Electronic markets and electronic hierarchies
Communications of the ACM
Reducing buyer search costs: implications for electronic marketplaces
Management Science - Special issue: Frontier research on information systems and economics
Reengineering the Dutch Flower Auctions: a Framework for Analyzing Exchange Organizations
Information Systems Research
Electronic Trading and Work Transformation in the London Insurance Market
Information Systems Research
To be or not to B2B: Evaluating managerial choices for e-procurement channel adoption
Information Technology and Management
Market process reengineering through electronic market systems: opportunities and challenges
Journal of Management Information Systems - Special issue: Information technology and its organizational impact
The adoption of consortium B2B e-marketplaces: An exploratory study
The Journal of Strategic Information Systems
The role of IT in crisis response: Lessons from the SARS and Asian Tsunami disasters
The Journal of Strategic Information Systems
Innovating mindfully with information technology
MIS Quarterly
Firm-level benefits of IT-enabled resources: A conceptual extension and an empirical assessment
The Journal of Strategic Information Systems
Factors affecting the adoption of B2B e-commerce technologies
Electronic Commerce Research
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Business-to-business (B2B) electronic marketplaces (EMPs) have increased the efficiency and economy of business purchasing by bringing together a critical mass of organizations that buy and sell goods and services. While many studies have investigated mature EMPs and identified factors leading to their success and failure, few studies have investigated the capabilities necessary to develop successful EMPs. This research shares findings from in-depth case studies of two EMPs conducted over a 3-year period. Using the dynamic capabilities framework as a theoretical lens, this paper: (1) identifies the capabilities necessary to develop EMPs that generate and sustain participant contributions, and (2) discusses how to develop these capabilities. This study finds that the cultivation of a ''trial-and-error'' culture along with sales managers' activities played key roles in developing outside-in and spanning capabilities. Taken together these capabilities helped the successful EMP develop entrepreneurial alertness and customer agility, two capabilities that were not developed in the failed EMP. These findings extend dynamic capabilities theory and may help practitioners better develop two-sided networks, such as EMPs, that require a critical mass of buyers and sellers.