A Reference Architecture for Electronic Business-to-Business Collaboration Setup and Enactment Systems

The question what a business-to-business (B2B) collaboration setup and enactment application-system should look like remains open. An important element of such collaboration constitutes the inter-organizational disclosure of business-process details so that the opposing parties may protect their business secrets. For that purpose, eSourcing [37] has been developed as a general businessprocess collaboration concept in the framework of the EU research project Cross- Work. The eSourcing characteristics are guiding for the design and evaluation of an eSourcing Reference Architecture (eSRA) that serves as a starting point for software developers of B2B-collaboration systems. In this paper we present the results of a scenario-based evaluation method conducted with the earlier specified eSourcing Architecture (eSA) that generates as results risks, sensitivity, and tradeoff points that must be paid attention to if eSA is implemented. Additionally, the evaluation method detects shortcomings of eSA in terms of integrated components that are required for electronic B2B-collaboration. The evaluation results are used for the specification of eSRA, which comprises all extensions for incorporating the results of the scenario-based evaluation, on three refinement levels.

Analysis of stakeholder concerns with a view to avoid organisational conflict in B2B systems

In recent years there has been a remarkable increase in information exchange between organizations due to changes in market structures and new forms of business relationships. The increase in the volume of business-to-business (B2B) transactions has contributed significantly to the expanding need for electronic systems that could effectively support communication between collaborating organizations. Examples of such collaborating systems include those that offer various types of business-to-business services, e.g. electronic commerce, electronic procurement systems, electronic links between legacy systems, or outsourced systems providing data processing services via electronic media. Development and running of B2B electronic systems has not been problem free. One of the most intractable issues found in B2B systems is the prevalence of inter-organisational conflict reported to exist and persists between the participants of interorganisational electronic networks. There have been very few attempts, however, to prescribe any practical method of detecting the antecedents of such conflict early in B2B development to facilitate smooth construction and the subsequent operation of B2B services. The research reported in this paper focuses on the identification and analysis of antecedent conflict in a joint process involving different organizations in a B2B venture. The proposed method involves identification of domain stakeholders, capturing and packaging their views and concerns into a reusable form, and the application of captured domain experience in B2B systems development. The concepts and methods introduced in this paper have been illustrated with examples drawn from our study of six web-enabled payroll systems.

B2B electronic markets: a conceptual model for analyzing the sources of business value

This paper describes research supporting the development of a conceptual model for understanding the sources of business value of Business-to-Business (B2B) Electronic Markets. Based on six case studies and an analysis of current literature, Aggregation, Matching, and Integration emerged as the three key sources of business value. The framework provides a structured and systematic approach for understanding various B2B Electronic Market models, and helps develop strategies to leverage these sources of business value.

Integrating online communities within business-to-business marketing communications: an exploratory study

© 2015 Taylor & Francis The article provides a conceptual contribution by developing a framework for business-to-business (B2B) marketers seeking to implement online communities (OLCs). Furthermore, the conceptual contribution is augmented by a small-scale exploratory study comprising in-depth interviews with B2B chief marketing officers (CMOs). The findings challenge existing thinking that B2B marketers can follow generic marketing communication frameworks. This is due to the differences in B2B OLCs in terms of multiple stakeholders and two-way information flows and differences in buyer behaviour. For researchers, the contribution is an embryonic model that will facilitate future conceptual development as well as empirical testing through a series of research propositions. A sequential decision-making framework, which identifies key implementation challenges, is provided for B2B managers.

An ontology-based approach to define and manage B2B interoperability

Electronic business surely represents the new development perspective for world-wide trade. Together with the idea of ebusiness, and the exigency to exchange business messages between trading partners, the concept of business-to-business (B2B) integration arouse. B2B integration is becoming necessary to allow partners to communicate and exchange business documents, like catalogues, purchase orders, reports and invoices, overcoming architectural, applicative, and semantic differences, according to the business processes implemented by each enterprise. Business relationships can be very heterogeneous, and consequently there are variousways to integrate enterprises with each other. Moreover nowadays not only large enterprises, but also the small- and medium- enterprises are moving towards ebusiness: more than two-thirds of Small and Medium Enterprises (SMEs) use the Internet as a business tool. One of the business areas which is actively facing the interoperability problem is that related with the supply chain management. In order to really allow the SMEs to improve their business and to fully exploit ICT technologies in their business transactions, there are three main players that must be considered and joined: the new emerging ICT technologies, the scenario and the requirements of the enterprises and the world of standards and standardisation bodies. This thesis presents the definition and the development of an interoperability framework (and the bounded standardisation intiatives) to provide the Textile/Clothing sectorwith a shared set of business documents and protocols for electronic transactions. Considering also some limitations, the thesis proposes a ontology-based approach to improve the functionalities of the developed framework and, exploiting the technologies of the semantic web, to improve the standardisation life-cycle, intended as the development, dissemination and adoption of B2B protocols for specific business domain. The use of ontologies allows the semantic modellisation of knowledge domains, upon which it is possible to develop a set of components for a better management of B2B protocols, and to ease their comprehension and adoption for the target users.

Satisfaction with complaint handling:a replication study on its determinants in a business-to-business context

Research on the drivers of satisfaction with complaint handling (SATCOM) underlines the importance of procedural, relational, and interactional justice (Orsingher, Valentini, & de Angelis, 2010). Since these SATCOM-studies are largely conducted in business-to-consumer (B2C) markets, it is unclear what drives SATCOM in business-to-business (B2B) markets. Therefore, we replicate the justice model in an industrial context and find significant differences for procedural justice and interactional justice but not for distributive justice. While distributive justice is equally important in both contexts, procedural justice is more important in B2B markets whereas interactional justice drives SATCOM only in B2C markets. © 2013 Elsevier B.V.

An application of Keller’s Brand Equity Model in a B2B context

Powerful brands create meaningful images in the minds of customers (Keller, 1993). A strong brand image and reputation enhances differentiation and has a positive influence on buying behaviour (Gordon et al., 1993; McEnally and de Chernatony, 1999). While the power of branding is widely acknowledged in consumer markets, the nature and importance of branding in industrial markets remains under-researched. Many business-to-business (B2B) strategists have claimed brand-building belongs in the consumer realm. They argue that industrial products do not need branding as it is confusing and adds little value to functional products (Collins, 1977; Lorge, 1998; Saunders and Watt, 1979). Others argue that branding and the concept of brand equity however are increasingly important in industrial markets, because it has been shown that what a brand means to a buyer can be a determining factor in deciding between industrial purchase alternatives (Aaker, 1991). In this context, it is critical for suppliers to initiate and sustain relationships due to the small number of potential customers (Ambler, 1995; Webster and Keller, 2004). To date however, there is no model available to assist B2B marketers in identifying and measuring brand equity. In this paper, we take a step in that direction by operationalising and empirically testing a prominent brand equity model in a B2B context. This makes not only a theoretical contribution by advancing branding research, but also addresses a managerial need for information that will assist in the assessment of industrial branding efforts.

Business planning, innovation and performance in nascent firms

Debate about the relationships between business planning and performance has been active for decades (Bhidé, 2000; Mintzberg, 1994). While results have been inconclusive, this topic still strongly divides the research community (Brinckmann et al., 2010; Chwolka & Raith, 2011; Delmar & Shane, 2004; Frese, 2009; Gruber, 2007; Honig & Karlsson, 2004). Previous research explored the relationships between innovation and the venture creation process (Amason et al., 2006, Dewar & Dutton, 1986; Jennings et al., 2009). However, the relationships between business planning and innovation have mostly been invoked indirectly in the strategy and entrepreneurship literatures through the notion of uncertainty surrounding the development of innovation. Some posited that planning may be irrelevant due to the iterative process, the numerous changes innovation development entails and the need to be flexible (Brews & Hunt, 1999). Others suggested that planning may facilitate the achievement of goals and overcoming of obstacles (Locke and Latham, 2000), guide the venture in its allocation of resources (Delmar and Shane, 2003) and help to foster the communication about the innovation being developed (Liao & Welsh, 2008). However, the nature and extents of the relationships between business planning, innovation and performance are still largely unknown. Moreover, if the reasons why ventures should engage (Frese, 2009) –or not- (Honig, 2004) in business planning have been investigated quite extensively (Brinckmann et al., 2010), the specific value of business planning for nascent firms developing innovation is still unclear. The objective of this paper is to shed some light on these important aspects by investigating the two following questions on a large sample of random nascent firms: 1) how is business planning use over time by new ventures developing different types and degrees of innovation? 2) how do business planning and innovation impact the performance of the nascent firms? Methods & Key propositions This PSED-type study draws its data from the first three waves of the CAUSEE project where 30,105 Australian households were randomly contacted by phone using a methodology to capture emerging firms (Davidsson, Steffens, Gordon, Reynolds, 2008). This screening led to the identification of 594 nascent ventures (i.e., firms that were not operating yet at the time of the identification) that were willing to participate in the study. Comprehensive phone interviews were conducted with these 594 ventures. Likewise, two comprehensive follow-ups were organised 12 months and 24 months later where 80% of the eligible cases of the previous wave completed the interview. The questionnaire contains specific sections investigating business plans such as: presence or absence, degree of formality and updates of the plan. Four types of innovation are measured along three degrees of intensity to produce a comprehensive continuous measure ranging from 0 to 12 (Dahlqvist & Wiklund, 2011). Other sections informing on the gestation activities, industry and different types of experiences will be used as controls to measure the relationships and the impacts of business planning and innovation on the performance of nascent firms overtime. Results from two rounds of pre-testing informed the design of the instrument included in the main survey. The three waves of data are used to first test and compare the use of planning amongst nascent firms by their degrees of innovation and then to examine their impact on performance overtime through regression analyses. Results and Implications Three waves of data collection have been completed. Preliminary results show that on average, innovative firms are more likely to have a business plans than their low innovative counterpart. They are also most likely to update their plan suggesting a more continuous use of the plan over time than previously thought. Further analyses regarding the relationships between business planning, innovation and performance are undergoing. This paper is expected to contribute to the literature on business planning and innovation by measuring quantitatively their impact on nascent firms activities and performance at different stages of their development. In addition, this study will shed a new light on the business planning-performance relationship by disentangling plans, types of nascent firms regarding their innovation degres and their performance over time. Finally, we expect to increase the understanding of the venture creation process by analysing those questions on nascent firms from a large longitudinal sample of randomly selected ventures. We acknowledge the results from this study will be preliminary and will have to be interpreted with caution as the business planning-performance is not a straightforward relationship (Brinckmann et al., 2010). Meanwhile, we believe that this study is important to the field of entrepreneurship as it provides some much needed insights on the processes used by nascent firms during their creation and early operating stages.

Business planning in emerging firms : uses and effects

Business planning is at the core of entrepreneurship as it has implications for opportunity discovery and exploitation. This thesis' objectives are to disentangle the relationships between business planning and venture emergence to reconcile previous inconsistent findings. It reveals that the formalization of planning, the effort invested in the venture and the revision of the plan influence success for entrepreneurs in the process of launching their firm. This thesis provides generalizable results about the phenomenon of business planning by using a longitudinal random sample of emerging firms.

The relationship between product design and business models in the context of sustainability

Dans les sphères du développement durable, des modèles d’affaires et du design de produit, certains leviers rendent le croisement de ces trois sphères de plus en plus pertinent. Au croisement de ces trois sphères se trouve une opportunité de comprendre les relations existantes entre le design de produit et les modèles d’affaires afin d’aider les décideurs à développer des solutions davantage durables. L’approche méthodologique de cette recherche utilise un système complexe et est basée sur un paradigme pragmatique. En vue de répondre à la question « Dans quelle mesure des modèles d’affaires et le design de produit sont liés dans un contexte de développement durable? », cette recherche a soigneusement analysé trois cas: Better Place, une compagnie californienne ayant développé une infrastructure permettant le chargement des voitures électriques; Interface Inc., un manufacturier mondial de tuiles de tapis commerciales établi à Atlanta; et Métacycle, un concept d’entreprise développé par une équipe de chercheurs en design à Montréal. Chaque cas a été analysé en corrélant des aspects du design de produit à des éléments de leur modèle d’affaires. Les résultats montrent que dans le contexte du développement durable, le design de produit et les modèles d’affaires sont interdépendants. Les résultats peuvent être résumés en six points: il existe des relations applicables universellement; les innovations de design substantielles jouent un rôle important dans le développement durable; la « durabilité » peut être une qualité émergente d’un modèle d’affaires; les partenariats peuvent être vitaux pour l’intégration des systèmes; un modèle de services a des bénéfices et des limitations considérables; le design peut agir comme levier à l’utilisation d’énergies renouvelables. Pratiquer simultanément l’innovation du modèle d’affaires et du produit peut apporter une valeur ajoutée, susciter des opportunités et augmenter l’efficience sur plusieurs facettes. Toutefois, les risques et les coûts de tels procédés sont souvent très élevés. En aidant à comprendre et définir comment les trois sphères mentionnées plus tôt sont interdépendantes, cette recherche pourrait idéalement inspirer des recherches supplémentaires sur le sujet. L’application par des organisations de la méthodologie et des apprentissages résultant de cette recherche peut permettre à d’autres d’utiliser le croisement entre l’innovation de produit et l’innovation du modèle d’affaires afin de résoudre des enjeux sociaux et environnementaux complexes.

Chancen und Risiken der Arbeit im E-Business

E-Business, verstanden als ganzheitliche Strategie zur Reorganisation von Geschäftsprozessen, Strukturen und Beziehungen in Unternehmen, bietet für die Arbeitsgestaltung in einer digital vernetzten Welt Chancen und Risiken in Hinblick auf die Humankriterien. Empirische Untersuchungen in 14 Unternehmen zeigen „good practice“-Ansätze im B2B-Feld (Business-to-Business). Untersucht wurden die Tätigkeiten der elektronisch vernetzten Auftragsbearbeitung, des Web-, Content-Managements, der digitalen Druckvorlagenherstellung sowie der CAD- Bauplanzeichnung. Die beobachteten Arbeitsplätze zeigen, dass Arbeitsinhalte eher ganzheitlich und komplex gestaltet sind. Planende, ausführende, kontrollierende und organisierende Anteile weisen auf eine vielfältige Aufgabengestaltung hin, die hohe Anforderungen beinhaltet. Während alle beobachteten Tätigkeiten mit Aufnahme-, Erarbeitungs-, Verarbeitungs-, Übertragungs- und Weitergabeprozessen von Informationen zu tun haben, gibt es Differenzen in Bezug auf den Arbeitsumfang, den Zeitdruck, Fristsetzungen, erwartete Arbeitsleistungen sowie die Planbarkeit der Aufgaben. Die vorgefundenen Aufgabentypen (wenig bis sehr anforderungsreich im Sinne von Denk- und Planungsanforderungen) sind gekennzeichnet durch eine unterschiedlich ausgeprägte Aufgabenkomplexität. Interessant ist, dass, je anforderungsreicher die Aufgabengestaltung, je höher die Aufgabenkomplexität, je größer die Wissensintensität und je niedriger die Planbarkeit ist, desto größer sind die Freiräume in der Aufgabenausführung. Das heißt wiederum, dass bei zunehmenden E-Business-Anteilen mehr Gestaltungsspielräume zur Verfügung stehen. Die bestehenden Chancen auf eine humane Aufgabengestaltung sind umso größer, je höher die E-Business-Anteile in der Arbeit sind. Diese Wirkung findet sich auch bei einem Vergleich der Aufgabenbestandteile wieder. Die negativen Seiten des E-Business zeigen sich in den vorgefundenen Belastungen, die auf die Beschäftigten einwirken. Diskutiert wird die Verschiebung von körperlichen hin zu psychischen und vorrangig informatorischen Belastungen. Letztere stellen ein neues Belastungsfeld dar. Ressourcen, auf welche die Mitarbeiter zurückgreifen können, sind an allen Arbeitsplätzen vorhanden, allerdings unterschiedlich stark ausgeprägt. Personale, organisationale, soziale, aufgabenbezogene und informatorische Ressourcen, die den Beschäftigten zur Verfügung stehen, werden angesprochen. In Bezug auf die Organisationsgestaltung sind positive Ansätze in den untersuchten E-Business-Unternehmen zu beobachten. Der Großteil der untersuchten Betriebe hat neue Arbeitsorganisationskonzepte realisiert, wie die vorgefundenen kooperativen Organisationselemente zeigen. Die kooperativen Organisationsformen gehen allerdings nicht mit einer belastungsärmeren Gestaltung einher. Das vorgefundene breite Spektrum, von hierarchisch organisierten Strukturen bis hin zu prozess- und mitarbeiterorientierten Organisationsstrukturen, zeigt, dass Organisationsmodelle im E-Business gestaltbar sind. Neuen Anforderungen kann insofern gestaltend begegnet und somit die Gesundheit und das Wohlbefinden der Mitarbeiter positiv beeinflusst werden. Insgesamt betrachtet, zeigt E-Business ein ambivalentes Gesicht, das auf der Basis des MTO-Modells (Mensch-Technik-Organisation) von Uhlich (1994) diskutiert wird, indem vernetzte Arbeitsprozesse auf personeller, technischer sowie organisationaler Ebene betrachtet werden. E-business, seen as more than only the transformation of usual business processes into digital ones, furthermore as an instrument of reorganisation of processes and organisation structures within companies, offers chances for a human oriented work organisation. Empirical data of 14 case studies provide good practice approaches in the field of B2B (Business-to-Business). The observed work contents show, that tasks (e.g. order processing, web-, contentmanagement, first print manufacturing and architectural drawing) are well arranged. Executive, organising, controlling and coordinating parts constitute a diversified work content, which can be organised with high demands. Interesting is the result, that the more e-business-parts are within the work contents, on the one hand the higher are the demands of the type of work and on the other hand the larger is the influence on workmanship. The observed enterprises have realised new elements of work organisation, e.g. flexible working time, cooperative leadership or team work. The direct participation of the employees can be strengthened, in particular within the transformation process. Those companies in which the employees were early and well informed about the changes coming up with e-business work, the acceptance for new technique and new processes is higher than in companies which did not involve the person concerned. Structured in an ergonomic way, there were found bad patterns of behaviour concerning ergonomic aspects, because of missing knowledge regarding work-related ergonomic expertise by the employees. E-business indicates new aspects concerning requirements – new in the field of informational demands, as a result of poorly conceived technical balance in the researched SME. Broken systems cause interruptions, which increase the pressure of time all the more. Because of the inadequate usability of software-systems there appear in addition to the informational strains also elements of psychological stress. All in all, work contents and work conditions can be shaped and as a result the health and well-being of e-business-employees can be influenced: Tasks can be structured and organised in a healthfulness way, physiological strain and psychological stress are capable of being influenced, resources are existent and developable, a human work design within e-business structures is possible. The ambivalent face of e-business work is discussed on the basis of the MTO- (Mensch-Technik-Organisation) model (Ulich 1994). Thereby new and interesting results of researches are found out, concerning the personal/human side, the technical side and the organisational side of e-business work.

Securing small business - the role of information technology policy

As small and medium enterprises develop their capacity to trade  electronically, they and their trading partners stand to gain considerable benefit from the resulting transaction efficiencies and business  relationships. However, this raises the question of how well small business manages its IT security and the threats that security lapses may pose to the wider trading network. It is in the interest of all members of an electronic trading network, as well as governments, to assist smaller companies to secure their business data. This paper considers the relationship between IT security management and IT policy implementation among small  businesses involved in business-to-business eCommerce. It reports the results of a survey of 240 Australian small and medium businesses  operating in a cross-industry environment. The survey found a low level of strategic integration of eCommerce along with inadequate IT security among the respondents, despite the fact that 81% were doing business online and 97% identified their business data as confidential. Businesses which implemented satisfactory levels of security technologies were more likely than others to have an information technology policy within the organisation. The paper proposes a model that outlines the development of security governance and policy implementation for small and medium businesses.

Philosophy, business and ethics

Our desire to be creative and the need for ethics in life can come together in excellent business practices. Ideas from Hegel and Nietzsche show that the intrinsic worth of these practices depends upon the stakeholder life-work ethic (motivation), business ethics (relationships) and responsible corporate governance (authority for decision-making)

The alignment of market research with business strategy and CRM

This study investigated the alignment between market research, business strategy and customer relationship management (CRM). With the introduction of advanced IT systems which collect and model internal customer data (CRM), marketing managers face new choices when seeking information to facilitate their particular business strategy. A survey of market research (MR) and CRMusage was conducted among 207 marketing managers. The findings showed the Miles and Snow Prospector strategists placed greater reliance on both MR and internal CRM data systems than did Defenders. This applied in their tasks of developing new strategies and in enlisting senior management support for their actions. As Prospectors were the most reliant on both traditional market research and CRM systems, they need to be skilled in using CRM in conjunction with traditional research methods. Marketing managers who use CRM will need to foster functional relationships with the technical specialists who run CRM systems.

Developing an enterprise simulator to support electronic supply chain for B2B electronic process

The application of any e-Solution promises significant returns. In particular, using internet technologies both within enterprises and across the supply (value) chain provides real opportunity, not only for operational improvement but also for innovative strategic positioning. However, significant questions obscure potential investment; how any value will actually be created and, importantly, how this value will be shared across the value chain is not clear. This paper will describe a programme of research that is developing an enterprise simulator that will provide a more fundamental understanding of the impact of e-Solutions across operational supply chains, in terms of both standard operational and financial measures of performance. An efficient supply chain reduces total costs of operations by sharing accurate real-time information and coordinating inter-organizational business processes. This form of electronic link between organizations is known as business-to-business (B2B) e-Business. The financial measures go beyond simple cost calculations to real bottom-line performance by modelling the financial transactions that business processes generate. The paper will show how this enterprise simulator allows for a complete supply chain to be modelled in this way across four key applications: control system design, virtual enterprises, pan-supply-chain performance metrics and supporting e-Supply-chain design methodology.