McKesson Drug Company: a case study of Economost—a strategic information system
Journal of Management Information Systems - Special Issue: Decision Support and Knowledge-based Systems
Technology for teams: enhancing productivity in networked organizations
Technology for teams: enhancing productivity in networked organizations
E-business: roadmap for success
E-business: roadmap for success
A literature review and classification of electronic commerce research
Information and Management
E-Business and E-Commerce Management: Strategy, Management, and Applications
E-Business and E-Commerce Management: Strategy, Management, and Applications
e-Procurement: From Strategy to Implementation
e-Procurement: From Strategy to Implementation
Matching indirect procurement process with different B2B e-procurement systems
Computers in Industry
Current Trends and Challenges in Electronic Procurement: An Empirical Study
Electronic Markets
Information and Management
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For many organisations e-Procurement has become a necessity. Nevertheless, while e-procurement has generated considerable hype the phenomenon is generally under-researched despite the fundamental impact that e-Procurement has on the nature of inter-organisational relationships This paper explores the effects that business-to-business relationships have on e-Procurement systems using a field study of 6 companies. The study classifies business-to-business B2B relationships as being adversarial and collaborative, where adversarial relationships include attributes such as tough negotiation, short-term contracts and multiple sourcing, while collaborative relationships include cooperation, mutual benefit and trust, strategies such as cross-functional team decision-making, supply base rationalisation, and long-term contracts. The effects of both relationships on the electronically supported transaction phases of the procurement lifecycle are examined. The research findings indicate that adversarial relationships have most effect on the sourcing phases whereas collaborative relationships most affect the, fulfilment, and consumption phases of the procurement cycle. This further highlights the need for practitioners to manage and understand the interorganisational relationships within their business.