Digitization in B2B Buying and Selling

Business-to-business transactions include several processes that can be digitized by buyers and suppliers. While prior studies have examined the performance impacts of using digital technologies, they have not investigated the alignment of such digitization between transacting parties. In this paper, we empirically examine the use of different market-based digital technologies by buyers and suppliers for these processes, and analyze the extent to which the digitization of different processes is aligned between transacting buyers and suppliers. Our field study is based on surveys of transacting agents in 174 buyer-supplier dyads about their use of digital technologies. The results indicate that there are misalignments for some processes in both the specific digital technologies buyers and suppliers use, and in the extent to which each of them uses digital technologies. By addressing these misalignments, buyers and suppliers could potentially realize greater benefits from digitized transaction processes

Exploring Electronic Marketplace Performance: The 3 Pillars

The literature on electronic marketplaces has a number of limitations; inconsistencies in defining electronic marketplaces and measuring their performance; a limited amount of empirical research focusing on electronic marketplace performance; and the absence of an electronic marketplace performance model. This study examines 8 electronic marketplaces operating in diverse geographical and product markets. The study reveals the factors that affect electronic marketplace performance, and illustrates how these factors impact performance. Using the concept of fit as a theoretical lens, this study illustrates how electronic marketplaces, through their actions, improved their performance. Finally, the presents a model of electronic marketplace performance

OWNERSHIP STRUCTURES AND GOVERNANCE STRATEGIES FOR DIGITAL PLATFORM ECOSYSTEMS: AN EMPIRICAL STUDY

Platform governance can contribute to the overall success of an ecosystem; however, what factors influence governance decisions remains to be understood. We propose that platform owners define and implement platform governance following their unique structure of ownership as digital platforms may be owned by a single, or many independent intermediaries. To compare platform governance across the specific ownership structures of incumbents, strategic alliances, and start-ups, this paper employs an embedded multiple-case study with 34 interviews and rich secondary data. Our findings illustrate the governance characteristics of each ownership structure and the influence of internal factors and the surrounding ecosystem on their governance decisions. We discuss governance strategies for each ownership structure regarding cost synergies, co-creation synergies, and growth opportunities. This study highlights the interdependence between platform governance and ownership structure and provides practical guidance for different platform ownership structures to design suitable platform governance strategies

The Role of IS Capabilities in the Development of Multi-Sided Platforms: The Digital Ecosystem Strategy of Alibaba.com

Multi-sided platforms (MSP) are revolutionizing the global competitive landscape in the new networked economy. Yet, although these MSPs are underpinned by information systems (IS), there is currently little research on how the IS capabilities of the platform sponsor can influence, and co-evolve with, the development of the platform over time. The lack of knowledge in this area may account for the difficulties faced by a significant number of platform sponsors in developing their MSPs effectively. Using a case study of Alibaba.com, one of the world’s largest and most commercially successful online MSP, we inductively derive a process theory of MSP development from an IS capability perspective to address this knowledge gap. The process model reveals that the role of IS capabilities in MSP development is evolutionary in nature, and the antecedent IS capabilities, nature, and outcomes of MSP development can be dramatically different in the various stages of development

an important partnership for decades

Graesch, J. P., Hensel-Börner, S., & Henseler, J. (2021). Information technology and marketing: an important partnership for decades. Industrial Management and Data Systems, 121(1), 123-157. https://doi.org/10.1108/IMDS-08-2020-0510Purpose: The enabling technologies that emerged from information technology (IT) have had a considerable influence upon the development of marketing tools, and marketing has become digitalized by adopting these technologies over time. The purpose of this paper is to demonstrate the impacts of these enabling technologies on marketing tools in the past and present and to demonstrate their potential future. Furthermore, it provides guidance about the digital transformation occurring in marketing and the need to align of marketing and IT. Design/methodology/approach: This study demonstrates the impact of enabling technologies on the subsequent marketing tools developed through a content analysis of information systems and marketing conference proceedings. It offers a fresh look at marketing's digital transformation over the last 40 years. Moreover, it initially applies the findings to a general digital transformation model from another field to verify its presence in marketing. Findings: This paper identifies four eras within the digital marketing evolution and reveals insights into a potential fifth era. This chronological structure verifies the impact of IT on marketing tools and accordingly the digital transformation within marketing. IT has made digital marketing tools possible in all four digital transformation levers: automation, customer interaction, connectivity and data. Practical implications: The sequencing of enabling technologies and subsequent marketing tools demonstrates the need to align marketing and IT to design new marketing tools that can be applied to customer interactions and be used to foster marketing control. Originality/value: This study is the first to apply the digital transformation levers, namely, automation, customer interaction, connectivity and data, to the marketing discipline and contribute new insights by demonstrating the chronological development of digital transformation in marketing.authorsversionpublishe

Ownership structure and firm value: evidence from growth enterprise market (GEM) of Shenzhen stock exchange

The purpose of the study is to investigate the relationship between ownership structure (ownership concentration and managerial ownership) and firm value through the evidence of the Growth Enterprise Market (GEM) of Shenzhen Stock Exchange (SZSE) over the past 5 years period from 2013 to 2017. The yearly data is collected from the China Stock Market & Accounting Research (CSMAR) Database and SZSE. Through a series of analysis, the multiple linear regression analysis is found to be the most appropriate. In order to examine the nonlinear relationship between the ownership structure and firm value, this study uses different models and introduces the quadratic terms on independent variables. The findings show there is an inverted U-shaped relationship between ownership structure and firm value of the GEM companies. There is no obvious relationship between the managerial ownership and firm value. Meanwhile, the firm size has a significant negative impact on firm value