Journal articles: 'B2B integration'

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Jones, R. "B2B integration." Manufacturing Engineer 80, no. 4 (August 1, 2001): 165–67. http://dx.doi.org/10.1049/me:20010414.

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Bussler, Christoph. "Semantic B2B integration." ACM SIGMOD Record 30, no. 2 (June 2001): 625. http://dx.doi.org/10.1145/376284.375810.

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Cui, Zhan, Dean Jones, and Paul O'Brien. "Semantic B2B integration." ACM SIGMOD Record 31, no. 1 (March 2002): 43–48. http://dx.doi.org/10.1145/507338.507347.

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Barrientos, Laura Gatica, Emma Rosa Cruz Sosa, and Patricia E. Garcia Castro. "Considerations Of E-Commerce Within A Globalizing Context." International Journal of Management & Information Systems (IJMIS) 16, no. 1 (December 22, 2011): 101. http://dx.doi.org/10.19030/ijmis.v16i1.6726.

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The objective of this work, is to analyze the meaning of electronic commerce in our days taking into account the information technologies; it also will analyze their adjustments, their trends and applications of the same, in the Business to Consumer Relations (B2C), Business to Employee (B2E) and Business to Administration (B2A), Consumer to Consumer (C2C), Citizen to Government (C2G), Business to Government (B2G) and, Business to Business (B2B), as well as how information systems have been very useful to reduce costs, getting technology to change from being an operating support tool to become a strategy one, to increase the sales volume and the profits of the business as a result of this. The trend being taken by businesses and consumers has increased the participation of the companies which apply it in a comprehensive manner, since they reach international markets, while also face another kind of competition that takes place in a global market. We conclude that electronic commerce will remain a tool of great importance to efficiently manage the chains of supply between businesses and consumers through the Internet which allows an integration to reduce costs of ordering, distribution, administration and delivery of input materials.

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Bussler, Christoph. "The role of B2B engines in B2B integration architectures." ACM SIGMOD Record 31, no. 1 (March 2002): 67–72. http://dx.doi.org/10.1145/507338.507351.

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E. Plank, Richard, and Robert Hooker. "Sales and operations planning." Journal of Research in Interactive Marketing 8, no. 1 (March 4, 2014): 18–36. http://dx.doi.org/10.1108/jrim-08-2013-0059.

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Purpose – The purpose of this paper is to outline the usage of interactive marketing tools in the area of sales and operations planning (S&OP) to further collaboration among supply chain partners. Emergent challenges and research directions are proposed. Design/methodology/approach – Using extant literature from S&OP, supply chain management and interactive marketing, the authors integrate those to show the value of using interactive marketing tools to further integration across the supply chain of important S&OP processes. Findings – S&OP utilizes sophisticated software to integrate various business processes beyond B2C and into B2B relationships. Research limitations/implications – Uncertainty exists as to the measurement of the performance of a supply chain, or the network or system of companies, is not developed enough to deal with that issue. However, this is addressed in the research questions section. Practical implications – The practical implications for the use of integrative marketing tools to link B2C as well as B2B partners through S&OP are numerous and far reaching. Originality/value – This study uniquely examines the use of interactive marketing tools for B2B, as opposed to simply B2C.

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Nath, Atanu, Parmita Saha, and Esmail Salehi-Sangari. "Blurring the borders between B2B and B2C: a model of antecedents behind usage of social media for travel planning." Journal of Business & Industrial Marketing 34, no. 7 (August 5, 2019): 1468–81. http://dx.doi.org/10.1108/jbim-11-2018-0329.

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Purpose The purpose of this paper is to call for a scrutiny of the dualist approach to business-to-business (B2B) and business-to-customer (B2C) marketing in industries driven by consumer-generated content. It posits that individual consumer-centric factors are influential for B2B marketing as well in sectors such as the travel industry and investigates the determinants of tourists’ intention to use social media websites for travel planning. Design/methodology/approach Integrating constructs from IS and marketing literature, the paper proposes information quality and perceived enjoyment as antecedents of perceived usefulness, attitude and intention to use. The research model is tested using data from social media users with experience in travel planning. Findings Results show that perceived usefulness and information quality are stronger predictors of attitude and behavioral intention than perceived enjoyment. Enjoyment was not found to be strongly influential. Relevancy and reliability of information and its usefulness concerning travel-planning needs were found more influential. Research limitations/implications Data were collected from social media users, raising possible issues of representativeness. Practical implications The paper offers clarity regarding antecedents of downstream user behavior which can be of significant value. Demarcations in B2B and B2C perspectives blur in the context of social media, enabling more effective integration. Originality/value The paper brings in and validates the roles of information quality and enjoyment as influencers of behavior. Identifying the travel industry as a sector having greater likelihood of B2BC convergence, the paper extends IS adoption research to user-interactive sites in the travel-planning context, which can benefit the consumer as well as the supply side.

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Barrutia, Jose M., Alexander Velez, and Carmen Echebarria. "Openness and front end of innovation: does customer type matter?" Journal of Business & Industrial Marketing 34, no. 3 (April 1, 2019): 536–49. http://dx.doi.org/10.1108/jbim-06-2017-0134.

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PurposeThis paper aims to study the moderating effect of customer type (business customers versus private customers) on the link between two forms of openness (cross-industry networks and customer integration) and two front-end innovation outcomes (a creative idea and a product definition), in the context of radical innovations.Design/methodology/approachAn agreement was established with the Statistical Office of the Basque Government. This agreement enabled us to access a reliable list of innovative companies in the region that constituted our sample frame. Questionnaires were collected by phone. The response rate was 41.6%, which led to a sample size of 189 firms. Structural equation modeling was used to analyze the data.FindingsThe study reveals that idea creativity is explained by different external drivers in business-to-business (B2B) and business-to-customer (B2C) settings. In B2B settings, customer integration is found to have no effect on idea creativity. For product definition, however, both the external drivers, namely, cross-industry networks and customer integration, matter, although the latter is more salient.Practical implicationsIn the search for creative ideas, managers of firms that serve business customers should focus on cross-industry networks, while those that serve private customers should concentrate on customer integration.Originality/valueMost previous quantitative studies on the front end have focused on internal drivers, and some of them use a mix of B2B and B2C data, which could lead to misleading conclusions.

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Zhang, Yan. "Data Integration in B2B E-Commerce." Advanced Materials Research 989-994 (July 2014): 4802–5. http://dx.doi.org/10.4028/www.scientific.net/amr.989-994.4802.

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the dramatically increased flexibility afforded by the Internet in business-to-business transactions also presents steep challenges in merging information coming from so many sources. B2B marketplaces, which function as an intermediate communications layer, reduce the number of mappings needed .

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Nicolle, Christophe, Kokou Yetongnon, and Jean-Claude Simon. "XML Integration and Toolkit for B2B Applications." Journal of Database Management 14, no. 4 (October 2003): 33–58. http://dx.doi.org/10.4018/jdm.2003100103.

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Omelayenko, Borys. "Integration of product ontologies for B2B marketplaces." ACM SIGecom Exchanges 2, no. 1 (December 2000): 19–25. http://dx.doi.org/10.1145/844309.844313.

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Fensel, D., Ying Ding, B. Omelayenko, E. Schulten, G. Botquin, M. Brown, and A. Flett. "Product data integration in B2B e-commerce." IEEE Intelligent Systems 16, no. 4 (July 2001): 54–59. http://dx.doi.org/10.1109/5254.941358.

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Jung, Jae-Yoon, Hoontae Kim, and Suk-Ho Kang. "Standards-based approaches to B2B workflow integration." Computers & Industrial Engineering 51, no. 2 (October 2006): 321–34. http://dx.doi.org/10.1016/j.cie.2006.02.011.

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Husmann, Ingo, Michael Kleinaltenkamp, and Stuart Hanmer-Lloyd. "Aligning resource integration and organizational identities in project networks." Journal of Business & Industrial Marketing 35, no. 10 (February 14, 2020): 1581–89. http://dx.doi.org/10.1108/jbim-01-2019-0002.

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Purpose Multi-supplier project networks represent a large part of the business-to-business (B2B) sector as the scope of many projects requires that different providers participate in their development and delivery. This raises the question of how the integration of the resources of the various partners can be shaped successfully. Specifically, the different organizational identities provide institutional frames of reference to the resource-integrating firms. As the organizational identities are typically not harmonious with each other, at least partial misalignments of the institutional setting that shapes the resource integration processes may emerge. The purpose of this paper is to empirically investigate the impact of various organizational identities on the course and outcome of resource integration in project networks. Design/methodology/approach The paper makes use of interpretive phenomenology in conjunction with a qualitative case study approach to access the lived experience of actors of different professional service firms having experienced changes in resource integration in a B2B project network. Findings A conceptualization of organizational identity as an institutional context for resource integration is developed and empirically investigated. The findings show a strong impact on the firms’ organizational identities and the actors’ resource integration experience and evaluation. Moreover, the findings provide evidence that, if unmanaged, at least partial misalignment of the institutional arrangements of multi-organizational B2B project network represents a normal and also a stable condition. Originality/value As a first conceptualization and empirical analysis of the interplay between organizational identity and resource integration, this paper advances the current understanding of the institutional context for resource integration. It argues for the wider relevance of organizational identity constructs and paves the way for future development.

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Koldyshev, Maxim. "INDUSTRIAL (B2B) MARKETING OF GLASS COMPANIES: MOBILE APPLICATIONS AS A SALES PROMOTION TOOL." Three Seas Economic Journal 1, no. 3 (December 18, 2020): 46–52. http://dx.doi.org/10.30525/2661-5150/2020-3-8.

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The purpose of the paper is a qualitative analysis of mobile applications as a sales promotion tool in industrial (B2B) marketing of glass companies. Industrial marketing of the glass industry is poorly studied in terms of digital technology development and integration as well as mobile applications as tools for digital marketing communications. B2B companies’ digitalization is at the initial stage. Methodology. This research builds on the concepts of digital B2B marketing, the digitization capability of B2B companies, customer relationship building, and customer focus. The research methodology is based on the case study of ABC company and the content analysis of information available on the ABC’s website in the public domain. A content analysis was conducted of the patent for a method for determining the coated glass coating type using an application and a light source. Results demonstrate problems related to digital marketing concepts integration, customer focus, and customer relations formation. The results show an active digital strategy use for the company’s business growth through software development and integration of end product interactive visualization tools. As a result, additional business value is formed: 1) end customer company focus; 2) product knowledge development and B2B services personalization; 3) manufacturers transfer some sales and communication functions to their customers, which solves the problem of staff rotation in the sales subsystem; 4) the application becomes a tool for customer behaviour analysis. Mobile applications complement any traditional product promotion channels. The main domestic industrial market challenge is the poor rate of readiness for digital changes: applications become an effective marketing communication tool only when customers use them. Practical implications. Companies in different industries can use the results to understand real issues of applications integration in marketing strategy and communication. These problems include the digital unpreparedness of the Russian domestic market to accept new technological solutions. Value/originality. This research proves that mobile applications increase sales and is effective if company personnel, end users and B2B customers actively use them. Applications complement traditional B2B marketing channels.

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Vujasinovic, Marko, Nenad Ivezic, Edward Barkmeyer, and Zoran Marjanovic. "Semantic B2B-integration Using an Ontological Message Metamodel." Concurrent Engineering 18, no. 3 (July 26, 2010): 219–32. http://dx.doi.org/10.1177/1063293x10379764.

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Lashgari, Maryam, Catherine Sutton-Brady, Klaus Solberg Søilen, and Pernilla Ulfvengren. "Adoption strategies of social media in B2B firms: a multiple case study approach." Journal of Business & Industrial Marketing 33, no. 5 (June 4, 2018): 730–43. http://dx.doi.org/10.1108/jbim-10-2016-0242.

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PurposeThe purpose of this study is to clarify business-to-business (B2B) firms’ strategies of social media marketing communication. The study aims to explore the factors contributing to the formation and adoption of integration strategies and identify who the B2B firms target.Design/methodology/approachA multiple case study approach is used to compare four multinational corporations and their practices. Face-to-face interviews with key managers, and extensive readings and observations of the firms’ websites and social media platforms have been conducted.FindingsThe study results in a model, illustrating different processes of selection, adoption and integration involved in the development of social media communication strategy for B2B firms. Major factors involved in determining the platform type, and strategies used within different phases and processes are identified.Research limitations/implicationsAs the chosen methodology may limit generalizability, further research is encouraged to test the model within a B2B context especially within small and medium enterprises as only large multinational corporations were investigated in this study.Practical implicationsThe paper provides insight into how B2B marketers can align social media with their firms’ goals through the strategic selection of platforms to reach the targeted audience and communicate their message.Originality/valueThe study uncovers the benefits gained by B2B firms’ through interaction with individuals on social media. This is a significant contribution as the value of such interaction was previously undefined and acted as a barrier for adopting social media in some B2B firms.

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Schubert, Petra, and Christine Legner. "B2B integration in global supply chains: An identification of technical integration scenarios." Journal of Strategic Information Systems 20, no. 3 (September 2011): 250–67. http://dx.doi.org/10.1016/j.jsis.2011.04.001.

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Jakimi, A., A. Sabraoui, E. Badidi, A. Salah, and M. El Koutbi. "USING UML SCENARIOS IN B2B SYSTEMS." IIUM Engineering Journal 11, no. 1 (June 21, 2010): 1–13. http://dx.doi.org/10.31436/iiumej.v11i1.50.

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Scenarios has become a popular technique for requirements elicitation and specification building. Since scenarios capture only partial descriptions of the system behavior, an approach for scenario composition and/or integration is needed to produce more complete specifications. The Unified Modeling Language (UML), which has become a standard notation for object-oriented modeling, provides a suitable framework for scenario acquisition using Use Case diagrams and Sequence or Collaboration diagrams. In this paper, we suggest an algorithmic and tool support for composing and integrating scenarios that are represented in form of sequence diagrams. We suggest four operators (;: sequential operator, ||: concurrent operator, ?: conditional operator andÂ * :iteration operator) to compose a set of scenarios that describe a use case of a given system. In this paper, we suggest also to apply the scenario approach to B2B systems (Business to Business). We propose to develop B2B systems as a three activities process deriving formal specifications and code skeletons from UML scenarios. Activities of this proposed process are generally automatic and are supported by a set of developed algorithms and tools.

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Lucking-Reiley, David, and Daniel F. Spulber. "Business-to-Business Electronic Commerce." Journal of Economic Perspectives 15, no. 1 (February 1, 2001): 55–68. http://dx.doi.org/10.1257/jep.15.1.55.

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Just as the industrial revolution mechanized the manufacturing functions of firms, the information revolution is automating their merchant functions. Four types of potential productivity gains are expected from business-to-business (B2B) electronic commerce: cost efficiencies from automation of transactions, potential advantages of new market intermediaries, consolidation of demand and supply through organized exchanges, and changes in the extent of vertical integration of firms. The article examines the characteristics of B2B online intermediaries, including categories of goods traded, market mechanisms employed, and ownership arrangements, and considers the market structure of B2B e-commerce.

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Hannås, Gøril, and Otto Andersen. "B2B Relationships in Modern Times." International Journal of Information Systems and Supply Chain Management 4, no. 3 (July 2011): 18–37. http://dx.doi.org/10.4018/jisscm.2011070102.

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Information technology (IT) enables businesses to integrate information systems across entities without altering the firms’ legal boundaries. New forms of inter-firm dependence and governance mechanisms may arise, due to the explicit investments made in technology and systems for collaboration purposes. There is an important distinction between general and customized investments in inter-organizational information systems (IOS), because the specificity level in IT exhibits certain characteristics that accentuate both the risk and value of inter-firm trade. Several research calls were made to validate governance theories on IOS. Based on a literature review, this paper provides a synthesis and integration of transaction cost economics (TCE) and IOS literature regarding governance forms. The paper discusses why the specificity level of IOS plays a central role in modern collaboration between firms, and how vertical electronic coordination (VEC) represents a mechanism for electronic governance forms and presents an agenda for future research.

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Fengel, Janina, Heiko Paulheim, and Michael Rebstock. "Semantic Synchronization in B2B Transactions." Journal of Cases on Information Technology 11, no. 4 (October 2009): 74–99. http://dx.doi.org/10.4018/jcit.2009072104.

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Despite the development of e-business standards, the integration of business processes and business information systems is still a non-trivial issue if business partners use different e-business standards for formatting and describing information to be processed. Since those standards can be understood as ontologies, ontological engineering technologies can be applied for processing, especially ontology matching for reconciling them. However, as e-business standards tend to be rather large-scale ontologies, scalability is a crucial requirement. To serve this demand, we present our ORBI Ontology Mediator. It is linked with our Malasco system for partition-based ontology matching with currently available matching systems, which so far do not scale well, if at all. In our case study we show how to provide dynamic semantic synchronization between business partners using different e-business standards without initial ramp-up effort, based on ontological mapping technology combined with interactive user participation.

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Jiang, Wei, Teng Fei Dou, and Bin Zhou. "Web-Based Interactive Visualization of Virtual Reality." Advanced Materials Research 760-762 (September 2013): 2104–8. http://dx.doi.org/10.4028/www.scientific.net/amr.760-762.2104.

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The integration of Internet and Multimedia Computer Technology provides new opportunities for e-commerce such as B2B/B2C. Web3D is emerging from the development of Internet and virtual reality. In this paper, we will use the specialty engine Unity3D as a development platform and JSP as a tool, to achieve the Web display system of virtual theater model, provided with accurate data, strong performance, virtual exhibition, interactive application. The platform across time and space limitations achieves a visual, vivid, more convenient information exchange to meet the demand for high-speed and efficient e-commerce information age for artistic performance enterprise publicity and marketing.

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Zhao, Xiaofeng, Hui Zhao, and Jianrong Hou. "B2B e‐hubs and information integration in supply chain operations." Management Research Review 33, no. 10 (September 24, 2010): 961–79. http://dx.doi.org/10.1108/01409171011083978.

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Oliveira, Tiago, and Gurpreet Dhillon. "From Adoption to Routinization of B2B e-Commerce." Journal of Global Information Management 23, no. 1 (January 2015): 24–43. http://dx.doi.org/10.4018/jgim.2015010102.

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The authors present an in depth understanding of B2B e-commerce adoption and routinization across Europe. The research was informed by the technology, organization, and environment (TOE) framework. A sample of 7,172 firms across Europe was used. A seven factor model is presented that includes technology readiness, technology integration, firm size, obstacles, education level, competitive pressure, and trading partner collaboration, which inform B2B adoption and routinization. Based on adoption and routinization, clusters of European countries, are identified and factors presented that ensure movement from one cluster to the other.

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Hennyeová, K. "Selected aspects of e-business development." Agricultural Economics (Zemědělská ekonomika) 52, No. 8 (February 17, 2012): 385–88. http://dx.doi.org/10.17221/5039-agricecon.

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The enhanced use of information and communication technologies (ICT) has a strong impact on business-to-business (B2B) and business-to-consumer (B2C) relationships as well as the way the key business processes are conducted. It can save costs and time, enable businesses to reach a wider market and to respond more quickly to the customer demands. These benefits open up new ways of doing international business. The policy objective is to encourage the integration of e-business into normal business by promoting the take-up of e-business services. Information and communication technologies are necessary to be seen as a tool for the increase of prosperity and competitiveness.  

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Barchetti, Ugo, Anna Lisa Guido, and Luca Mainetti. "B2B Interoperability using Business-Driven Integration: Conceptual Framework and Case Study." International Journal for Digital Society 1, no. 2 (June 1, 2010): 103–12. http://dx.doi.org/10.20533/ijds.2040.2570.2010.0015.

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Mukhopadhyay, Tridas, and Sunder Kekre. "Strategic and Operational Benefits of Electronic Integration in B2B Procurement Processes." Management Science 48, no. 10 (October 2002): 1301–13. http://dx.doi.org/10.1287/mnsc.48.10.1301.273.

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Cardoso, Jorge, and Christoph Bussler. "Mapping between heterogeneous XML and OWL transaction representations in B2B integration." Data & Knowledge Engineering 70, no. 12 (December 2011): 1046–69. http://dx.doi.org/10.1016/j.datak.2011.07.005.

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Tsai, Tse-Ming, Wen-Shih Huang, Ching-Chung Chang, Fu-Tsang Wu, and Seng-cho Timothy Chou. "eXFlow: a Web Services-compliant system for supporting B2B process integration." Information Systems and e-Business Management 5, no. 1 (August 8, 2006): 47–64. http://dx.doi.org/10.1007/s10257-006-0036-7.

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Xu, Jing. "Design of SAAS Model-Based System of Exhibition Management." Applied Mechanics and Materials 220-223 (November 2012): 2495–99. http://dx.doi.org/10.4028/www.scientific.net/amm.220-223.2495.

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Aiming at existing exhibitions, informationized management system can only meet the requirement of monomer exhibition management, but which cannot meet the needs of management chain and integration of resources of a large number of exhibitions together. For the traditional B2B e-commerce only provides a platform of exchanging information and communication for the supplier and requisitioning party, we design a SAAS-based management platform to build management of all the management works of an amount of actual exhibitions, as well as the use of rich media technology for Webcast and interactive of activities of the exhibition, and reduction of management costs in all of the procedures, which builds virtual year-round exhibitions online, based on the exhibition system and huge B2B resources to realize the target of constructing a B2B e-commerce platform which keeps a complementary and coexistence of online-operating and virtual year-round exhibitions, and more operational efficiency as well.

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Andersen, Poul Houman, Anna Dubois, and Frida Lind. "Process validation: coping with three dilemmas in process-based single-case research." Journal of Business & Industrial Marketing 33, no. 4 (May 8, 2018): 539–49. http://dx.doi.org/10.1108/jbim-07-2016-0152.

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Purpose Recent research suggests that the interest in process-based single-case studies is increasing in business-to-business (B2B) marketing. This paper aims to discuss research validity issues and dilemmas encountered by process-based single-case researchers in B2B marketing. Design/methodology/approach This is a methodology paper that builds on an integration of experiences, ideas and literature. Findings In the paper, three dilemmas are suggested that researchers need to deal with in process-based single-case research. These relate to the casing process: crafting the case, communicating the case and describing the process of the study. Furthermore, process validation is suggested as a research quality concept concerned with how these dilemmas are handled. Research limitations implications Based on the notion of process validation, the authors provide suggestions for how casing, as a process-based single-case approach, can be conveyed and advanced in its own right. Practical implications This study can be used to convey insights that can help new and experienced researchers in conducting single-case studies in B2B. Originality/value Coping with issues of research quality in B2B marketing is of relevance to researchers dealing with process-based single-case research and process validation issues, as well as to journal reviewers evaluating the qualities of process-based single-case research.

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Raskovic, Matevz. "Economic sociology and the ARA interaction model." Journal of Business & Industrial Marketing 30, no. 5 (June 1, 2015): 472–85. http://dx.doi.org/10.1108/jbim-09-2011-0123.

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Purpose – The purpose of this paper is to apply an economic sociology perspective to the activity–resource–actor (ARA) interaction model for business relationships. Interaction has been chosen as a conceptual domain where economic sociology has a particularly high potential to advance business-to-business (B2B) marketing in terms of its future research directions. Design/methodology/approach – The paper provides a structured account of economic sociology through the description of eight key economic sociology concepts and discussion of the structuration theory. This is followed by an overview of the usage of the eight key economic sociology concepts in current B2B marketing research, and concludes with outlining eight specific future research directions which guide future research on interaction in business relationships. Findings – Eight economic sociology concepts are identified: embeddedness, networks, institutions, power, social capital, identity, social structures and cognition. An overview of the application of these constructs within the B2B marketing literature shows how most of them are used as metaphors with a gap in understanding their economic sociology background. Research limitations/implications – Future research directions are described individually, do not include potential interaction effects and are developed within the ARA interaction model framework. Given the conceptual nature of the paper, it does not provide any empirical data and illustrations related to any of the eight key economic sociology concepts. Originality/value – The paper answers a call for a wider integration of economic sociology into the B2B marketing literature. It provides a systematic eight-concept economic sociology framework to be used by B2B marketing theorists and researchers. The paper finishes with eight concrete future research directions through which an economic sociology perspective can help advance B2B marketing theory and business relationship management practice. A brief discussion of managerial implications is also provided at the end.

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Dietrich, Michael, Jens Lemcke, and Gunther Stuhec. "Iterative Effort Reduction in B2B Schema Integration via a Canonical Data Model." International Journal of Strategic Information Technology and Applications 4, no. 4 (October 2013): 19–43. http://dx.doi.org/10.4018/ijsita.2013100102.

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Nowadays, B2B integration still remains a big cost driver for companies. On the one hand, standardization efforts were able to reduce the mapping effort between e-Business schemas. However, the effort for creating customized messages from the huge and underspecified standard templates increased. Due to the myriad of different requirements by different companies, a great variety of standards coexist. Instead of forcing companies to adopt huge standards, this article propagates an iteratively improving schema and mapping derivation system in the cloud. Thus, we provide flexibility, but streamline companies' integration efforts based on an evolving canonical data model. This approach reduces the need for explicit standardization to a minimum. Our simulation based on real schemas shows a potential to reduce guide creation effort by 50% and mapping effort from 6% to almost 100%.

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Leu, Jun-Der, Yu-Tsung Huang, and Li-Ting Huang. "Effectiveness of Inter-Organizational Systems in Global Manufacturing." International Journal of Strategic Decision Sciences 2, no. 1 (January 2011): 28–43. http://dx.doi.org/10.4018/jsds.2011010102.

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Enterprise Information Systems, such as Enterprise Resource Planning (ERP) systems, have been applied to integrate business processes within a global manufacturing enterprise. Recently, the inter-organizational systems are applied to assist in business data sharing and collaboration among enterprises based on the ERP application. However, their resource requirements and failure rates are high, and many enterprises are concerned about the Business-to-Business (B2B) effectiveness. In this research, the authors study global manufacturing enterprises, which developed their B2B systems with Taiwanese government sponsorship successfully. B2B effectiveness is evaluated through operational efficiency and profitability, while the business scale, Electronic Data Interchange (EDI) induced supplier numbers, and application scope are considered influencing factors. After the evidence of multiple regression models and non-parametric statistic testing, the results show that only the application scope has a significant impact on profitability. The authors discuss these results from the perspective of enterprise integration as well as the system application scope and give suggestions to global manufacturing enterprises that want to apply inter-organizational systems.

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Chen, Zhen Yu, and Wen Ye Yu. "An E-Business Model Based on XML and Web Services." Advanced Materials Research 971-973 (June 2014): 1525–28. http://dx.doi.org/10.4028/www.scientific.net/amr.971-973.1525.

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The modern B2B electronic business system should be able to make the enterprise meet better the need of the market, which must have some characteristics of cross-organization, cross-enterprises and frequent interaction. The paper proposes a dynamic electronic commerce model based on XML and Web Services, which consists of presentation layer, Web Services layer, application service layer, data integration layer and data layer. The dynamic e-business model can not only implement the loose system integration, but also be able to reuse the existing resources, and reduce to the cost of system integration and implementation time.

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Kao ,, Kevin J., Charles E. Seeley ,, Su Yin ,, Raymond M. Kolonay, Tony Rus, and Mike Paradis. "Business-to-Business Virtual Collaboration of Aircraft Engine Combustor Design." Journal of Computing and Information Science in Engineering 4, no. 4 (December 1, 2004): 365–71. http://dx.doi.org/10.1115/1.1794697.

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In today’s fast-changing economy, product designs are becoming increasingly complex while demands for faster design cycles never cease. Tighter collaboration among business partners and streamlined integration of engineering processes are becoming essential elements to succeeding in the competitive global environment. Modern computer-aided design/engineering solutions and revolutionary Internet technologies facilitate such real-time business-to-business (B2B) design collaboration. This paper discusses various emerging technologies that enable a true B2B virtual collaboration of an aircraft engine combustor design between GE Aircraft Engines, a jet engine manufacturer, and Parker Hannifin, a gas turbine fuel nozzle supplier. A case study involving the collaborative design and analysis of a fuel nozzle is also presented, which demonstrates the realistic implementation of these new technologies.

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Hughes, Tim, Mario Vafeas, and Toni Hilton. "Resource integration for co-creation between marketing agencies and clients." European Journal of Marketing 52, no. 5/6 (May 14, 2018): 1329–54. http://dx.doi.org/10.1108/ejm-10-2015-0725.

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Purpose Resource integration is a central idea within service-dominant logic (S-D logic), but there has been little scholarly research on this aspect of theory. This paper aims to explore resource integration between marketing agencies and their clients. Design/methodology/approach In total, nine case studies have been developed using a dyadic approach of interviewing clients and members of their agency teams. This is followed-up with presentations and workshops with over 200 practitioners who validated the findings and added new perspectives. Findings The key operant resources in the client/agency context have been identified. The ways the operant resources of the actors developed during the course of resource integration, building potential resources for future co-creation are shown. The differing perspectives of the actors to each other’s contribution are highlighted. Research limitations/implications This study suggests that resource enhancement and development, as a result of integration, is important. For agency/client research, resource integration and development brings new perspectives complementing existing relationship approaches to research. The findings have implications for relationship marketing theory across business-to-business (B2B) contexts. Practical implications The findings suggest a resource integration approach that could be jointly addressed between agency and client in improving the way they work together. The discourse of co-creation suggests a way for them to talk about how to work together effectively. Suggestions are made for teaching. Originality/value This study develops the S-D logic theory through exploring resource enhancement and development in a B2B co-creation context. The dyadic nature of the research is novel in studying how marketing agencies and clients work together and new perspectives emerge from the approach.

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Cabiddu, Francesca, Frau Moreno, and Lombardo Sebastiano. "Toxic Collaborations: Co-Destroying Value in the B2B Context." Journal of Service Research 22, no. 3 (March 11, 2019): 241–55. http://dx.doi.org/10.1177/1094670519835311.

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Service research and marketing theory have found value co-creation to be a key element in the business-to-business (B2B) context. Value can also be co-destroyed by the same actors who interact to create it. However, very few studies have examined service provider-customer work practices when value co-destruction (VCD) occurs. In this qualitative study, we approach VCD by combining social interactions and resource integration practices with a notion of value that reveals its multiform nature. We adopt a value definition that enables us to show that the notion of co-creation and co-destruction should be viewed conceptually as representing a value variation space rather than as being dichotomous or mutually exclusive. Our research allows practitioners to recognize and contrast VCD, as it emerges and impacts their B2B relations.

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Njeru, Edwin. "A Study of the State of Art B2B Integration Patterns, Components and Architectures." British Journal of Applied Science & Technology 13, no. 2 (January 10, 2016): 1–14. http://dx.doi.org/10.9734/bjast/2016/17592.

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Nagle, Tadhg, Patrick Finnegan, and Jeremy Hayes. "From Tough Negotiation to Complex Integration." Information Resources Management Journal 22, no. 4 (October 2009): 64–84. http://dx.doi.org/10.4018/irmj.2009061904.

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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.

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Черемних І. В. "КРОС-МЕДІЙНІ ІНСТРУМЕНТИ МОНЕТИЗАЦІЇ ТЕЛЕВІЗІЙНОГО Й ІНТЕРНЕТ-КОНТЕНТУ." International Academy Journal Web of Scholar 2, no. 1(31) (January 31, 2019): 8–16. http://dx.doi.org/10.31435/rsglobal_wos/31012019/6314.

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The article is devoted to the problems of finding new forms of interaction between various media market players and new tools for converting TV and Internet content into profit. Changing the paradigm of consumption of TV and online content creates new conditions for the functioning of media business in Ukraine. Media can effectively monetize content through cross-platform processes such as co-branding, sampling, media baying, PayWall, b2b, b2c partnership, Transmedia Storytteling and others. First of all, it concerns the co-operation of traditional and Internet TV, PAY-TV, IPTV / OTT, digital, cable and satellite penetration, TV and Internet content producers, operators, providers. Through the cross-media consolidation of resources, the combination and distribution of content, players of the media market have the opportunity to successfully finance their budgets and receive greater dividends from the integration of efforts.

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Ding, Yanping. "The Main Affecting Factors of the B2B E-Commerce Supply Chain Integration and Performance." International Journal of u- and e-Service, Science and Technology 7, no. 1 (February 28, 2014): 145–58. http://dx.doi.org/10.14257/ijunesst.2014.7.1.14.

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Zeng, Amy Z., and Bhavik K. Pathak. "Achieving information integration in supply chain management through B2B e‐hubs: concepts and analyses." Industrial Management & Data Systems 103, no. 9 (December 2003): 657–65. http://dx.doi.org/10.1108/02635570310506070.

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Adams, Frank G., and Kenneth W. Graham. "Integration, knowledge creation and B2B governance: The role of resource hierarchies in financial performance." Industrial Marketing Management 63 (May 2017): 179–91. http://dx.doi.org/10.1016/j.indmarman.2016.10.009.

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Lecic, Danica. "Models and standards for production systems integration: Technological process and documents." Yugoslav Journal of Operations Research 15, no. 2 (2005): 221–41. http://dx.doi.org/10.2298/yjor0502221l.

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Electronic business demands from production companies to collaborate with customers, suppliers and end users and start electronic manufacturing. To achieve this goal companies have to integrate their subsystems (Application to Application-A2A) and they have to collaborate with their business partners (Business to Business - B2B). For this purpose models and unique standards for integration are necessary. In this paper, ebXML and OAGI specifications have been used to present metamodel process by UML class diagram and standardized model of document Working Order for technological process in the form of OAGI BOD XML document. Based on it, from an example, model of technological process is presented by activity diagram (DA) in XML form and an appearance of document Working Order. Just as well, rules of transformation DA to XML are presented.

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Spanos, Athanasios, Stavros Ponis, and Ilias Tatsiopoulos. "Enterprise application integration: Implications for Euro-Asian supply chains." Human Systems Management 26, no. 4 (December 20, 2007): 257–68. http://dx.doi.org/10.3233/hsm-2007-26403.

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The modern competitive markets rely heavily on the concept of globalization. In this respect, the virtual enterprise approach and a holistic view of an enterprise's supply chain come into play. Nowadays, a company is as reliable and efficient as the weakest link in its supply chain. An unhampered product and information flow among the supply chain nodes and a capability for backtracking are required, raising the need for Enterprise Application Integration (EAI), Business-to-Business (B2B) integration and interoperability in between the intra-enterprise and trans-enterprise heterogeneous information systems. This paper suggests how the increasingly important role of South and East Asian markets in the globalization era can be amplified by the use of the latest EAI technologies that facilitate the bonding of even the most diverse information systems. In turn, European markets already adopting such technologies can benefit and forge closely-knit relationships with their South and East Asian counterparts.

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Chen, Kuan-Yang, and Tzung-Cheng Huan. "Facilitating weaker firms’ market knowledge in asymmetric B2B relationship from structure, process, and strategy aspects – a case of travel industry." Journal of Knowledge Management 24, no. 3 (March 31, 2020): 697–716. http://dx.doi.org/10.1108/jkm-01-2020-0017.

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Purpose This study aims to explore three critical factors, namely, specific assets investment (SAI), knowledge integration mechanism (KIM) and complementary capability (CC), the antecedents of market knowledge from on structure, process and strategy aspects. This study then tests their effects on the market knowledge-market performance linkage in an asymmetric commerce relationship. Design/methodology/approach This study identified the asymmetric business-to-business (B2B) channel relationship of travel service industry. A total of 248 responses were received from the two waves of data collection and the data was analyzed by the structural equation modeling method. Findings Based on the managerial theory related to transaction cost, knowledge-based view and resource-dependent, SAI, KIM and CC all affect market knowledge, and had an indirect effect on market performance; market knowledge significantly and positively affects market performance. Research limitations/implications In addition to relationship marketing or social exchange theory, this study provides an integrated framework with different theoretical studies to supplement the explanation of relationship marketing theory in the non-significant relationship between trust and commitment and their outcomes. Practical implications This study provides answers for weaker firms how to enhance their market knowledge from their stronger partners. Originality/value No current studies have explored how service firms with weak bargaining power could enhance their market knowledge under an imbalanced B2B relationship. This supports the call for the possible factors as the key antecedents of market knowledge on the asymmetric B2B relationship.

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Perego, Alessandro, and Alessandro Salgaro. "Assessing the benefits of B2B trade cycle integration: a model in the home appliances industry." Benchmarking: An International Journal 17, no. 4 (July 13, 2010): 616–31. http://dx.doi.org/10.1108/14635771011060611.

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Mouzakitis, Spyros, and Dimitris Askounis. "A Knowledge-Based Framework for Measuring Organizational Readiness for the Adoption of B2B Integration Systems." Information Systems Management 27, no. 3 (July 16, 2010): 253–66. http://dx.doi.org/10.1080/10580530.2010.493842.

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Journal articles on the topic 'B2B integration'

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