). EMs' ownership often falls into three categories: independent ownership (i.e.…”

Section: Control Variablesmentioning

confidence: 99%

An explorative study of industry influences: on vertical e-marketplaces’ adoption of e-procurement auction

Zheng

Wang

2007

Inf Syst E-Bus Manage

View full text Add to dashboard Cite

Vertical electronic marketplace (EM) is a new inter-organizational intermediary within a single industry that enables participating buyers and sellers to exchange information about price and product offerings and to cooperate on commodity exchange. Prior research on EM design has given a heavy weight on auction mechanism design. However, the feasibility of e-procurement auction to auction providers has long been ignored in academic. With an analysis on 157 vertical EMs from six different industries, this paper empirically demonstrates that industry contingencies exist in vertical EMs' adoption of e-procurement auction service.

show abstract

Realizing the Promise of E-Business: Developing and Leveraging Electronic Partnering Options

Cited by 32 publications

References 23 publications

Information technology and marketing performance within international market-entry alliances

Information technology and marketing performance within international market-entry alliances

Rethinking XML-enabled agile supply chains

An explorative study of industry influences: on vertical e-marketplaces’ adoption of e-procurement auction

Contact Info

Product

Resources

About