The current issue and full text archive of this journal is available at

www.emeraldinsight.com/0263-5577.htm

B2b eMarketplaces

B2b
eMarketplaces

A classification framework to analyse business

models and critical success factors
Raffaello Balocco, Alessandro Perego and Sara Perotti
Department of Management, Economics and Industrial Engineering,
Politecnico di Milano, Milan, Italy

1117
Received 15 January 2010
Revised 15 March 2010
Accepted 13 May 2010

Abstract
Purpose The purpose of the paper is to look in depth at the role of business-to-business (B2b)
eMarketplaces in supporting B2b relationships, identifying the successful business models and the
related critical success factors (CSFs), and to propose a new classification framework to classify
eMarketplace business models.
Design/methodology/approach The paper is based on the analysis of 30 international
eMarketplaces through case study methodology.
Findings Nine different business models are identified, which can be classified in terms of a
service-provisioning model and supported processes between companies. For each business model,
different CSFs are highlighted.
Research limitations/implications The study has been conducted on a sample of 30 significant
international eMarketplaces. Future studies could apply the framework to other cases in specific
industries.
Originality/value The paper offers an overview of the eMarketplace business models linking them
with the most relevant CSFs. On one hand, the identified CSFs must be considered by managers and
entrepreneurs launching new eMarketplaces or managing existing ones, in order to define the strategy,
the business model, and the value proposition for the company users. On the other hand, managers
facing the problem of adopting internet technology to support a B2b relationship with business
partners must learn to distinguish between the different B2b business models, in order to understand
their impact on processes and more precisely evaluate the potential value offered by a B2b electronic
intermediary.
Keywords Electronic commerce, International marketing, Classification, Internet,
Business-to-business marketing
Paper type Case study

1. Introduction
When business to business (B2b) eMarketplaces[1] (also called online marketplaces)
entered the market, they were supposed to dramatically improve the effectiveness and
efficiency of commercial processes between companies, radically changing traditional
procurement strategies, and restructuring supply chains, organizations, and industries.
A number of contributions in academic operations management literature point out
several benefits coming from the adoption of electronic applications to support
This research has been performed within the B2b observatory promoted by the School of
Management of the Politecnico di Milano, Italy, in collaboration with the ONCE Association
(www.connect-once.org). The authors would like to acknowledge Uday Karmarkar from
Anderson School of Management University of California Los Angeles for his support.

Industrial Management & Data

Systems
Vol. 110 No. 8, 2010
pp. 1117-1137
q Emerald Group Publishing Limited
0263-5577
DOI 10.1108/02635571011077799

IMDS
110,8

1118

procurement and supply chain management processes (Ordanini and Rubera, 2008;
Shoenherr, 2008; McIvor and Humphreys, 2006; Croom, 2005; Boyer and Hult, 2005;
Bendoly and Schoenherr, 2005; Muffatto and Payaro, 2004; Carter et al., 2004; Emiliani,
2004; Pinker et al., 2003; Smart and Harrison, 2003; Beall et al., 2003; Vakharia, 2002;
Tan, 2001; Lewis, 2001; Papazoglou et al., 2000; Min and Galle, 1999).
However, after a first euphoric phase of development, eMarketplaces have quickly
betrayed these expectations. Since the second half of 2000, many international
eMarketplace project failures have occurred (e.g. Chemdex, E-Chemicals,
MetalSpectrum, Steelscreen, Petrocosm, ProXchange, and GoFish) (Miller, 2001), and
the real effectiveness of this eBusiness model has come into question.
In the aftermath of the disillusionment phase, several eMarketplaces evolved the
original business model mainly based on the open transactions between buyers and
sellers into new models. Some of them tried to incorporate the concept of software
as a service (Cherbakov et al., 2005), whereas others started to offer more complex
services in order to support processes, such as supply chain management (Rudberg
et al., 2002; Wang et al., 2007) and new product development (McIvor and Humphreys,
2004; Grieger, 2004; Dai and Kauffman, 2002) rather than commercial transactions
alone. Yet again, others evolved into consulting companies.
In this light, the paper aims at analyzing in depth the role and the value of these
operators in supporting B2b processes. More specifically, the goal of the paper is twofold:
(1) to propose a new classification framework in order to analyze the various
eMarketplace business models developed in the last years, starting from a
traditional eMarketplace concept (i.e. a B2b intermediary focused on enabling
commercial transactions between companies); and
(2) to point out the main critical success factors (CSFs) i.e. variables that are vital
for a strategy to be successful (Daniel, 1961) for each business model
identified through the classification framework.
The paper is based on an empirical study covering more than 30 international
eMarketplaces, analyzed through case studies mainly based on direct interviews with
top management. The study was conducted in collaboration with the Open Network for
Commerce Exchange (ONCE) Association (www.connect-once.org), an independent,
international, not-for-profit organization devoted to accelerating the growth of global
B2b eCommerce.
2. The eMarketplace phenomenon in literature
Many contributions dealing with electronic B2b applications (based on both electronic
data interchange (EDI) and internet technology) and more specifically with
eMarketplaces can be found in the literature. A number of contributions in the literature
point out the benefits coming from the adoption of electronic applications to support B2b
processes. Malone et al. (1987) highlight that electronic communications in the supply
chain can reduce the cost of coordinating economic transactions and the cost of
coordinating production. Cagliano et al. (2003) identify four clusters of manufacturing
companies on the basis of the adoption of three kinds of electronic applications
(i.e. eCommerce, eProcurement, and eOperations), highlighting that better payoffs can be
achieved by those companies that extensively implemented eBusiness solutions. Going
into greater detail, as far as procurement process is concerned, several authors point out

a number of benefits for the companies that support this process through electronic
applications: the reduction of purchasing costs, the decrease of inventory levels, the
enhancement of process integration capabilities, the time savings in the sourcing and
purchasing activities, and the increase of the pool of potential suppliers (Aboelmaged,
2010; Alarcon et al., 2009; Ordanini and Rubera, 2008; Shoenherr, 2008; Boyer and Hult,
2005; Bendoly and Schoenherr, 2005; McIvor and Humphreys, 2006; Carter et al., 2004;
Emiliani, 2004; Pinker et al., 2003; Smart and Harrison, 2003; Beall et al., 2003; Min and
Galle, 1999). As far as supply chain management process is concerned, the main benefits
pointed out for the companies adopting internet-based applications are related to the
increase of productivity, the increase of service quality, and a more effective control of
the material flows along the supply chain (Wang et al., 2007; Croom, 2005; Muffatto and
Payaro, 2004; Tan, 2001; Lewis, 2001; Papazoglou et al., 2000; Vakharia, 2002). Authors
in the literature highlight that companies can choose between private applications
(developed by the company) or shared applications (i.e. B2b eMarkeplaces) to support
procurement and supply chain management processes. As regards eMarketplaces,
Standing et al. (2010) propose a complete review of the papers dealing with
eMarketplaces in leading information system journals from 1997 to 2008. A number of
contributions classify these B2b intermediaries through several variables:
.
the industry/industrial scope, which can be vertical, i.e. targeted at a specific
industry/supply chain, or horizontal, i.e. targeted at various industries/supply
chains (Howard et al., 2006; Ratnasingam et al., 2005; McIvor and Humphreys,
2004; Barratt and Rosdahl, 2002; Raisch, 2001);
.
the type of products and services traded over the eMarketplace, which can be
direct or indirect (Kaplan and Sawhney, 2000; Barratt and Rosdahl, 2002);
.
the purchasing types, which can be spot or systemic (Kaplan and Sawhney, 2000;
LaCorte, 2000; Raisch, 2001; Barratt and Rosdahl, 2002); and
.
the ownership model of the eMarketplace, distinguishing between independent
companies, consortia and private eMarketplaces (Ordanini et al., 2004; Milliou
and Petrakis, 2004; Taylor and Terhune, 2001; Krammer et al., 2001; Whitaker
et al., 2001; Raisch, 2001).
A study by Cullen and Webster (2007) identifies nine different B2b eCommerce
applications based on the connectivity and purpose. Among these, the authors point
out four types of B2b intermediaries (i.e. collaboration, marketplace, aggregation, and
private trading exchange) on the basis of the number of buyers and suppliers involved
in the transactions (i.e. few vs many) and of the primary purpose of the user who
initiates the transaction. All the above-mentioned contributions focus on the analysis of
eMarketplaces which enable commercial transactions. Some other contributions widen
the eMarketplace concept and try to identify its role in the B2b relationship and the
supported processes. Some of these consider eMarketplaces as intermediaries able to
support B2b processes such as supply chain management (Rudberg et al., 2002; Wang
et al., 2007) or new product development (McIvor and Humphreys, 2004; Grieger, 2004;
Dai and Kauffman, 2002) and not only commercial transactions. Some authors point
out an evolution of the offerings of B2b eMarketplaces, either due to increasingly
experienced company users requiring differentiated and more specific services or to

B2b
eMarketplaces

1119

IMDS
110,8

1120

help smaller companies to overcome the barriers in adopting B2b online services
(Schoenherr, 2008; Hur et al., 2006; Schoenherr and Mabert, 2003).
As far as the analysis of the CSFs is concerned, most literature contributions focus
on technical issues or analyze industry-specific or region-specific eMarketplaces.
Brunn et al. (2002), for instance, identify the following critical areas, which can
influence the success of an eMarketplace: the focus of the eMarketplace, the internal
governance, the features provided to the company users, the partnership strategy, and
the consistency of the elements setup. Gengatharen and Standing (2004), in their study
dealing with regional eMarkeplaces, identify both internal and external CSFs, such
as the influence of the policy makers in stimulating the adoption of the eMarketplace,
the profile of the potential company users, and the quality of the services provided
by the eMarketplace (i.e. the content quality, the service/value-added quality, etc.).
Ordanini et al. (2004) identify three main features at the basis of successful
eMarketplace business models: the content (i.e. the customer focus and the nature of
business), the structure (i.e. the revenue model and the service portfolio), and the
governance (i.e. the relevant shareholder). According to Yu et al. (2002), the key
eMarketplace success factors are influenced by the willingness of company users
(both buyers and suppliers) to participate in the market, from the perspective of the
market position of different operators. Other studies ( Johnson, 2010; Standing et al.,
2009) focus on specific industries, trying to highlight the CSFs starting from the
analysis of the most relevant barriers to eMarketplaces adoption by companies.
The literature analysis shows that few academic contributions analyze critically
and in depth the various business models that have emerged in the last years.
Moreover, the academic literature fails to point out the CSFs related to the identified
business models that could help to identify the main determinants of the
success/failure of the various types of eMarketplaces developed in the last decade.
Starting from the literature contributions and a qualitative empirical analysis, in this
paper, we propose a new framework to describe eMarketplace business models based on
two variables (i.e. the supported B2b processes and the services provisioning model). This
framework is used to point out the main CSFs of the various types of eMarketplaces.
3. The methodology of the empirical study
The present research is based on the case studies defined by Yin (2003) as empirical
inquiries that investigate a contemporary phenomenon within its real-life context,
especially when the boundaries between phenomenon and context are not clearly
evident. Since the objective of the present research is to look in depth at the role of B2b
eMarketplaces in supporting B2b relationships, identifying the successful business
models and the related CSFs, this methodology seems to be the most appropriate for
two basic reasons. First, through the case studies, we can get both qualitative and
quantitative data by the combination of various data collection methods (interviews,
questionnaires, archives, qualitative, and quantitative observations) (Eisenhardt,
1989). Second, the case study methodology can be perfectly suitable for building a
theory (Gersick, 1988; Harris and Sutton, 1986) (Figure 1).
When using a case study methodology, at least two different choices have to be
made. First, the number of case studies to undertake (one or more) and second the type
of the case study (explanatory, descriptive, or exploratory). The multiple explanatory
case study approach has been chosen, since we have to examine the data closely both

Filters
Relevance of the operator in the B2b market
Covering of all existing business models
Availability for direct interview

Sources
Online sources
Offline sources

30
case studies

20 through direct interviews

6 through secondary sources
General data
Business model
Strategy and competitive positioning
Value chain and organization
Perfomances

1 City.biz
Adquira
Agentrics
Ariba
Bayantrade
Bravosolution
Cc-Hubwoo
ChemConnect
Converge
Covisint
CPGmarket
e2open
eBaybusiness
eLance
eUtilia
Exostar
FirstIndex
IBX
Inttra
Ironplanet
Liquidity service
Ofs-portal
Pantavanij
Quadrem
Sciquest
Teleroute
The plastic exchange
Trading partners
Transora
W3net

on the surface, trying to highlight the various eMarketplace business models, and in
depth, analyzing for each business model the CSFs.
In order to describe the analysis, we have identified the following sections.
3.1 Design of the research
As suggested by Yin (2003), we identified the study questions first. In accordance with
the research objectives, the research questions are:
RQ1. How is it possible to classify and analyze the business models of the online
B2b eMarketplaces?
RQ2. What are the most significant CSFs for each business model?
Since qualitative questions (e.g. how and what questions) are likely to favor the use
of case studies (Yin, 2003), they seem to be suitable for this research.
3.2 Realization of the case studies
The concept of population is crucial, because the population defines the set of entities
from which the research sample is to be drawn (Yin, 2003). The B2b eMarketplaces to
be analyzed were identified using:
.
online sources, such as search engines and web sites focused on B2b eMarkeplaces;
.
offline sources, such as journals, research reports (from Gartner, Forrester, etc.),
and press searches;
.
direct interviews with professors involved in internet studies at Anderson School of
Management, University of California Los Angeles, during a visiting period; and
.
database of B2b eMarketplaces provided by ONCE Association.

B2b
eMarketplaces

1121

Figure 1.
Methodology of the
empirical study

IMDS
110,8

1122

More than 100 eMarketplaces were identified. In order to gather some general information
(company history, market focus, industry, etc.), the web sites of the 100 eMarkeplaces were
analyzed. In the second phase of the research, the 60 most important and interesting cases
in terms of importance of the equity or industrial group, financial assets, brand
awareness, business model features, and performance achieved were identified.
Our final objective was to select 30 eMarketplaces as our research sample. This size
emerged as a reasonable compromise between representativeness and effort of the analysis.
In order to identify the 30 eMarketplaces to be analyzed, a qualitative survey involving
36 top managers (i.e. chief executive officer or marketing/sales directors) of international
B2b eMarketplaces was organized during the ONCE Annual Conference in Bangkok.
All the top managers were asked to highlight the three most interesting online
B2b eMarketplaces to be analyzed, out of the 60 proposed. Table I shows the results of
the survey.
All the case studies voted by the top managers of the B2b eMarketplaces were
analyzed.
In addition to the 18 eMarketplaces chosen from the managers survey, other 12 cases
were selected in order to guarantee a more complete coverage of industries and
business models:
(1) Covisint.
(2) eBaybusiness.
(3) eLance.
(4) Intra.
(5) Ironplanet.
(6) Liquidity services.
(7) Quadrem.
B2b eMarketplace

Table I.
Results of the qualitative
survey in order to select
the case studies

1City.biz
Adquira
Agentrics
Alibaba
Ariba
Bravosolution
CcHubwoo
ChemConnect
Converge
CPG market
E2open
Eutilia
Exostar
IBX
OFS Portal
Pantavanij
Portum
sciQuest
Transora

No. of votes
3
8
4
2
15
3
15
5
5
5
5
1
9
10
1
1
10
1
5

(8)
(9)
(10)
(11)
(12)

Teleroute.
The plastic exchange.
Trading partners.
Transora.
W3net.

We did not select these cases randomly, because, as Pettigrew (1988) noted, given the
limited number of cases which can usually be studied, it makes sense to choose
extreme situations and polar types in which the process of interest is transparently
observable. In this choice, we also considered the richness of online information
and/or the pre-verified availability to be directly interviewed.
A total of 24 semi-structured interviews were carried out (six eMarketplaces were
analyzed through secondary sources). First, we used a formally structured schedule
comprising five sections: interviewee and company details, description of the business
model, strategy and competitive positioning, value chain and organization, and
performance. However, due to the lack of information on this specific issue, we did not
know all the necessary questions in advance. Therefore, we developed and adapted an
open questions section as well. In this way, we benefited from both structured and
unstructured interviews.
A pilot test was performed with practitioners before the interviews. As a result,
the wording of some of the questions was changed to make them easier to understand.
All the interviews were conducted in the same way to ensure comparable results
(we offered the same stimulus to each subject) and proved to be successful, as all the
questions were answered by the respondents. The interviews, conducted between
September 2007 and July 2009, were given either in person or through telephone, lasted
1.5 hours on average, and were tape recorded and transcribed. After every meeting, the
minutes were approved by the interviewees.
3.3 Analysis of the data and interpretation of the case study evidence
The responses from interviewees were summarized, interpreted, and tabulated from
the transcripts, according to the arguments of the research questions. Specifically, data
were coded within two documents: the central database (on a simple excel table) and a
word document containing the complete resume of the interviews. If any information
remained unclear and/or we felt more data were needed, informants were contacted
later by phone for additional questions.
The data analysis was conducted according to both a within-case and a cross-case
method. The former seeks to generate insight (Gersick, 1988; Pettigrew, 1988), while
the latter enables comparisons among cases, highlighting similarities and differences
between responses.
4. The classification framework
Starting from the models proposed by Baeza-Yates and Nussbaum (2007) and by
Wang et al. (2007), which consider three main variables to analyze information
architectures i.e. process, technology and people (or collaboration), in this paper,
we present a new classification framework which integrates and applies these three
variables to B2b eMarketplaces. In this light, two main variables were considered:

B2b
eMarketplaces

1123

IMDS
110,8

1124

(1) the service-provisioning model (that considers both the technology and the
collaboration variables of the mentioned models); and
(2) the B2b processes supported by the eMarketplace (that considers the process
variable of the mentioned models).
4.1 Service-provisioning model
For the first variable, three categories were defined:
(1) Orthodox eMarketplace when the eMarketplace web site is public and shared
with the other company users (the term orthodox is used here because this
model fits the original and first idea of a B2b eMarketplace). Several general
services supporting trade interaction between companies are offered.
(2) Application service provider (ASP) when the B2b eMarketplace provides the
company users with a technological platform on a pay-per-use basis (very
similar to an ASP model in the software industry), together with various
value-added services related to its exploitation. The company users can exploit
the platform in a remote way, which is private and safe.
(3) Process outsourcer when some of the client-supplier processes are
professionally managed on behalf of the company users and the technology
is only a support tool.
4.2 B2b process supported
For the second variable, four categories were defined:
(1) eSourcing, which refers to the tools supporting the search for new suppliers, the
definition of their status, the online negotiation through electronic auctions, and
request for proposals or request for quotes.
(2) eCatalog, i.e. the recursive buying process of products and services, usually based
on web catalogues, when the trade conditions have already been agreed upon.
(3) eSupply chain execution, i.e. the integration and digitalization of the
order-to-payment cycle, including logistics and administrative activities.
(4) eSupply chain collaboration, which refers to the collaborative activities between
buyers and suppliers, including production and procurement planning
(i.e. vendor managed inventory and collaborative planning, forecasting, and
replenishment), new product development, supply chain monitoring, and control.
5. Discussion: the business models and the CSFs
This section describes the main business models emerging from the analysis of the
30 case studies (Figure 2) on the basis of the proposed classification framework. Through
the empirical analysis, the most relevant CSFs for each business model were identified.
5.1 Orthodox eMarketplaces
The study highlights four different categories of business models for orthodox
eMarketplaces (Figure 2).
Public exchanges. Public exchanges support the purchasing process of commodity
products (chemicals, metals, information and communication technology products, etc.)
through an exchange platform. They usually provide several services, e.g. financial

eSupply
chain
collaboration

Independent
"integration-based"

eSupply
chain
execution

eCatalog

B2b
eMarketplaces

Independent
"sourcing-based"
Consortium-based

1125

Independent
eCatalog
2 hand goods
/overstocks
Public
exchange

Transportation
industry
Suppliers
scouting

Sourcing proces
outsourcer

eSourcing

Orthodox model

ASP

Process outsourcer

services to handle credit (clearinghouse), logistics services, risk management services,

and market intelligence services. ChemConnect and Converge are some examples in this
category. ChemConnect started as a bulletin board web site and then launched a public
exchange platform to support the trading of chemical products. Converge supports the
exchange of semiconductors, electronic components, and networking equipment. By the
last quarter of 2005, they had also started to offer an IT asset disposal service. Several
mergers and acquisitions have occurred in the last years among these B2b
eMarketplaces, determining a strong concentration in the market.
Three main CSFs were highlighted by these operators:
(1) to guarantee the anonymity and neutrality in managing the transactions
between buyers and sellers;
(2) to establish trust and relationships with their customers, especially for those
operators that offer services such as market intelligence and financial services; and
(3) to reach a high level of liquidity, due to the low level of gross margin per
transaction and the high level of fixed costs.
The following managerial implications can be highlighted:
.
public exchanges are a real option only for those companies trading commodity
products;
.
the value for the users is essentially related to the timely access to buying/selling
opportunities;
.
the level of anonymity and neutrality of the exchange must be seriously verified
by the potential users; and
.
the level of liquidity of the exchange is paramount, since it is the main guarantor
of business opportunities for the users.

Figure 2.
The main strategic
clusters in the B2b market

IMDS
110,8

1126

eMarketplaces focusing on secondhand goods and overstocks. The second cluster

comprises those eMarketplaces focusing on the sale of secondhand goods and
overstocks through auction mechanisms. It is important for these eMarketplaces to
guarantee the credibility of the sellers and to certify the quality of the products by
means of different tools, such as user ratings, certification, and guarantee services.
Many horizontal players have changed their operations in recent years to focus
rather on specific kinds of products. There is also a trend towards concentration.
GovLiquidation, LiquidBiz, and GovWholeSale, for instance, have merged into
Liquidity Service, which supports the trade of secondhand goods, overstocks, and
military/government surplus. Another interesting case is Ironplanet, owned by big
companies such as Caterpillar, Volvo Construction Equipment, and Komatsu. The
company supports the sale of used machinery between rental and financial companies
and potential buyers, offering very accurate inspection services.
Two main CSFs were highlighted by these operators:
(1) to guarantee the credibility of the sellers and to certify the quality of the
products through different mechanisms; and
(2) to reach a wide number of targeted buyers through advertising activities.
The following managerial implications can be highlighted:
.
these eMarketplaces are very useful as an additional market to dispose of
equipment at the end of its cycle life;
.
companies that are willing to exploit these operators to sell overstocks or
secondhand goods must verify the effectiveness of the mechanisms used to
certify the quality of the goods and the effectiveness of the advertising activities
which are assumed to reach a high number of potential buyers; and
.
companies that are going to buy over these eMarketplaces must take advantage
of the inspection services offered.
eMarketplaces focusing on supplier scouting. These eMarketplaces use RFx systems to
scout suppliers selling highly complex products/services (e.g. engineered goods
and services). The revenue model is based on subscription fees, and the buyers are
usually big companies willing to find new suppliers, either worldwide or in local markets.
FirstIndex, which deals with suppliers in highly engineered products, is a paradigmatic
example in this category, its success being based on local sourcing on a global base.
Three main CSFs were highlighted by these operators:
(1) to increase brand awareness, in order to become a reference web site for the
specific kind of sourcing market;
(2) to deepen the knowledge about specific sourcing markets in order to provide all
the relevant information about the suppliers; and
(3) to ensure operational effectiveness, in order to interact with a large number of
buyers and suppliers.
The following managerial implications can be highlighted:
.
companies that are outsourcing the operations in foreign markets can take
advantage of these operators in order to plan a local sourcing strategy; and

companies that are already pursuing a global sourcing strategy can exploit these
operators to test new suppliers and to compare them with already existing ones.

eMarketplaces focusing on the transportation industry. These eMarketplaces provide

various services to the companies operating in the transportation industry, mainly
focused on the exchange of transportation capacity. In this industry, the principal
trend is towards the ASP model with the provision of private services to company
owners. For instance, both Ocean Carriers and Teleroute started as orthodox
eMarketplaces and then shifted to an ASP model. Ocean Carriers provides a private
technological platform to company owners, and Teleroute has setup a common
working platform for all transportation and logistics providers.
Two main CSFs were highlighted by these operators:
(1) to focus on unsold transportation capacity, even if it is very difficult to shift
online a process operated by important intermediaries in a traditional way; and
(2) to reach a high level of liquidity, due to the low level of gross margin per
transaction and the high level of fixed costs.
In Table II, the most relevant CSFs and the main trends for orthodox eMarketplaces are
summarized.
The following managerial implications can be drawn:
.
these eMarketplaces are useful for companies that want to buy extra
transportation capacity, exceeding the contracts typically ongoing with their
usual suppliers, just-in-time when needed and/or at low prices;
.
these operators can also be a resource for big logistics and transportation
companies to trade unsold transportation capacity and to buy capacity from
smaller companies; and
.
for some small transportation companies, especially for the one-truck companies,
these eMarketplaces could be a valuable opportunity to get in touch with the
market efficiently and effectively.
5.2 Application service providers
ASPs can be grouped into four main categories (Figure 2).
Consortium-based service providers. These online eMarketplaces provide companies
in a specific industry, clustered in a consortium, with eSourcing and eSupply chain
services that exploit the technological platform in a private and secure way. It is crucial
that the companies in the consortium are fully committed. Many operators started by
offering different services to company users (hub model), e.g. eSourcing, eCatalog, and
eSupply Chain Collaboration. Nowadays, they focus mainly on eSupply chain execution
services (e.g. data exchange and data alignment) through a customized platform.
Additionally, in some specific industries (e.g. for retailers in fast-moving consumer goods),
they also provide eSourcing services. Covisint, backed by the major US automotive
manufacturers (General Motors, Daimler Chrisler, and Ford), was acquired in 2004 by
Compuware, a software and technology provider. Supplyon is backed by some major
suppliers in the automotive industry (Bosch, Schaeffler Group, Continental, etc.). Covisint
now offers an integration platform which provides data exchange and data alignment
services to the automotive and healthcare industries. Supplyon is mainly focused on XML

B2b
eMarketplaces

1127

Selling processes of secondhand

goods and overstocks through
auction mechanisms

eMs focused on secondhand goods

and overstocks

eMs focused on the transportation

industry

eMs focused on supplier scouting

Buying and selling processes for

commodity products

Public exchanges

Anonymity and neutrality in

managing the transactions
Trust and relationship established
with customers
High level of liquidity

CSF

Important shift towards the ASP

model, i.e. the private provision of
services to company owners

Several horizontal eMarketplaces

have failed in recent years

Introduction of C2c models in the

B2b market
Focalization on specific emerging
sourcing markets

Concentration in few public

exchanges owned by leading
companies focused on specific
commodity markets
Focus on specific kinds of product
and concentration

Several M&As in the last years

Main trends

1128

Credibility of the sellers and

quality of the products through
different mechanisms
Wide number of targeted buyers
through advertising activities
Scouting of suppliers (through RFx Awareness, i.e. to become a reference
systems) which usually sell highly Web site for the specific kind of
complex products/services
sourcing market
In-depth knowledge about specific
sourcing markets to provide all the
relevant information about the
suppliers
Operational effectiveness
Exchange of transportation
Focus on unsold transportation
capacity through a technological
capacity, even if it is very difficult to
platform which can also be exploited shift online a process operated by
important intermediaries in a
privately
traditional way
Awareness or liquidity

Supported processes

Table II.
CSFs and main trends for
orthodox eMarketplaces

Business model

IMDS
110,8

and web EDI services. In the fast-moving consumer goods market, the two major B2b
operators backed by big retailers (GlobalNetXchange and Worldwide Retail Exchange)
merged into Agentrics. Consumer packaged goods (CPG) market, backed by some big
producers such as Nestle`, Danone, and Henkel, was acquired by Accenture. Another
important player, Transora, backed by a second cluster of big producers, merged with
UCCNet in August 2005 to setup 1Sync, which now operates as a not-for-profit subsidiary
of GS1 US to help the industry maximize the value of data synchronization.
Two main CSFs were highlighted by these operators:
(1) the commitment of the companies belonging to the consortium; in the past,
many failures occurred due to a low level of commitment of the companies
participating in the consortium, determining several problems in terms of
governance; and
(2) a high level of customization of the technological platform for the specific
industry; the company users need to exploit a technological platform customized
on the basis of the processes, activities, practices, and type of documents
commonly used within the specific industry.
The following managerial implications can be highlighted:
.
companies belonging to the consortium must clearly define the governance
mechanisms; and
.
companies that are willing to join the eMarketplace must verify both the
governance rules and the level of customization of the technological platform to
the needs of the specific industry.
Independent sourcing-based service providers. eMarketplaces in this group for
instance Adquira, IBX, and 1City.biz provide eSourcing services through an ASP
technological platform, mainly to large companies in different industries. Their biggest
strength comes from the scalability of their technological platform. Some players offer
eSupply chain execution services to support the exchange of documents and payment
services (i.e. exchange of purchase orders, purchase orders responses, electronic
invoices, etc.) to increase the loyalty of their customer base. The study reveals that
some players are also offering eSourcing services as process outsourcers.
Two main CSFs were highlighted by these operators:
(1) to focus on business development and market growth, in order to leverage the
investment made to develop the technological platform; and
(2) to guarantee the scalability of the technological platform; for these operators, it
is important to offer their technological services in a standard way to companies
belonging to different industries, with a low level of customization of the
technological platform.
The following managerial implications can be highlighted:
.
these eMarketplaces provide useful technological platforms for eSourcing, but
the process competences must remain within the user companies;
.
big companies that have already adopted internal eSourcing applications
(i.e. extranets) can exploit these service providers to source specific kinds of
products or to satisfy spot sourcing needs; and

B2b
eMarketplaces

1129

IMDS
110,8

1130

small and medium companies can adopt these service providers to organize
electronic negotiations with both existing suppliers and new ones.

Independent integration-based service providers. These operators offer eSupply chain

execution services to exchange documents and to support integrated supplier networks.
The operators in this category usually tend to expand their service by adding eCatalog to
the basic eSupply chain execution services. CcHubwoo, for instance, which is one of the
biggest players in the B2b marketplace, with a transaction volume of more than $5 billion in
2005, offers private eCatalogs and a transactional hub to support document exchange.
Two main CSFs were highlighted by these operators:
(1) to increase the number of suppliers, in order to reach a critical mass of
company users; and
(2) to deepen the knowledge of industry standards, in order to translate the
documents in the different standards required by the company users.
The following managerial implications can be highlighted:
.
these eMarketplaces can be interesting alternatives to privately managed hubs
or extranets;
.
the company users must look for value-added services in addition to the basic
document exchange services, such as enterprise resource planning integration,
data alignment, and process accountability; and
.
a fundamental feature of these eMarketplaces is the extension of the
network of companies they can reach, either directly or via agreements with
other providers.
Independent eCatalog service providers. The players in this cluster provide companies
in a specific industry with eCatalog tools and services. The most critical control factors
in this group are the technological platform, which should be customized on the basis
of the buyers needs, and the operating model, which should manage the complex
logistics of the end-to-end process. Many players have closed their operations in the
past years (Agribuys, HTTPrint, PublicBuy, Procurezone, etc.) due to the buyers low
level of adoption and the intrinsic operating hurdles to be overcome.
Three main CSFs were highlighted by these operators:
(1) in-depth knowledge of the buying process within a specific industry, in order to
offer a buying workflow customized on the basis of the industry needs;
(2) to develop a technological platform (catalog) customized on the basis of the
buyers needs; and
(3) to offer high-quality logistic services.
The following managerial implications can be highlighted:
.
companies that are willing to adopt eCatalog services must analyze their present
procurement process trying to highlight the activites that could be supported by
the external provider; and

the level of customization of the technological platform must be carefully

checked by potential company users, in order to integrate the external eCatalog
process with the internal procurement process.

B2b
eMarketplaces

In Table III, the CSFs and the main trends for ASPs are summarized.
5.3 Process outsourcers
The research results show that there is only one important business model in this
category: that of eSourcing process outsourcers. These operators manage the eSourcing
processes on behalf of their customers and also provide consulting services. They
usually focus on large and medium companies either on the supplier or on the buyer side.
Many players in this category are extending their offer to include the ASP model.
An important player in this category, Ariba, which started as a software vendor,
operates as both a service provider and a process outsourcer. The strategy for the
future is to push the sourcing services, moving toward an ASP model.
As shown in Table IV, three main CSFs were highlighted by these operators:
(1) in-depth knowledge of the sourcing markets and product categories;
(2) a large base of well-known suppliers; and
(3) a highly effective and customizable technological platform.
The following managerial implications can be highlighted:
.
big companies that have already adopted internal eSourcing applications
(i.e. extranets) can exploit these service providers to source new
products/services or existing products/services in new markets;
.
small and medium companies can adopt these service providers to fully
outsource the sourcing process of specific kinds of products and services; and
.
potential user companies must choose the degree of outsourcing, the
technological platform alone vs the sourcing process as well, leveraging on the
sourcing competencies of these service providers.
6. Conclusions
The empirical study shows a high level of heterogeneity in the B2b environment. While
a number of contributions classify the eMarketplaces using several variables (i.e. the
industry/industrial scope, which can be vertical or horizontal; the type of products and
services traded over the eMarketplace, which can be direct or indirect; the purchasing
types, which can be spot or systemic; the ownership model of the eMarketplace,
distinguishing between independent companies, consortia, and private eMarketplaces,
etc.), few contributions give an overview of the business models emerged in the last
years, showing the most relevant CSFs.
As the results of our study show, new business models are creating value by
supporting various B2b processes (eSourcing, eProcurement, eSupply Chain
Execution, and Collaboration) through different service-provisioning methods
(orthodox, ASP, and process outsourcing). The paper shows that for each business
model identified, specific CSFs can be pointed out.
One of the possible objections to our work is that the rapid changes in the
e-commerce environment might undermine its value. We believe that this is not true.

1131

Table III.
CSFs and main trends for
ASPs
Supported processes

eSupply chain execution services to

support the exchange of documents
within integrated supplier networks
eCatalog tools and services to the
companies in a specific industry

Independent integration-based
service providers

Vertical eCatalog service providers

eSourcing services through an ASP

technological platform to large
companies in different industries and
collateral eSupply chain execution
services (to support the exchange of
documents) and payment services

Independent sourcing-based
service providers

Main trends

They were founded with the aim of

providing a broad range of e-services to
the company users (hub model):
eSourcing, eCatalog, and eSupply Chain
Collaboration
Now they focus mainly on eSupply
chain execution services through a
customized technological platform
Only in some industries, they also
provide eSourcing services
Business development and market
Focus on large companies
growth
Great importance of eSourcing services
Scalability of the technological platform Minor level of transactions through
eCatalogs
Some players also provide eSupply
chain execution services
Some players operate as process
outsourcers
Number of suppliers
Focus on large companies
Great importance of industry standards Enlarging from eSupply chain execution
service to provision of eCatalog services
In-depth knowledge of the buying
Many players have closed their
process within a specific industry
operations in recent years due to the
Technological platform customized to
buyers low level of adoption and to
buyers needs
operating hurdles
Logistics efficiency

Commitment of the companies in the

consortium
Technological platform customized for a
specific industry

CSF

1132

Consortium-based service providers eSourcing and eSupply chain services to

companies in an industry-specific
consortium, which exploit the
technological platform in a private and
secure way

Business model

IMDS
110,8

The eMarketplace environment is dynamic, but the types of models are more stable.
Our analysis is the result of a constant monitoring of this arena from 1998 to 2008 and
the picture is now robust. We can expect changes in the business models of many
eMarketplaces, and possibly new types of business models, but the framework is
certainly established.
Besides the managerial implications pointed out for each type of business model, it
is possible to highlight a number of more general managerial implications both for the
managers who are launching new eMarketplaces and for the managers of the user
companies.
Managers and entrepreneurs launching new eMarketplaces or managing existing
ones should consider the specific CSFs in order to define the strategy, the business
model, and the value proposition for the company users. The old idea of orthodox
eMarketplaces where buyers and sellers meet to make deals is just one of a dozen
possible business models and frankly not the most successful.
For the managers of those user companies facing the problem of adopting
eMarketplace services to support a B2b relationship with business partners, the
emerging scenario is good news. There are many intermediated via eMarketplaces
options that can support their supply and distribution processes in addition to a
private, non-intermediated solution. This increases their plethora of available choices.
Obviously, they must learn to distinguish between the different B2b business models,
in order to understand the impact on inter-organizational processes and to evaluate
more precisely the potential value offered by a B2b electronic intermediary.
In particular, these key steps should be followed by those managers who are going
to make use of eMarketplace services:
(1) Identification of the specific B2b company processes that involve external
business partners (i.e. procurement of direct/indirect goods, exchange of
commercial documents or technical information, collaboration in supply chain
planning or new product development, etc.) with the aim of understanding
which of them could be supported by internet-based electronic applications.
(2) Analysis of the software solutions already in use by the company in order to
highlight the main requirements in terms of integration with the legacy
information systems.
(3) Scouting and specification of the services offered by the most significant
eMarketplaces, which could support the activities identified in Step 1, in terms
of value for the company and adoption costs (i.e. technological investments,
Business
model
Sourcing
process
outsourcers

Supported processes

CSF

Main trends

eSourcing processes on
behalf of their customers,
also providing consulting
services

In-depth knowledge of the

sourcing markets and
product categories
Large base of well-known
suppliers
Highly effective and
customizable technology

More focus on small and

medium enterprises
Many players are also
moving towards an ASP
model

B2b
eMarketplaces

1133

Table IV.
CSFs and main trends for
process outsourcers

IMDS
110,8

1134

organizational investments, operating expenditures, etc.). In particular, this

paper provides an overview of the various eMarketplace business models
helping to highlight the value proposition for the company users.
(4) Definition of an internal private solution to support the processes identified in
Step 1, which will be used as a baseline to assess the intermediated e.g. based
on eMarketplaces solutions.
(5) Comparison between the adoption of the eMarkeplace services and the
development of the internal private model in terms of differential value and
costs and more broadly in terms of organizational impact.
(6) Choice and change management plans, which in the case of the intermediated
solution means the development of integration and control tools, and
organizational liaisons.
Anyway, we reckon that a full understanding of the managerial implications for the
user companies would require another specific study which could be the subject of
future research. More specifically, further research should better analyze the
advantages and disadvantages of using intermediated solutions instead of internal
ones, possibly developing analytical performance comparison models (to support Step
5 in the adoption process). It should also investigate how to reduce the risks when
resorting to external services through the use of adequate monitoring tools (to support
Step 6 in the adoption process).
Note
1. Web sites:
.

focusing on the support of the relationship between buyers and sellers, not
necessarily allowing online transactions;
playing an intermediary role between buyers and sellers through a
many-to-many business model; and
offering their technological platform to those companies interested in using them.

References
Aboelmaged, M.G. (2010), Predicting E-procurement adoption in a developing country:
an empirical integration of technology acceptance model and theory of planned behavior,
Industrial Management & Data Systems, Vol. 110 No. 3, pp. 392-414.
Alarcon, L.F., Maturana, S. and Schonherr, I. (2009), Impact of using an E-marketplace in the
construction supply process: lessons from a case study, Journal of Management in
Engineering, Vol. 25 No. 4, pp. 214-22.
Baeza-Yates, R. and Nussbaum, M. (2007), The information architect: a missing link?, available
at: www.dcc.uchile.cl (accessed February 12, 2010).
Barratt, M. and Rosdahl, K. (2002), Exploring business-to-business marketsites, European
Journal of Purchasing & Supply Management, Vol. 8, pp. 111-22.
Beall, S., Carter, C., Carter, P.L., Germer, T., Hendrick, T., Jap, S., Kaufmann, L., Maciejewski, D.,
Monczka, R. and Petersen, K. (2003), The Role of Reverse Auctions in Strategic Sourcing,
CAPS Research Focus Study, Tempe, AZ.

Bendoly, E. and Schoenherr, T. (2005), ERP system and implementation-process benefits:

implications for B2B e-procurement, International Journal of Operations & Production
Management, Vol. 25 No. 4, pp. 304-19.
Boyer, K.K. and Hult, G.T.M. (2005), Extending the supply chain: integrating operations and
marketing in the online grocery industry, Journal of Operations Management, Vol. 23
No. 6, pp. 642-61.
Brunn, P., Jensen, M. and Skovgaard, J.e-M. (2002), Marketplaces: crafting a winning strategy,
European Management Journal, Vol. 20 No. 3, pp. 286-98.
Cagliano, R., Caniato, F. and Spina, G. (2003), E-business strategy: how companies are shaping
their supply chain through the internet, International Journal of Operations & Production
Management, Vol. 23 No. 10, pp. 1142-62.
Carter, C., Kaufmann, L., Beall, S., Carter, P., Hendrick, T. and Petersen, K. (2004), Reverse
auctions grounded theory from the buyer and supplier perspective, Transportation
Research Part E, Vol. 40 No. 3, pp. 229-54.
Cherbakov, L., Galambos, G., Harishankar, R., Kalyana, S. and Rackham, G. (2005), Impact of
service orientation at the business level, IBM Systems Journal, Vol. 44 No. 4, pp. 653-68.
Croom, S.R. (2005), The impact of e-business on supply chain management, International
Journal of Operations & Production Management, Vol. 25 No. 1, pp. 55-73.
Cullen, A. and Webster, M. (2007), A model of B2b e-commerce, based on connectivity and
purpose, International Journal of Operations & Production Management, Vol. 25 No. 12,
pp. 1328-32.
Dai, Q. and Kauffman, R. (2002), Business models for internet-based B2B electronic markets,
International Journal of Electronic Commerce, Vol. 6 No. 4, pp. 41-72.
Daniel, D.R. (1961), Management information crisis, Harvard Business Review, Vol. 39 No. 5,
pp. 111-21.
Eisenhardt, K.M. (1989), Building theories from case study research, Academy of Management
Review, Vol. 14 No. 4, pp. 532-50.
Emiliani, M. (2004), Business-to-business on line auctions: key issues for purchasing process
improvement, Supply Chain Management, Vol. 5 No. 4, pp. 176-86.
Gengatharen, D.E. and Standing, C. (2004), Evaluating the benefits of regional electronic
marketplaces: assessing the quality of the REM success model, Electronic Journal of
Information Systems Evaluation, Vol. 7 No. 1, pp. 11-20.
Gersick, C. (1988), Time and transition in work teams: toward a new model of group
development, Academy of Management Journal, Vol. 31 No. 1, pp. 9-41.
Grieger, M. (2004), An empirical study of business processes across internet-based electronic
marketplaces, Business Process Management Journal, Vol. 10 No. 1, pp. 80-100.
Harris, S. and Sutton, R. (1986), Functions of parting ceremonies in dyeing organizations,
Academy of Management Journal, Vol. 29 No. 1, pp. 5-30.
Howard, M., Vidgen, R. and Powell, P. (2006), Automotive e-hubs: exploring motivations and
barriers to collaboration, Journal of Strategic Information Systems, Vol. 15 No. 1, pp. 337-59.
Hur, D., Hartley, J.L. and Mabert, V.A. (2006), Implementing reverse e-auctions: a learning
process, Business Horizons, Vol. 49 No. 1, pp. 21-9.
Johnson, M. (2010), Barriers to innovation adoption: a study of e-markets, Industrial
Management & Data Systems, Vol. 110 No. 2, pp. 157-74.
Kaplan, S. and Sawhney, M. (2000), E-hubs: the new B2B marketplaces, Harvard Business
Review, May-June No. 3, pp. 97-103.

B2b
eMarketplaces

1135

IMDS
110,8

1136

Krammer, M., Browning, J., Rozwell, C. and Shu, L. (2001), The SMB Guide to e-Marketplaces,
Gartner, Schaumburg, IL.
LaCorte, B. (2000), Evolving E-markets: Building High Value B2b Exchanges with Staying Power,
ISI Publications, Hong Kong.
Lewis, I. (2001), Logistics and electronic commerce: an interorganizational systems perspective,
Transportation Journal, Vol. 40 No. 4, pp. 5-13.
McIvor, R. and Humphreys, P. (2004), The implications of electronic B2B intermediaries for the
buyer-supplier interface, International Journal of Operations & Production Management,
Vol. 24 No. 3, pp. 241-69.
McIvor, R. and Humphreys, P. (2006), B2B commerce and its implications for the buyer-supplier
interface, Supply Chain Management: An International Journal, Vol., Vol. 11 No. 2, pp. 131-9.
Malone, T., Yates, J. and Benjamin, R. (1987), Electronic markets and electronic hierarchies:
effects of information technology on market structure and corporate strategies,
Communications of the ACM, Vol. 30 No. 6, pp. 484-97.
Miller, J. (2001), Lessons from the e-marketplace shakeout, Pharmaceutical Technology, Vol. 25
No. 5, pp. 52-4.
Milliou, C. and Petrakis, E. (2004), Business-to-business electronic marketplaces: joining a public
or creating a private, International Journal of Finance & Economics, Vol. 9 No. 2,
pp. 99-112.
Min, H. and Galle, W.P. (1999), Electronic commerce usage in business-to-business purchasing,
International Journal of Operations & Production Management, Vol. 19 No. 9, pp. 909-21.
Muffatto, M. and Payaro, A. (2004), Implementation of e-procurement and e-fulfilment
processes: a comparison of cases in the motorcycle industry, International Journal of
Production Economics, Vol. 89 No. 3, pp. 339-63.
Ordanini, A. and Rubera, G. (2008), Strategic capabilities and internet resources in
procurement, International Journal of Operations & Production Management, Vol. 28
No. 1, pp. 27-52.
Ordanini, A., Micelli, S. and Maria, E. (2004), Failure and success of B-2-B exchange business
models: a contingent analysis of their performance, European Management Journal,
Vol. 22 No. 3, pp. 281-9.
Papazoglou, M.P., Ribbers, P. and Tsalgatidou, A. (2000), Integrated value chains and their
implications from a business and technology standpoint, Decision Support Systems,
Vol. 29 No. 4, pp. 323-42.
Pettigrew, A. (1988), The Management of Strategic Change, Blackwell, Oxford.
Pinker, E., Seidmann, A. and Vakrat, Y. (2003), Managing online auctions: current business and
research issues, Management Science, Vol. 49 No. 11, pp. 1457-85.
Raisch, W.D. (2001), The eMarketplace: Strategies for Success in B2B eCommerce, McGraw-Hill,
New York, NY.
Ratnasingam, P., Gefen, D. and Pavlou, P. (2005), The role of facilitating conditions and
institutional trust in electronic electronic marketplaces, Journal of Electronic Commerce in
Organizations, Vol. 3 No. 3, pp. 69-82.
Rudberg, M., Klingenberg, N. and Kronhamn, K. (2002), Collaborative supply chain planning
using electronic marketplaces, Integrated Manufacturing Systems, Vol. 13 No. 8,
pp. 596-610.
Schoenherr, T. (2008), Diffusion of online reverse auctions for B2b procurement: an exploratory
study, International Journal of Operations & Production Management, Vol. 28 No. 3,
pp. 259-78.

Schoenherr, T. and Mabert, V.A. (2003), A conceptual study of developments in B2B reverse online
auctions: the changing role of the online auction provider/intermediary, in Chikan, A. (Ed.),
Advances in Purchasing and Supply Chain Management, Vol. 4, IFPSM Publications,
Budapest.
Smart, A. and Harrison, A. (2003), Online reverse auctions and their role in buyer-supplier
relationships, Journal of Purchasing & Supply Management, Vol. 9 Nos 5/6, pp. 257-68.
Standing, C., Sims, I. and Love, P. (2009), IT non-conformity in institutional environments:
E-marketplace adoption in the government sector, Information & Management, Vol. 46
No. 2, pp. 138-49.
Standing, S., Standing, C. and Love, P. (2010), A review of research on e-marketplaces
1997-2008, Decision Support Systems, Vol. 49, pp. 41-55.
Tan, K.C. (2001), A framework of supply chain management literature, European Journal of
Purchasing & Supply Management, Vol. 7 No. 1, pp. 39-48.
Taylor, D. and Terhune, A.D. (2001), Doing E-business Strategies for Thriving in an Electronic
Marketplace, Wiley, New York, NY.
Vakharia, A.J. (2002), E-business and supply chain management, Decision Sciences, Vol. 33
No. 4, pp. 495-504.
Wang, Y., Potter, A. and Naim, M. (2007), Electronic marketplaces for tailored logistics,
Industrial Management & Data Systems, Vol. 107 No. 8, pp. 1170-87.
Whitaker, J.D., Murphy, M.D., Haltzel, A.H. and Dik, R.W. (2001), Private exchanges: the smart
path to collaboration, Supply Chain Management Review Global Supplement, July-August,
pp. 8-11.
Yin, R.K. (2003), Case Study Research: Design and Methods, 3rd ed., Sage, Thousand Oaks, CA.
Yu, H.C., Hsu, C.S. and His, K.H. (2002), Setting up an e-marketplace: a three-stage approach,
Technology in Society, Vol. 24, pp. 473-82.
Further reading
Albrecht, C.C., Dean, D.L. and Hansen, J.V. (2005), Marketplace and technology standards for B2B
e-commerce: progress, challenges and the state of the art, Information & Management, Vol. 42
No. 6, pp. 865-75.
Cagliano, R., Caniato, F. and Spina, G. (2005), Reconsidering e-business strategy and the impact
on supply chains, International Journal of Operations & Production Management, Vol. 25
No. 12, pp. 1328-32.
Cunningham, M.J. (2000), B2B: How to Build a Profitable E-commerce Strategy, Perseus,
Cambridge, MA.
Pinfield, L. (1986), A field evaluation of perspectives on organizational decision making,
Administrative Science Quarterly, Vol. 31 No. 3, pp. 365-88.
Tung, L. and Rieck, O. (2005), Adoption of electronic government services among business
organizations in Singapore, Journal of Strategic Information Systems, Vol. 14 No. 4,
pp. 417-40.
Corresponding author
Raffaello Balocco can be contacted at: raffaello.balocco@polimi.it
To purchase reprints of this article please e-mail: reprints@emeraldinsight.com
Or visit our web site for further details: www.emeraldinsight.com/reprints

B2b
eMarketplaces

1137