Abstract
Business-to-business (B2B) e-marketplaces - new entities spawned by the Internet - provide a broad range of supply chain management services, including digital catalogues, online auctions, logistics services, supply chain planning and even design collaboration. Although the majority of the e-marketplaces launched in the past decade have failed, hundreds have survived and in some cases thrived (Day et al. 2003; Laseter and Capers 2002). This paper reports a study of a sample of B2B e-marketplace survivors to identify the attributes linked to financial performance. The paper presents a conceptual framework for B2B e-marketplace success drawing upon the strategic management literature of Industrial Organization Economics, the Resource-Based View and Competitive Heterogeneity. The conceptual model is tested through regression analyses of revenue and profitability drivers captured in a survey of 273 surviving e-marketplaces. While by no means resolving the varying viewpoints regarding the strategic indicators ...
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