4. Conceptual Research Framework

A conceptual research framework represents a first step toward the formation of theoretical insights (cp. Kirsch et al. (2007), pp. 22–23). Its main purpose is a precise delineation of the research problem which should prevent empirical data collection without a solid conceptual basis (cp. Kaufmann (2001), p. 147).

Cp. section 4.1.3.

Cp. Wolf (2011), p. 37.

Cp. Wiesener (2014), p. 109.

Commonly, the statements are limited to assuming functional relationships without specifying these in more detail (cp. Kirsch (1973), p. 14).

Cp. Beckmann (2009), p. 81; Dietrich (2001), p. 22.

Cp. Vollhardt (2007), p. 68.

Cp. Wolf (2011), p. 202.

Cp. Pfohl and Zöllner (1997), pp. 307–312.

Cp. Reinking (2012), pp. 251–258.

Cp. Beckmann (2009), pp. 81–82; Eder (2016), pp. 38–40; Reinking (2012), pp. 248–249; Vollhardt (2007), p. 68.

Cp. Petersen (2012), p. 51; Miroschedji (2002), p. 122; Wolf (2011), pp. 38–39.

Cp. Wolf (2011), pp. 218–230.

Cp. Beckmann (2009), p. 83; Jensen (2004), p. 15; Vollhardt (2007), p. 71; Wolf (2011), p. 218.

Schoonhoven (1981), p. 350.

Cp. Jensen (2004), pp. 15–16; Beckmann (2009), p. 84.

Cp. Beckmann (2009), p. 84; Wolf (2011), p. 223.

Cp. section 1.​3.

Source: own representation.

In scientific research, the identification of dimensions is fundamental for conceptualization, i.e. the process for making fuzzy and imprecise notions more specific and precise (cp. Babbie (2016), pp. 123–132).

Cp. Wolf (2011), pp. 38–39.

This definition is based on a general definition of system use as “[…] the degree and manner in which staff and customers utilize the capabilities of an information system” (Petter et al. (2008), p. 239).

This is evident by the central role of system use in conceptual models of IS success (cp. DeLone and McLean (1992), p. 87; Gable et al. (2008), p. 382; Soh and Markus (1995), p. 37). In addition, many empirical studies indicate that system use is relevant for IS success (cp. Petter et al. (2008), pp. 251–252).

DeLone and McLean (2003), p. 16.

A business relationship is a sequence of market transactions between a buyer and seller that is not incidental (cp. Kleinaltenkamp et al. (2011), p. 22).

Cp. Kleineicken (2004), p. 105.

Cp. Richter and Nohr (2002), p. 110.

Cp. Bächle and Lehmann (2010), p. 70.

Cp. Büyüközkan (2004), p. 140.

Cp. Hartmann (2002b), pp. 167–171.

Cp. Jetu and Riedl (2012), pp. 462–463.

Besides the organizational level, system use can also be studied at the individual or group level. Research at more aggregate levels (e.g. the level of an industry or nation) is less common (cp. Burton-Jones and Gallivan (2007), p. 659).

While users in a voluntary use setting can choose whether an IS is used or not, users do not have such a choice and must use a prescribed system in a mandatory setting (cp. Bhattacherjee et al. (2018), pp. 395–396).

In general, system use can be either studied in terms of an “intention to use” which is an attitude or as a behavior (cp. DeLone and McLean (2003), p. 23).

Cp. Jasperson et al. (2005), pp. 531–535.

Cp. Deeter-Schmelz et al. (2001), p. 10; Joo and Kim (2004), p. 95; Schoenherr and Mabert (2011), p. 831; Upadhyaya et al. (2017), p. 69.

Cp. Alsaad et al. (2018), p. 29; Gottschalk and Foss Abrahamsen (2002), p. 330; Kim and Ahn (2007), p. 131; Son and Benbasat (2007), p. 92; Quaddus and Hofmeyer (2007), p. 209.

For example, participants may have to indicate their extent of use ranging from “not at all” to “a great extent” (cp. Le et al. (2004), p. 301) or by using other similar scales (cp. Hadaya (2008), p. 267; Rao et al. (2007), p. 1040; Truong and Jitpaiboon (2008), p. 206). Another option is to ask participants to indicate the stage of their current use, for example ranging from the “exploration stage” to the “commitment stage” (cp. Son and Benbasat (2007), p. 92) or by using other stages (cp. Grewal et al. (2001), p. 24; Kang et al. (2007), pp. 108–109).

Cp. Hassan et al. (2017), p. 305; Zhu and Kraemer (2005), p. 67.

Cp. Barua et al. (2004), p. 604; Batenburg (2007), p. 186; Hassan et al. (2017), p. 322; Le et al. (2004), p. 301.

Cp. Benslimane et al. (2005), p. 224.

Cp. Hassan et al. (2017), p. 305; Zhu and Kraemer (2005), p. 67.

Cp. Garrido et al. (2008), p. 626; Hassan et al. (2017), p. 311; Quesada et al. (2010), p. 533; Rai et al. (2009), p. 275.

Cp. Giunipero et al. (2012), p. 292; Kassim and Hussin (2013), pp. 8–11; Mishra et al. (2007), p. 118; Mishra et al. (2013), p. 388; Pearcy et al. (2008), p. 26; Ranganathan et al. (2011), p. 539; Wu et al. (2007), p. 583; Yu et al. (2015), p. 1061.

One study investigates which factors affect the use of an EM for information search or transaction settlement in the context of purchasing hospital products (cp. Oppel (2003)). Another study focuses on the factors of buyer-supplier relationships which affect the choice of different EM functionalities (cp. Wang and Archer (2004)).

Cp. Jap and Haruvy (2008); Hawkins et al. (2009); Hawkins et al. (2010); Mithas et al. (2008); Schoenherr and Mabert (2008), (2011); Smeltzer and Carr (2003); Stoll (2008); Wagner and Schwab (2004).

Some studies deal with the collaborative use of electronic SCM (cp. Pu et al. (2018)), electronic information transfer (cp. Kim et al. (2006)), IOS integration (cp. Grover and Saeed (2007)) or information sharing (cp. Hadaya and Pellerin (2010)).

This distinction between discrete and relational exchanges stems from relational exchange theory (cp. Goles and Chin (2002), p. 228; Leimeister (2010), p. 26; Yaqub and Vetschera (2011), p. 215). Some authors have proposed similar polar distinctions with different terms: e.g. “adversarial” vs. “collaborative” (cp. McIvor et al. (1998), p. 96) or “transactional” vs. “collaborative” relationships (cp. Bunduchi (2005), p. 322). Besides a distinction of two polar ends of relationships, some authors also provide a more nuanced categorization for business relationships. For example, Spekman et al. (1998) distinguish between „open market negotiations“, „cooperation“, “coordination” and “collaboration” (cp. Spekman et al. (1998), p. 634).

The move to the market hypothesis states that the overall effect of the developments in IT “[…] will be to increase the economic activity coordinated by markets” (Malone et al. (1987), p. 489). This hypothesis has been challenged by the so-called move to the middle hypothesis. Their proponents believe that instead of an increase of market coordination “[…] the firm will rely on fewer suppliers than before, with whom the firm will have close and long-term relationships and with whom the firm will cooperate and coordinate closely (a move away from the market to intermediate governance structures when outsourcing)” (Clemons et al. (1993), p. 13).

Private EMs which are owned by a participant and often closed when it comes to the entry of other participants are associated with relational exchanges. In contrast, independent EMs are often associated with discrete exchanges. Consortia EMs are sometimes perceived as hybrid forms between private and independent EMs (cp. Bahinipati and Deshmukh (2012), p. 24; Chelariu and Sangtani (2009), p. 112; El Sawy (2003), p. 122; Grieger et al. (2003), p. 285).

Cp. Ivang and Sørensen (2005), p. 398; Wang and Archer (2004).

Relational exchange theory grew out of the fields of marketing and law and deals with hybrid governance forms between market and hierarchy as set outlined in transaction cost theory, e.g. strategic alliances, networks, or partnerships (cp. Goles and Chin (2002), p. 228; Yaqub and Vetschera (2011), p. 216).

In a broad definition, relational norms can be defined as “[…] a principal of right action binding upon the members of a group and serving to guide, control, or regulate proper and acceptable behavior” (cp. Macneil (1980), p. 38).

Source: own representation.

Long-term orientation denotes the degree to which the business partners expect to pursue the continuation of the business relationship (cp. Buriánek (2009), p. 105).

Macneil (1981), p. 1027.

Noordewier et al. (1990), p. 84.

Cp. Grieger (2003), p. 289; Kaplan and Sawhney (2000), p. 98.

Kaufmann and Dant (1992), p. 173.

In general, EMs can be open or closed (cp. section 3.​3.​1). However, there can also be mixed forms whereby both open and/or closed areas are provided on an EM (cp. Schönsleben (2016), p. 85). For example, reverse auctions could be conducted openly with all potential suppliers or they could be restricted to only preselected participants (cp. Stoll (2008), p. 193; Wagner (2004), p. 220).

Source: Transporeon (2016), p. 7.

Kaufmann and Dant (1992), p. 173.

Cp. Kaufmann and Stern (1988), p. 536.

Cp. Kaufmann and Dant (1992), p. 173.

Cp. Asmussen (2009), p. 137; Auer (2004), p. 97; Georgi (2000), p. 46; Hadwich (2003), p. 25.

Source: own representation.

Instant quoting provides a comparison of fixed price offers from multiple transportation service providers (cp. section 3.​5.​1.​1.​2). Bulletin boards mainly support the establishment of the first contact between shippers and transportation service providers (cp. section 3.​5.​1.​1.​1). Therefore, both functionalities are most suitable and used with no restrictions on the supplier base (i.e., all transportation service providers on the ETM are potentially involved).

Only known transportation service providers are possible for electronic transport orders because the conditions of the exchange must be agreed between the shipper and the transportation service provider beforehand.

Reverse auctions and e-tendering can be either conducted openly with all transportation service providers or in a restricted way with preselected business partners.

The reverse auction and e-tendering functionalities are positioned between these extreme points.

The phases in the development of a business relationship start with awareness and exploration and continue with expansion and commitment until the final dissolution (cp. Dwyer et al. (1987), pp. 15–19).

Cp. Saab (2007), p. 31. Trust refers to the confident belief of one party that another party can be relied upon to behave in such a manner that the own long-term interest will be served (cp. Crosby et al. (1990), p. 70). Satisfaction is a „[…] party’s affective state of feeling adequately or inadequately rewarded for the sacrifice undergone in facilitating an exchange relationship” ( Frazier et al. (1988), p. 66).

However, this does not mean that trust and satisfaction are neglected as variables for the relationship to ETMs. In particular, empirical studies which provide results for the impact of contextual variables on the trust to and satisfaction with EMs and ETMs will be considered (cp. section 4.3.3.2).

Cp. Keil and Tiwana (2006), pp. 239–241.

In general, companies can use multiple EMs concurrently (this is called multi-homing) or only one single EM (single-homing). Whether the buyers and sellers participating in an EM are prone to multi-homing or single-homing behavior has a considerable impact on the competition and strategies of the providers of such marketplaces (cp. Rochet and Tirole (2003), pp. 1007–1013; Koh and Fichman (2014), p. 978).

Cp. Abts and Mülder (2017), p. 530; Benlian and Hess (2011); Keil and Tiwana (2006); Schumacher and Meyer (2004), pp. 290–291; Schütte and Vering (2011), p. 81.

For a review of EM selection criteria in the literature, cp. section 4.3.3.1.3.

Research areas where commitment is of relevance include interpersonal relationships (e.g. friendships and marriage) or the organizational commitment between employees and their employing organization (cp. Saab (2007), pp. 26–34).

Cp. Saab (2007), pp. 24–34.

Cp. Anderson and Weitz (1992); Chen et al. (2011); Gundlach et al. (1995); Huo et al. (2015); Lancastre and Lages (2006); Moore (1998); Morgan and Hunt (1994); Moorman et al. (1992); Sharma et al. (2015); Standaert et al. (2015); Zhao et al. (2011).

Dwyer et al. (1987), p. 19.

Visser and Clark (2004), p. 45. Attitudes facilitate the repetitive evaluation of objects and provide behavioral orientation in a complex environment (cp. Eggert (1999), p. 63; Visser and Clark (2004), pp. 46–47). Amongst other things, the evaluated objects can be people, tangible objects, other attitudes, institutions, behavior, or behavioral intentions (cp. Mayerl (2009), p. 23).

Behavioral intentions precede the planned behavior of people, i.e. a person forms a behavioral intention before performing a certain behavior (cp. Fishbein and Ajzen (2010), p. 39).

Cp. Kroeber-Riel and Gröppel-Klein (2013), p. 218.

Cp. Mayerl (2009), p. 24.

For example, people will have a more positive attitude toward golfing if they believe that golfing is highly associated with attributes subjectively perceived as being positive (e.g. being a beneficial form of physical activity) and less associated with negatives ones (e.g. leading to frustration) (cp. Haddock and Maio (2014), pp. 200–201).

Cp. Mayerl (2009), p. 25. For example, people often report that spiders cause feelings of anxiety. Such kinds of negative affective reactions will most likely lead to negative attitudes toward spiders (cp. Haddock and Maio (2014), pp. 201–203).

Cp. Monahan et al. (2000), p. 462.

Source: own representation.

Cp. Wolf (2011), p. 38.

This definition of the purchasing situation is based on a more general definition of the purchasing situation as “[…] all relevant forces and influences related to the acquisition of required materials, services and equipment, which have a potential impact on the way buyers and sellers work together” (Hartmann (2002a), p. 11).

Cp. Warschun (2002), p. 99.

Cp. Janker (2008), p. 25.

Cp. Hartmann (2002a), pp. 10–27.

For example, the perceived compatibility of the EM technology has a positive effect on the intention to adopt or the extent of use of EMs (cp. Li et al. (2013); White et al. (2007), pp. 90–91).

Empirical studies provide some indications that top management support (cp. Deng et al. (2019b), p. 347; Najmul Islam et al. (2020), pp. 14–16; Saprikis and Vlachopoulou (2012), pp. 630–633) and the use of related IT (cp. Chang and Wong (2010), pp. 266–268; Hadaya (2006), pp. 179–182; Truong and Jitpaiboon (2008), pp. 207–212) have a positive effect on the adoption and extent of use of EMs.

There is some empirical evidence that external pressure (e.g. pressure from business partners) has a positive effect on the adoption or extent of use of EMs(cp. Deng et al. (2019b), p. 347; Hadaya (2006), pp. 179–182; Li et al. (2013)). However, two studies could not find a statistically significant effect of external pressures (cp. Grewal et al. (2001), pp. 27–29; Quaddus and Hofmeyer (2007), pp. 208–211).

These are the dimensions of the so-called technology-organization-environment framework (cp. Coleman (2019), p. 123).

For example, the use of related IT such as e-commerce might be a factor that can predict the use of an EM from the perspective of the diffusion of innovations, but this cannot be used as justification for a managerial decision.

For an overview of different criteria which are relevant for the general selection of software, cp. Krcmar (2015), pp. 216–220. An overview of the literature on EM selection criteria will be provided in section 4.3.3.1.3.

Besides ETM properties, other variables may affect the relationship to ETMs, e.g. trust (cp. Liu and Tang (2018), p. 679; McKnight et al. (2017), p. 132; Pavlou (2002), p. 231; Pavlou and Gefen (2004), p. 50; Verhagen et al. (2006), pp. 547–549) or satisfaction (cp. Gruen (1995), p. 457; Stenglin (2008), p. 57; Wang (2008), pp. 542–546). Therefore, insights from empirical studies which find an effect of ETM properties on trust or satisfaction will be used (cp. sections 4.3.3.2.1 to 4.3.3.2.6).

Cp. Hassan (2013), pp. 307–308; Gangwar et al. (2014), pp. 489–490.

Cp. Luthardt (2003), p. 79.

A transaction cost reasoning has been used to explain why improvements in IT will lead to an increased use of EMs (cp. Malone et al. (1987), pp. 485–487).

Transaction cost theory has been applied as the theoretical foundation for the identification of conditions that are relevant for using an ETM for the procurement of transportation services (cp. Goldsby and Eckert (2003), pp. 188–195).

Cp. Lillehagen and Krogstie (2008), p. 313.

Cp. Janz (2004), p. 106; Sydow (1992), p. 196.

However, both theories focus on different root causes which are relevant for the design of buyer-supplier relationships. While transaction cost theory emphasizes that the costs involved in transactions are important for designing efficient exchanges, resource dependency theory focuses on the need of firms to ensure the supply of needed resources and proposes that relationships with other firms can be used to control situations of dependency.

Several studies deal with the design of buyer-supplier relationships on the spectrum between discrete and relational exchanges. Insights from these studies can be useful to explain the relational orientation within the system use dimension of the design variables.

Empirical research is based on data. It usually involves making conjectures about certain matters related to a specific research question. Afterward, it is examined whether the empirical data support this conjecture. Conceptual research does not involve the collection and analysis of new data for advancing knowledge. Instead, conceptual contributions include developing a set of propositions, proposing a new theory or theoretical model, or providing a comprehensive review of the literature (cp. Monippally and Pawar (2010), pp. 15–439).

Conceptual insights from the literature on e-procurement and EMs will be presented in section 4.3.2.1.3 and insights from the literature on buyer-supplier relationships in section 4.3.2.1.4.

Cp. sections 4.3.2.2.1 to 4.3.2.2.6.

Media richness theory can be used to explain the effect of complexity (cp. section 4.3.2.2.2) and incomplete contracts theory can be used to explain the impact of specifiability (cp. section 4.3.2.2.6).

Cp. Coase (1937), pp. 386–405.

Cp. Williamson (1981), (1985), (1996).

Governance structures refer to the institutional framework within which the initiation, negotiation, monitoring, adaptation, and termination of contracts takes place (cp. Roemer (2004), p. 25).

Cp. Picot et al. (2001), p. 53.

Cp. Picot and Dietl (1990), p. 178.

Often, different types of costs for transactions are distinguished. For example, costs for initiation (e.g. research, travel expenses), agreement (e.g. negotiations), settlement (e.g. process monitoring), control (e.g. control of quality and deadlines), and adjustment (e.g. extra costs for later changes of quality, price or dates) (cp. Picot et al. (2001), p. 50; Schütt (2006), p. 80).

Cp. Williamson (1985), pp. 52–61.

Williamson (1991), p. 281.

This is an example of so-called “site specificity“ as one of several types or dimensions of asset specificity.

Opportunism denotes maximizing the own self-interest at the expense of others (cp. Picot et al. (2001), p. 52). Investments involving highly specific assets represent situations that can be opportunistically exploited by exchange parties (cp. Kiedaisch (1997), p. 48; Picot et al. (2001), p. 52; Spengel (2005), pp. 91–92).

Cp. section 4.3.2.2.1 for a more detailed discussion of the effects of asset specificity.

Cp. Rindfleisch and Heide (1997), p. 31.

Cp. Kiedaisch (1997), pp. 48–49; Picot et al. (2001), p. 52.

Source: own representation adapted from Williamson (1996), p. 108.

Cp. Picot et al. (2001), p. 53; Williamson (1996), pp. 60–61.

Cp. Janz (2004), p. 104; Werner (1997), p. 22. Resources can be defined as all means which a company needs for self-preservation (cp. Knack (2006), p. 30).

Pfeffer and Salancik (2003), p. 258.

Cp. Sydow (1992), p. 197.

Cp. Frazier (1983), p. 159.

Ratnasingam (2000), p. 56.

It is often proclaimed that dependency and power are inversely related (cp. Homburg (1998), p. 49; Janz (2004), p. 161). However, there are two parties involved in economic exchanges and each party can depend on the other. Therefore, situations of dominance or power are especially given if dependency is asymmetric, i.e. one party is more dependent on the other party (cp. Cox (2001), p. 13.).

Cp. Pfeffer and Salancik (2003), pp. 45–51. For a comprehensive review of potential determinants of dependency, cp. Freiling (1995), pp. 48–68.

Cp. Janz (2004), p. 105; Pfeffer and Salancik (2003), pp. 113–143; Sydow (1992), p. 198; Werner (1997), p. 24.

Source: own representation.

The insights of these portfolio models for the identified contextual variables will also be discussed in their corresponding chapters (cp. sections 4.3.2.2.1 to 4.3.2.2.6).

Freight exchange is a synonym for ETM.

Source: Andersson and Norrman (2002), p. 6.

Cp. Andersson and Norrman (2002), p. 6.

Cp. Kraljic (1983), pp. 111–112.

Cp. Caniëls and Gelderman (2007), p. 220.

Cp. Arnold and Schnabel (2007), p. 87; Bogaschewsky (2002), p. 27; Kollmann (2019), p. 189; Luczak et al. (2002), p. 161; Tassabehji (2010), p. 434.

Cp. Bogaschewsky (2002), pp. 27–28.

Designing buyers-supplier relationships is one of the tasks of strategic procurement management (cp. Large (2009), p. 150). Within marketing, the so-called relationship marketing emphasizes the importance of long-term relationships for improving sales (cp. Grönroos (1991), p. 8).

Source: own representation.

Source: Halldórsson and Skjøtt‐Larsen (2004), p. 195.

Cp. Halldórsson and Skjøtt‐Larsen (2004), pp. 194–196.

Source: Bask (2001), p. 476.

Cp. Bask (2001), pp. 474–478.

Cp. Arnolds et al. (2016), p. 33; Cox (2001), p. 13; Dyer et al. (1998), p. 72 Homburg (1995), p. 829; Olsen and Ellram (1997), p. 105.

Cp. sections 4.3.2.2.1 to 4.3.2.2.6.

Cp. Heide and John (1990), p. 27.

There are different types of asset specificity: physical asset specificity (e.g., specific machines which are needed for production), human asset specificity (e.g., when special knowledge is required), or site specificity (e.g., when a resource is only available in a specific location). In addition, specificity can arise in the form of temporal specificity (e.g. when inputs lose their value when not delivered on time), dedicated assets (e.g. capacities which are reserved for certain business partners), or brand capital (cp. Eistert (1996), p. 43; Söllner (2008), p. 45; Williamson (1991), p. 281).

Williamson (1985), p. 52.

Cp. Kiedaisch (1997), p. 48.

Cp. Malone et al. (1987), pp. 486–487.

Cp. Dyer et al. (1998), p. 72.

Cp. Halldórsson and Skjøtt‐Larsen (2004), p. 195.

Cp. Mahadevan (2003), pp. 94–96; Weiber et al. (2004), pp. 565–566.

A negative effect of asset specificity has been found in a Delphi study (cp. Junge et al. (2019), p. 37). In a survey study, no significant effect of asset specificity on the intention to adopt EMs but a negative effect on the extent of use has been found (cp. Son and Benbasat (2007), pp. 80–82).

It has been found that buyers bid less aggressively when they are willing to make specific investments (cp. Jap and Haruvy (2008), p. 556) and that electronic auctions are not suitable for supply involving specific requirements (cp. Stoll (2008), p. 239). Only one study did not find a significant effect of asset specificity on the use of electronic reverse auctions (cp. Mithas et al. (2008), p. 716).

Asset specificity has a positive effect on the use of supply chain management systems for exchanging information via the internet (cp. Pu et al. (2018), pp. 1701–1702) or cooperation and EDI use (cp. Son et al. (2005), pp. 338–341).

Cp. Anderson and Weitz (1992), pp. 25–26; Aral et al. (2018), p. 606; Garbe (1998), pp. 164–170; Hallén et al. (1987), pp. 28–35; Hallén et al. (1993), pp. 76–80.

Cp. Claro et al. (2003), pp. 710–713; Heide and Miner (1992), pp. 277–282; Subramani and Venkatraman (2003), pp. 54–57.

Simon (1962), p. 468.

Structural complexity refers to the number and heterogeneity of elements that make up a system. The dynamic complexity refers to the interactions between the elements of a system (cp. Bode and Wagner (2015), p. 216; Werner (1997), p. 64; Voigt et al. (2003), p. 91).

Product complexity refers to the number of parts and/or technologies that are used within a product, their heterogeneity as well as the interdependencies between these parts and/or technologies (cp. Werner (1997), p. 71). The product description complexity denotes „[…] the amount of information needed to specify the attributes of a product in enough detail to allow potential buyers (whether producers acquiring production inputs or consumers acquiring goods) to make a selection“ (Malone et al. (1987), p. 486).

Cp. Andersson and Norrman (2002), p. 4. Typically, packages or bundles of different logistics services are exchanged within contract logistics (cp. Kersten et al. (2007), pp. 37–38).

Cp. section 2.​2.​3.

Williamson (1975), p. 22.

Williamson states that “[…] the distinction between deterministic complexity and uncertainty is inessential” ( Williamson (1975), p. 23).

Higher transaction costs in presence of complexity can be a result of the need for extensive information search, complicated contracts, and more possibilities for opportunistic behavior (cp. Hohberger (2001), p. 31).

Cp. Reuter (2013), p. 125. According to media richness theory, communication media vary in their capacity to process rich information (cp. Daft and Lengel (1984), pp. 191–233). For example, personal face-to-face communication provides rich communication via multiple channels like language, gestures, or facial expressions as well as direct feedback.

It has been proposed that face-to-face negotiations are preferred for complex goods while EMs are best used for goods that involve a low complexity (cp. Ihde (2004), p. 34) or that e-procurement is best used for standard goods involving a low degree of complexity (cp. Möhrstädt et al. (2001), pp. 124–125).

Cp. Homburg (1995), p. 826.

Cp. Bask (2001), p. 476.

Cp. Andersson and Norrman (2002); Ihde (2004), p. 34.

Cp. Stoll (2008), p. 236; Reuter (2013), pp. 203–204.

Cp. Choudhury et al. (1998), p. 495; Holzmüller and Schlüchter (2002), p. 9; Junge et al. (2019), p. 37.

Cp. Son and Benbasat (2007), pp. 80–85.

Cp. Upadhyaya et al. (2017), pp. 61–63.

Cp. Saprikis and Vlachopoulou (2012), pp. 630–633.

Cp. Son and Benbasat (2007), pp. 80–85.

Higher levels of complexity have been found to foster IOS integration (cp. Grover and Saeed (2007), pp. 203–209) and reduce the intention to use reverse auctions (cp. Mithas et al. (2008), pp. 712–717) or the performance and success of their use (cp. Schoenherr and Mabert (2008), pp. 89–90; Wagner and Schwab (2004), pp. 19–21). However, two studies do not find indications for an effect of complexity (cp. Pu et al. (2018), pp. 1700–1702; Wang and Archer (2004)).

Two studies find a positive effect of complexity on relational orientation (cp. Cannon and Perreault Jr (1999), pp. 449–454; Kaufmann and Carter (2006), pp. 664–667), while two other studies cannot find statistically significant effects of complexity (cp. Bello et al. (2003), pp. 9–10; Janz (2004), p. 300). In another study, the complexity of the procurement object has been found to affect social bonds in a survey with participants from the USA but not from Germany (cp. Kaufmann (2001), p. 358).

Schoenherr and Mabert (2011), p. 831.

Cp. Werner (1997), p. 70.

Cp. Stoll (2008), pp. 60–61; Kollmann (2019), pp. 188–189.

Cp. Janz (2004), p. 175.

Cp. Kaufmann (2001), p. 330.

Cp. Hartmann (2002b), p. 23.

Cp. Ellis et al. (2010), p. 38; Pfeffer and Salancik (2003), p. 46.

Products may vary in their importance because they can affect subsequent processes to different degrees (cp. Kaufmann (2001), pp. 330–332; Werner (1997), pp. 135–136). The same is true for transportation services.

Cp. Pfeffer and Salancik (2003), p. 45.

Sriram et al. (1992), p. 306.

Cp. Homburg (1995), p. 825.

Cp. Werner (1997), p. 163.

Products with a low profit impact and supply risk (non-critical items) should be purchased with a focus on low process costs, for example by using desktop purchasing systems. In contrast, for products with a high profit impact but low supply risk (leverage items) the aim should be to optimize purchasing prices. Market-oriented systems are therefore more suitable (cp. Arnold and Schnabel (2007), p. 87; Bogaschewsky (2002), p. 27; Kollmann (2019), p. 189; Luczak et al. (2002), p. 159; Tassabehji (2010), p. 434).

Within ABC analysis, products are classified according to some measure of financial importance (e.g. annual purchasing volume) into products with high (A products), medium (B products), or low importance (C products) (cp. Ivanov et al. (2019), p. 365).

Cp. Stoll (2008), pp. 60–61; Kortus-Schultes and Ferfer (2005), pp. 101–103.

Cp. Holzmüller and Schlüchter (2002), p. 9.

Cp. Garrido et al. (2011), pp. 60–64.

Importance is associated with the use of EMs for integration with suppliers (cp. Oppel (2003), pp. 239–240) or the use of private EMs (cp. Truong (2016), pp. 59–63). Moreover, importance has been found to have a negative effect on the use of electronic reverse auctions (cp. Schoenherr and Mabert (2011), pp. 838–839).

Cp. Cannon and Perreault Jr (1999), 494–454; Janz (2004), p. 299; Metcalf and Frear (1993), pp. 72–79; Werner (1997), p. 161.

Cp. Ellis et al. (2010), pp. 41–43; Homburg (1995), pp. 826–828.

Cp. Metcalf et al. (1992), pp. 37–38; Spekman and Strauss (1986), pp. 36–39; Kaufmann (2001), pp. 339–355.

Cannon and Perreault Jr (1999), p. 444.

In the literature, at least 4–5 suppliers are often recommended for conducting electronic auctions (cp. Carter et al. (2004), p. 245; Held (2003), p. 143; Hausladen (2020), p. 113). This is also a good recommendation for the procurement of transportation services via e-tendering or spot market functionalities on an ETM.

Cp. section 4.3.2.1.2.

Pfeffer and Salancik (2003), p. 50.

Cp. Papenhoff (2009), p. 93; Picot and Dietl (1990), p. 179.

Cp. Bensaou and Anderson (1999), p. 462; Ganesan (1994), p. 6.

Bensaou and Anderson (1999), p. 468.

Kraljic (1983), p. 112.

Cp. Arnold and Schnabel (2007), pp. 86–87; Bogaschewsky (2002), pp. 26–28; Kollmann (2019), pp. 185–189; Luczak et al. (2002), pp. 160–161; Tassabehji (2010), p. 434.

Cp. Reuter (2013), p. 207.

Electronic reverse auctions are preferred when there are many suppliers which can compete (cp. Schoenherr and Mabert (2011), pp. 838–839; Smeltzer and Carr (2003), pp. 485–486). In addition, more relational forms of IOS use like integration or information sharing have been found to prevail when there are only a few suppliers available (cp. Grover and Saeed (2007), pp. 203–205; Hadaya and Pellerin (2010), pp. 376–378).

The lower the availability of alternatives, the higher the rationalism in buyer-supplier relationships (cp. Bello et al. (2003), pp. 9–10; Cannon and Perreault Jr (1999), pp. 449–454; Werner (1997), p. 161), the higher the commitment to the relationship (cp. Kim (2001), pp. 94–95; Norris and McNeilly (1995), pp. 76–77), and the stronger the collaboration (cp. Sriram et al. (1992), pp. 313–314).

Cp. Premkumar et al. (2005), p. 265.

These types are derived from demand uncertainty as a relevant variable in the EM context.

(cp. Choudhury (1997), p. 13; Son and Benbasat (2007), pp. 61–62.

Cp. Walker and Weber (1984), p. 376.

Cp. Son and Benbasat (2007), pp. 61–62.

Cp. Choudhury (1997), p. 13. The authors refer to frequency uncertainty with the term “technological uncertainty of demand”. Since it captures the meaning in a better way, the term “frequency uncertainty” is used within this thesis (as also done by Son and Benbasat (2007), pp. 61–62).

Cp. Küsters and Speckenbach (2012), p. 75.

Spare parts for cars or airplanes are good examples of products with a high frequency uncertainty, because there are many different parts and it is difficult to predict when a certain part will be needed for a repair job. In contrast, a low frequency of demand is given if a certain supply is needed on a regular, ongoing basis. For example, producers of cars or airplanes face much less frequency uncertainty in the production process because they know which parts are needed for producing a planned number of finished products (cp. Choudhury (1997), p. 13).

Environmental uncertainty makes it more difficult to establish contractual protections against risks. In addition, frequent adaptations of deadlines or quantities complicate the fulfillment of contractual terms and cause adaptation efforts (cp. Kiedaisch (1997), pp. 48–49; Picot et al. (2001), p. 53).

Transaction cost theory suggests that the frequency of transactions reduces the average transaction costs because the costs for establishing certain governance structures (e.g., long-term contracts) can be distributed over many transactions. In presence of frequent transactions (low frequency uncertainty), short-term market exchanges imply high transaction costs due to frequent search and negotiation costs which could be reduced by establishing long-term contracts (cp. Wang and Archer (2004)).

Cp. Stoll (2008), p. 61.

In one study, the demand uncertainty has been found to have a negative effect on the intention to adopt and the extent of use of EMs (cp. Son and Benbasat (2007), pp. 80–82). Other studies, however, could not find significant effects of demand uncertainty on the adoption or the extent of use of EMs (cp. Najmul Islam et al. (2020), pp. 13–16; Saprikis and Vlachopoulou (2012), pp. 630–633; Upadhyaya et al. (2017), pp. 61–63).

One study finds that demand uncertainty is positively associated with the use of spot markets (cp. Choudhury et al. (1998), pp. 484–493) and another study indicates that the contract market is feasible for services involving low demand uncertainty (cp. Janssen and Verbraeck (2008), p. 480). In contrast, another study finds that collaboration-oriented EM functionalities are preferred over market-oriented functionalities when companies face high transaction uncertainty (cp. Wang and Archer (2004)). Furthermore, two studies cannot find a significant effect of demand uncertainty on the extent of use of IOS for integration or the use of electronic information transfer (cp. Grover and Saeed (2007), pp. 203–205; Kim et al. (2006), pp. 308–311).

A case study research finds that demand uncertainty is positively associated with a need for close supply chain relationships (cp. Leeuw and Fransoo (2009), pp. 727–731). But another study finds an effect of demand uncertainty in the opposite direction: demand uncertainty (in terms of a low frequency of procurement) has a negative effect on the relational orientation within procurement relationships (cp. Werner (1997), p. 161). Another study could not find an effect of the demand uncertainty in terms of transaction frequency on the relational orientation within procurement (cp. Janz (2004), pp. 299–300).

Levi et al. (2003), p. 77.

The need for responsiveness and the exchange of information represent two of six dimensions of non-contractibility which are associated with low degrees of specifiability (cp. Mithas et al. (2008), p. 709).

Bakos and Brynjolfsson (1993), p. 44.

Cp. Beall et al. (2003), p. 15.

Several studies find that electronic reverse auctions are used when specifiability is high (cp. Hawkins et al. (2009), p. 63; Hawkins et al. (2010), pp. 24–27; Kaufmann and Carter (2004), pp. 17–24). Another study also finds that companies that value non-contractible factors (i.e. low specifiability) favor the use of collaboration-oriented functionalities (cp. Wang and Archer (2004)).

One study provides qualitative evidence that recurrent transactions between suppliers and buyers are motivated by investments into non-contractible attributes with a low specifiability (cp. Radkevitch (2008), p. 93). The other study finds that negotiated contracts are preferred over market-governance when transactions are less codifiable (cp. Levi et al. (2003), pp. 7–9).

The acceptance of an IS is a state which manifests itself in the adoption or rejection of an IS by a user and which may change over time (cp. Leimeister (2015), p. 224; Wilhelm (2012), p. 17).

For example, users may work against the implementation (cp. Brown et al. (2002), p. 284). Furthermore, employees can voluntarily engage in learning new functions and expand their use over time. Such an extended use of an IS may improve outcomes for firms (cp. Hsieh et al. (2011), pp. 2027–2031). However, such a voluntary use expansion is unlikely to happen if users do not accept an IS. Moreover, being forced to use an unaccepted IS can lead to a lack of job satisfaction and further problems like absenteeism and higher employee turnover (cp. Sørebø and Eikebrokk (2008), p. 2358).

Obviously, the identified criteria within the EM selection criteria can be interpreted as contextual variables which may guide the selection of an ETM. But criteria that are relevant for beginning a relationship with an ETM may also affect the commitment toward an ETM. For example, fee levels may be a selection criterion of ETMs. These, however, may change over time and an ETM with competitive fee levels at the time of selection may over time increase the fees so that ultimately the commitment to an ETM declines.

Cp. Leimeister (2015), p. 224.

Lee et al. (2003), p. 752.

Cp. King and He (2006), p. 751; Schepers and Wetzels (2007), p. 99.

According to TRA, the central determinant of a person’s behavior is his or her behavioral intention to perform this behavior. The behavioral intention itself is determined by the person’s attitude and subjective norm, whereby the latter refers to beliefs about the expectations of others related to the behavior (cp. Ajzen et al. (1980), pp. 53–59).

Davis et al. (1989), p. 985.

Ibid., p. 985.

Source: Davis et al. (1989), p. 985.

Cp. Venkatesh and Davis (2000).

Cp. Venkatesh and Bala (2008).

Cp. Venkatesh et al. (2003).

Cp. Venkatesh et al. (2012).

For a more detailed review of models related to TAM, cp. Ginner (2018), pp. 173–176.

A meta-analysis shows that the predicted relationships by the model are generally confirmed (cp. Petter et al. (2008), p. 258). Furthermore, its first presentation in the year 1992 is the single most cited article within IS research (cp. Lowry et al. (2007), p. 171).

Cp. DeLone and McLean (1992), p. 87.

Cp. DeLone and McLean (2003), p. 10. In comparison to the first version, the updated version includes “service quality” as an additional quality dimension. Another change is the inclusion of “intention to use” in addition to the dimension “use”. Furthermore, the dimensions “individual impact” and “organizational impact” are combined in the new dimension of “net benefits” in the updated version.

Source: DeLone and McLean (2003), p. 24.

For detailed definitions and explanations of the quality dimensions, cp. sections 4.3.3.2.1–4.3.3.2.3.

Source: own representation.

This is similar to the distinction between product-/software-related and vendor-related criteria which is relevant in the context of software selection (cp. Abts and Mülder (2017), p. 530; Schütte and Vering (2011), p. 81).

Cp. Bächle and Lehmann (2010), p. 70; Brenner and Breuer (2001), pp. 152–153; Büyüközkan (2004), p. 141; Darkow (2003), p. 209; Deng and Molla (2008); Deng et al. (2019a), p. 5; Held (2003), p. 222; Richter and Nohr (2002), p. 110; Stockdale and Standing (2002), pp. 229–230, (2003), p. 351; Thitimajshima et al. (2015); Wirtz (2002), p. 200.

Cp. Bächle and Lehmann (2010), p. 70; Brenner and Breuer (2001), p. 153; Büyüközkan (2004), p. 141; Darkow (2003), p. 209; Deng and Molla (2008); Deng et al. (2019a), p. 3; Held (2003), p. 224; Kleineicken (2004), p. 105; Stockdale and Standing (2002), p. 230, (2003), p. 361.

Cp. Bächle and Lehmann (2010), p. 70; Held (2003), pp. 222–225; Richter and Nohr (2002), p. 114; Stockdale and Standing (2002), p. 230, (2003), p. 361; Thitimajshima et al. (2015).

To provide a valuable offering, EMs must possess knowledge of the traded products and services, industry knowledge or market expertise, sufficient know-how for providing consulting to the participants as well as technological competencies (cp. Allweyer (2002), p. 348; Büyüközkan (2004), p. 142; Deng and Molla (2008); Deng et al. (2019a), p. 4; Wirtz (2002), p. 200).

Cp. Deng et al. (2019a), p. 4; Richter and Nohr (2002), pp. 111–112; Stockdale and Standing (2002), p. 230, (2003), p. 361; Thitimajshima et al. (2015).

The ownership deals with the question of which party owns an EM (cp. Brenner and Breuer (2001), pp. 152–153; Kleineicken (2004), p. 105; Stockdale and Standing (2002), p. 227, (2003), p. 361).

Stockdale and Standing (2002), p. 227.

Cp. Bächle and Lehmann (2010), p. 70; Darkow (2003), p. 209.

Cp. Allweyer (2002), p. 348; Bächle and Lehmann (2010), p. 70; Brenner and Breuer (2001), p. 153; Deng and Molla (2008); Held (2003), p. 223.

Cp. Allweyer (2002), p. 348; Bächle and Lehmann (2010), p. 70; Brenner and Breuer (2001), p. 152; Darkow (2003), p. 209; Held (2003), p. 224; Richter and Nohr (2002), p. 115.

Cp. Bächle and Lehmann (2010), p. 70; Darkow (2003), p. 209; Richter and Nohr (2002), p. 114; Wirtz (2002), p. 200.

Cp. Bächle and Lehmann (2010), p. 70; Brenner and Breuer (2001), p. 152; Richter and Nohr (2002), pp. 115–116.

One study reports that an evaluation procedure involving the assessment of EMs with the use of 135 criteria has helped the case company Triaton (the IT-services company of the ThyssenKrupp AG) to develop a widely accepted and suitable support for their EM strategy (cp. Klueber et al. (2001), pp. 695–703). In another study, a content analysis of over 100 practitioner articles has been conducted to identify factors of the macro-environment, internal factors of the participating companies, and factors of the EMs which should be considered during the selection of EMs (cp. Stockdale and Standing (2002), pp. 221–234).

Cp. section 4.3.3.2.1.

Cp. Table 4.5. The fact that the criteria are frequently mentioned by researchers shows that the criteria are not subjectively considered to be important by only a few individuals.

It should be possible to objectively evaluate the selected criteria. For example, the number of participants is often advertised by ETMs, fee levels must be made transparent before any contract with an ETM operator will be signed and it should also be possible to gather information on the security measures. In contrast, it is much more difficult to objectively evaluate criteria such as the know-how of the ETM operator or the likelihood of ETM survival.

Different dependent variables are relevant for the relationship to ETMs. These include trust (cp. Chiu et al. (2009), p. 773; Kim and Ahn (2007), pp. 125–126; Koufaris and Hampton-Sosa (2004), pp. 386–388; McKnight et al. (2017), p. 132; Pavlou (2002), pp. 229–232; Pavlou and Gefen (2004), p. 50; Zhou et al. (2009), p. 331), loyalty (cp. Agag (2019), pp. 399–404; Thitimajshima et al. (2018), pp. 137–138), success factors for ongoing use (cp. Cullen and Taylor (2009), pp. 1172–1178) or the use of specific EMs (cp. Driedonks et al. (2005), pp. 57–64; Quaddus and Hofmeyer (2007), pp. 206–211; Tao et al. (2007), pp. 1060–1065).

Acceptance encompasses all indications on dependent variables which are relevant for the use of IS by individuals. Results of studies that investigate determinants of the use of e-procurement in an organizational context (e.g. Brandon-Jones and Kauppi (2018)) or a consumer context (e.g. Jones and Kim (2010)) will be reviewed. In addition, the results from previous studies on the satisfaction with EMs or websites for procurement will be considered due to their relevance for the acceptance (cp. Devaraj et al. (2002); Jones and Kim (2010); Lee and Lin (2005); Lin (2007); Zhou et al. (2009)).

Some empirical studies provide insights that are relevant for the success of ETMs. For example, one study provides insights on the performance impacts from the use of e-procurement (cp. Boyer and Olson (2002), pp. 490–493) and another study provides insights on the impacts resulting from the use of an EM (cp. Chien et al. (2012), pp. 465–466).

Cp. DeLone and McLean (1992), p. 62.

Cp. Gorla et al. (2010), p. 212.

Cp. Petter et al. (2008), p. 238.

Cp. DeLone and McLean (2003), p. 11.

In contrast to TAM, however, the DeLone and Mclean IS success model includes more aspects within system quality than just ease of use. For example, a measurement instrument including 40 items to measure system quality has been developed (cp. Rivard et al. (1997), pp. 44–58).

Cp. Bächle and Lehmann (2010), p. 70; Darkow (2003), p. 208; Richter and Nohr (2002), pp. 113–114; Wirtz (2002), p. 200.

System quality has a positive effect on the intention to use e-procurement via its effect on perceived usefulness (cp. Brandon-Jones and Kauppi (2018), p. 34). Furthermore, system quality has a positive effect on the use of electronic reverse auctions (cp. Adomavicius et al. (2013), p. 497), the evaluation of the effectiveness of a website used for purchasing (cp. Chakraborty et al. (2002), pp. 64–68), the customer satisfaction in online shopping (cp. Lee and Lin (2005), pp. 169–171; Lin (2007), pp. 371–373), and the satisfaction with EMs (cp. Kang (2014), pp. 457–460; Kollmann (2001a); Zahedi et al. (2010), pp. 310–312).

Cp. Boyer and Olson (2002), pp. 490–493.

Cp. Chien et al. (2012), pp. 465–466.

System quality is associated with higher levels of trust in EMs (cp. Kim and Ahn (2007), pp. 125–126; McKnight et al. (2017), p. 132) or websites used for purchasing (cp. Chiu et al. (2009), p. 773; Koufaris and Hampton-Sosa (2004), pp. 386–388). In addition, empirical studies show that system quality may also lead to the ongoing use of EMs (cp. Thitimajshima et al. (2018), pp. 137–138) or e-commerce systems (cp. Cullen and Taylor (2009), pp. 1172–1178).

Cp. Gorla et al. (2010), p. 213; Petter et al. (2008), p. 239.

DeLone and McLean (2003), p. 21.

It has been found that the higher the information quality of websites used for purchasing, the higher their perceived effectiveness or usefulness (cp. Chakraborty et al. (2002), pp. 64–68; Ramkumar et al. (2019), p. 340). In addition, information quality is positively associated with the intention to use a website for online apparel shopping (cp. Jones and Kim (2010), pp. 632–633) or the use of an e-procurement system within public organizations (cp. Kassim and Hussin (2013), pp. 10–13).

Information quality is perceived to be among the most important factors for the ongoing use of an e-commerce system in the pharmaceutical supply chain (cp. Cullen and Taylor (2009), pp. 1172–1178). However, another study did not find a significant effect of information quality on the loyalty of EM participants (cp. Thitimajshima et al. (2018), pp. 137–139).

Xu et al. (2013), p. 780.

Cp. Parasuraman et al. (1988), p. 25.

DeLone and McLean (2003), p. 18.

Service quality has a positive effect on the extent to which individuals use an e-procurement system (cp. Brandon‐Jones and Carey (2011), pp. 283–286). In addition, several studies show that consumers are more satisfied with websites that they use for purchasing activities when the service quality is evaluated to be higher (cp. Lee and Lin (2005), pp. 169–171; Lin (2007), pp. 371–373; Zhou et al. (2009), p. 331. Mixed results are provided by only one study, whereby only a single dimension (assurance) of the SERVQUAL dimensions has been found to have a significant positive effect on satisfaction (cp. Devaraj et al. (2002), pp. 324–327).

Service quality has a positive effect on the trust of consumers in websites which they are using for purchasing activities (cp. Chiu et al. (2009), pp. 771–773; Zhou et al. (2009), p. 331).

Cp. Büyüközkan (2004), p. 141; Deng and Molla (2008); Deng et al. (2019a), p. 4.

Cp. Wirtz (2002), p. 200.

The term critical mass denotes the number of participants of an EM that must be reached to ensure that the EM can operate effectively (cp. Stockdale and Standing (2003), p. 351).

There are several cases where network effects can arise. A classic example is the ownership of telephones: the more people own and use telephones, the more valuable telephones become to each owner (cp. Garcia and Resende (2011), p. 323; Katz and Shapiro (1994), p. 94).

Cp. Neumann et al. (2002), p. 70.

Cp. Büyüközkan (2004), p. 143; Wirtz and Mathieu (2002), p. 224.

Two studies find that larger numbers of sellers on EMs are associated with higher numbers of buyers which represents a so-called cross-side network (cp. Chu and Manchanda (2016), pp. 883–888; Hinz et al. (2020), pp. 28–32). In addition, there are some indications that market liquidity has a positive effect on the organizational adoption of EMs. Two qualitative studies notice that reaching a critical mass of users is important for successful adoption of EMs (cp. Driedonks et al. (2005), pp. 63–65) or ETMs (cp. Sänger (2004), p. 111). Furthermore, a survey study provides indications that the number of users has a positive effect on the intention to adopt EMs (cp. Quaddus and Hofmeyer (2007), pp. 208–211).

ETMs are used for the transmission of sensitive transaction information between buyers and sellers of transportation services. In addition, transactions may be conducted with potentially unknown trading partners. In such an environment, participants face various risks which can be reduced by proper security measures which are implemented by ETM operators.

Cp. Saeed and Leitch (2003), p. 168.

A survey study of buyers using a website for purchasing supplies in the construction industry shows that higher levels of perceived security are associated with a better overall evaluation of the goodness or badness of a website (cp. Chakraborty et al. (2002), pp. 64–68).

Security measures have a positive effect on trust in EM service providers (cp. Kim and Ahn (2007), pp. 125–126; Koufaris and Hampton-Sosa (2004), pp. 386–389) or on trust in the sellers which are active on an EM (cp. Pavlou (2002), pp. 229–232; Pavlou and Gefen (2004), p. 50). Furthermore, security measures have a positive effect on the intention to use an EM (cp. Shih et al. (2013), pp. 400–402) or the corresponding repurchase intention and loyalty (cp. Agag (2019), pp. 399–404).

Cp. Büyüközkan (2004), p. 143.

Cp. section 6.​3.​1.

Cp. section 4.3.3.1.3.

Two qualitative studies show that fees can act as barriers to the adoption of EMs when they are too high (cp. Johnson (2010), pp. 163–167; Johnson (2013), pp. 346–352). Similarly, another study finds that the fees of an EM determine the perceived relative advantage, which in turn drives the use of an EM (cp. Koch (2004), p. 2449). Only one study in the steel industry in China shows that paying fees is among the factors which are considered less important for the adoption of EMs (cp. Tao et al. (2007), p. 1064).

Source: own representation.

Sometimes the term firm performance is used as a synonym for organizational performance (cp. Schryen (2013), pp. 140–142).

Van De Ven, Andrew H. (1976), p. 73.

Cp. Dehning and Richardson (2002), p. 9.

Melville et al. (2004), p. 296.

Dehning and Richardson (2002), p. 9.

Cp. Barua et al. (1995), pp. 6–7; Krcmar (2015), p. 477; Laudon and Laudon (2014), p. 55.

Studies that do not investigate the effect of IT on intermediate business processes follow a “black box” approach (cp. Barua et al. (1995), p. 6; Pfeifer (2003), p. 57; Weitzendorf (2000), p. 17).

Cp. Bakos (1987), p. 5; Chan (2000), pp. 228–229; Dehning and Richardson (2002), pp. 9–10; Dedrick et al. (2003), pp. 3–4; Kohli and Grover (2008), p. 27; Krcmar (2015), p. 477; Laudon and Laudon (2014), p. 55; Masli et al. (2011), pp. 83–85; Melville et al. (2004), pp. 287–293; Schryen (2013), p. 142.

In the business context, metrics can be defined as a set of statistics used for measuring something, in particular how well a company is doing (cp. Deuter et al. (2015), p. 977).

One of the benefits of using metrics is that they quantify effects and compress selective information. In this way, they provide crucial support for managers (cp. Gladen (2014), p. 11). The use of performance metrics has been found to have a positive effect on firm success, e.g. when it comes to improvements of the quality of leadership or the agility of firms (cp. Sandt (2004), p. 201). In addition, metrics were ranked the second most important controlling tool in a study including 28 controlling tools (cp. Niedermayr (1994), p. 233).

Cp. Werner (2017), pp. 408–409.

Cp. Schönherr (2015), p. 58; Stephan (2006), pp. 33–35.

Cp. Pellens et al. (2000), p. 22.

There are also other metrics available for value-based management. Cash-Value-Added (CVA), for example, is another famous metric (cp. Gundel (2012), p. 2). EVA has been chosen because it is well-known and accepted. In addition, EVA is well-suited for measuring and managing the value of logistics and supply chain management (cp. Lambert and Burduroglu (2000); Schönherr (2015), p. 99; Wessely (2011), p. 25).

Cp. Franz and Winkler (2006), p. 418; Gundel (2012), p. 3; Müller and Hirsch (2005), p. 83.

Cp. Holler (2009), p. 56; Schönherr (2015), pp. 78–79.

Cp. Stephan (2006), p. 81.

Cp. Gundel (2012), pp. 16–17.

The objectives in procurement also contain intangible performance aspects (i.e., supply assurance, quality, and flexibility) and costs (cp. section 2.​3.​1).

Many researchers understand the success of logistics in terms of logistics efficiency (cp. Clausen and Rotmann (2014), p. 112; Dehler (2001), p. 207; Engelbrecht (2004), p. 218; Hausladen (2020), p. 7; Hofmann and Nothardt (2009), p. 95; Muchna et al. (2018), p. 42; Pfohl (2018), pp. 42–43; Schönherr (2015), pp. 44–45; Wannenwetsch (2014), p. 10; Wiendahl (2008), p. 248). Furthermore, the supply chain performance measures developed by SCOR also reflect the dimensions of logistics efficiency: these include customer-facing elements (i.e. reliability, flexibility, and responsiveness) which cover aspects of logistics performance and internal-facing aspects (i.e. costs and assets) which cover aspects of logistics costs (cp. Ayers (2006), p. 261; Lai et al. (2002), p. 442).

Cp. Engelbrecht (2004), pp. 218–219; Kestel (1995), p. 30.

Besides the above-mentioned two positive impacts on process costs and freight rates, the use of an ETM has also a negative impact on costs because usually fees must be paid. In the conceptual research framework, fees will be considered as a contextual variable (cp. section 4.3.3.2.6).

Cp. Kortus-Schultes and Ferfer (2005), p. 101.

For a more detailed explanation of the phases of market transactions, cp. Grieger (2003), pp. 289–290.

It has frequently been mentioned that search costs can be reduced by EMs (cp. Bakos (1991), p. 295; Dai and Kauffman (2002), p. 459 Galbreth et al. (2005), p. 297) or ETMs (cp. Gudmundsson and Walczuck (1999), p. 102; Lin et al. (2002), p. 1).

Cp. Le (2002), p. 115; Ordanini (2005), p. 101.

For a procedure that can be applied to calculate process cost reductions, cp. section 6.​3.​2.​1.​1.

As a result of semi-structured interviews with experts from multiple firms using an EM in the mining industry, one study concludes that the greatest benefit of using an EM stems from the improvement of e-procurement processes (cp. Ash and Burn (2006), p. 14). In addition, a Delphi study found that experts assign higher importance to the improvement of business processes than to the reduction of prices (cp. Holzmüller and Schlüchter (2002), p. 9).

Cp. Alarcón et al. (2009), pp. 217–218.

Cp. Benslimane et al. (2005), p. 220; Kang et al. (2007), p. 114.

Cp. Ballou (2004), p. 190; Bowersox et al. (2002), p. 360.

Cp. Bakos (1991), pp. 298–299; Lichtenau (2005), p. 54; Voigt et al. (2003), pp. 136–137.

Cp. Cavinato (1990), p. 65. Further terms for empty movements of vehicles exist, e.g. empty trip (cp. Scott-Sabic (2005), p. 118).

Cp. Bretzke (2014), p. 368; Crainic et al. (2009), p. 550; Davies et al. (2007), p. 17; Gudmundsson and Walczuck (1999), p. 103; Hoffmann (2001), pp. 231–232; McKinnon et al. (2015), p. 325; Nissen (2001a), p. 50; Nissen (2001b), p. 601; Polzin and Lindemann (1999), p. 529; Seeßle (2019), 372.

For example, the movement of the truck from Hamburg to Leipzig can be needed because goods must be picked up in Leipzig or because the truck must be returned to a depot.

Besides avoiding deadheads, an ETM could also be used to fill a truck that is not yet fully loaded on a certain direct run with additional LTL or PTL shipments.

For example, the ETM offers a transport order for moving goods from Hannover to Leipzig. In this case, the truck only has to be moved empty from Hamburg to Hannover and the capacity will be fully used to move the goods from Hannover to Leipzig.

The marginal costs include the increased fuel costs for moving the goods, times for loading and unloading of goods, or any costs for detours that must be taken.

The mentioned scenarios are relevant for the procurement of transportation services on the spot market. However, similar benefits may also be relevant for the contract market. For example, a shipper might have the demand to move goods regularly from Germany to Italy. An ETM can help to match this shipper with a transportation service provider that needs to move goods from Italy to Germany. In this way, the transportation service provider does not need to move trucks empty on the return from Germany to Italy and a shipper may benefit from lower freight rates.

Source: own representation. This figure has been designed using resources from flaticon.com (cp. https://​www.​flaticon.​com).

Cp. Scott (2018), p. 12.

Cp. Brown and Goolsbee (2002), p. 481.

Cp. Morton et al. (2001), p. 501.

Cp. Alarcón et al. (2009), p. 218; Kang et al. (2007), pp. 114–115.

Cp. Garicano and Kaplan (2005), p. 108; Lee (1998), pp. 75–77. One of the reasons for higher prices which is mentioned in both studies is that the quality of cars sold via EMs might be higher compared to that of cars sold via traditional offline markets.

Indeed, the logistics literature exhibits a variety of different views on the relevant components of logistics performance, the meaning or definition of single components as well as the relation between them (cp. Dietel (1997), p. 137).

Besides external customers receiving transportation services within distribution logistics, shippers can also purchase transportation services for internal customers. Internal customers are departments that require internal goods movements (e.g., the procurement department which requires transportation services to move goods from suppliers to manufacturing plants).

Cp. Weber (2012), pp. 146–147.

Cp. Davies et al. (2007), p. 17; Georg (2006), p. 179; Le (2002), p. 114; Nissen (2001a), p. 50; Ordanini (2005), p. 101; Ordanini and Pol (2001), p. 280; Rask and Kragh (2004), p. 272; Standing and Standing (2015), p. 725.

Cp. Bowersox et al. (2002), p. 35; Engelbrecht (2004), p. 222; Hofmann and Nothardt (2009), p. 95; Zillig (2001), p. 122.

Cp. section 2.​3.​1.

Cp. Schupp (2004), p. 124.

The flexibility of transportation service supply is closely related to delivery flexibility, which is relevant within the context of logistics. Delivery flexibility denotes the ability to fulfill special and often changing requirements of customers for the delivery of goods. These requirements can cover a wide range from order modalities to the required type of packaging (cp. Blum (2006), p. 72; Disselkamp and Schüller (2004), p. 138; Engelbrecht (2004), p. 222; Pfohl (2018), p. 40; Schönherr (2015), p. 47).

Cp. Doch (2009), p. 73.

Cp. Irlinger (2012), p. 15; Janker (2008), p. 18; Kollmann (2019), p. 171.

Sometimes authors use the term “delivery reliability” to refer to a similar concept defined as “delivery quality” within this work (cp. Dietel (1997), p. 151; Schneider and Hennig (2008), p. 216; ten Hompel and Heidenblut (2011), p. 183).

Cp. Doch (2009), p. 73; Slack and Lewis (2017), p. 56.

Cp. Disselkamp and Schüller (2004), p. 136; Doch (2009), p. 73.

Cp. Dietel (1997), p. 151; Muchna et al. (2018), p. 46.

Cp. Blum (2006), p. 72; Lödding (2016), p. 27; Pfohl (2018), p. 38; Muchna et al. (2018), p. 48.

Cp. Muchna et al. (2018), p. 46; Pfohl (2018), p. 40.

Cp. Mentzer et al. (2001), p. 85.

Cp. Dewan and Hsu (2004), p. 497.

For example, shippers can use social cues (e.g., body language) during a personal meeting to assess the honesty of transportation service providers. If, however, the contact between buyers and sellers is only virtual, the information which can be used to assess seller quality is more limited (cp. Ghose (2009), p. 264).

The use of EMs may involve shorter business relationships between buyers and sellers which can cause transportation service providers to reduce their care (cp. Polzin and Lindemann (1999), p. 529).

Cp. Sänger (2004), p. 118.

Janssen and Verbraeck (2008), p. 480.

Cp. Hausladen (2020), pp. 3–4.

Cp. Böttcher (1993), p. 229; Seeck (2010), p. 10.

Cp. section 3.​5.​2.​2.

Cp. Lambert and Burduroglu (2000), p. 13; Schönherr (2015), pp. 99–100.

Cp. Dehler (2001), p. 241; Engelbrecht (2004), p. 254; Gil Saura et al. (2008), p. 660; Innis and La Londe (1994), p. 19; Stank et al. (2003), p. 43; Vaidyanathan and Devaraj (2008), p. 418.

Cp. Cahill (2007), pp. 12–18.

Cp. Kalwani and Narayandas (1995), p. 9.

Cp. Matzler et al. (2009), p. 12. For a more extensive discussion of the impact of customer satisfaction on organizational performance, cp. Schönherr (2015), pp. 132–135.

Source: adapted from Lambert and Burduroglu (2000), p. 13.

This holds because stocks can be used to cover up various problems and uncertainties in business processes and thereby ensure, for example, a smooth production or timely delivery (cp. Wildemann (2010), p. 23).

A decline in logistics performance represented by a higher standard deviation results in higher stock levels and thereby increases working capital (cp. Song et al. (2010), p. 72; Talluri et al. (2004), p. 68).

Cp. Benbasat and Zmud (2003), p. 187; DeLone and McLean (2003), p. 24; Gable et al. (2008), p. 382.

DeLone and McLean (2003), p. 16.

Cp. Garrido et al. (2008), p. 624; Giunipero et al. (2012), p. 287; Karthik and Kumar (2013), p. 223; Kassim and Hussin (2013), p. 13; Mishra et al. (2013), p. 385; Quesada et al. (2010), pp. 525–526; Rai et al. (2009), p. 284; Ranganathan et al. (2011), p. 541; Shi and Liao (2015), p. 948; Yu et al. (2015), pp. 1065–1066.

Cp. Benslimane et al. (2005), p. 220; Kang et al. (2007), pp. 114–115.

For example, one study investigates the impact of coordination application use (e.g. sharing of inventory information) and transactional application use (e.g. search for suppliers) on efficiency gains due to e-procurement (cp. Wu et al. (2007), p. 583). Another study focuses on the use of an EM for the support of five different market phases and its impact on EM benefits (cp. Najmul Islam et al. (2020), p. 8).

For example, one study finds that relationship quality has a positive effect on purchasing process improvements and a negative effect on purchasing costs (cp. Sriram and Stump (2004), p. 49).

A study in the context of the purchasing of office supplies via the internet found that the quality of the website used for purchasing (e.g. in terms of ease of use or accuracy) has a positive effect on the improvements in terms of costs for customers (cp. Boyer and Olson (2002), pp. 490–493). In addition, a study of public EMs in Taiwan found that participants perceive that EMs enhance the competitiveness and efficiency for their organization to a higher extent when the ease of use of the EM is higher (cp. Chien et al. (2012), p. 466).

Diffusion of innovations theory postulates that the relative advantage, which is “[…] the degree to which an innovation is perceived as being better than the idea it supersedes […]” (Rogers (1983), p. 213), has a positive effect on the rate of adoption of an innovation.

Cp. Hassan et al. (2017), p. 315; Yao et al. (2007), pp. 889–892).

Cp. Grewal et al. (2001), 27–29; Molla and Deng (2009), pp. 25–26; Wang et al. (2006), pp. 342–346.

Cp. Alrubaiee et al. (2012), pp. 32–33; Le et al. (2004), pp. 302–304; Li et al. (2013); Mishra and Agarwal (2010), pp. 261–262; Najmul Islam et al. (2020), pp. 13–16; Rao et al. (2007), pp. 1041–1042.

Information asymmetries, diverging objectives among buyers and sellers, and the difficulties in enforcing agreements online are some of the reasons why (potential) participants of EMs perceive risks associated with the use of an EM (cp. Clemons et al. (1993), p. 15; Mishra and Agarwal (2010), p. 255).

Cp. Le et al. (2004), p. 299.

In two qualitative studies, risk perception has been identified as a relevant barrier to EM adoption (cp. Johnson (2010), p. 168, (2012), p. 523). Furthermore, a few quantitative studies provide indications for a negative effect of the perceived risks on system use in the context of EMs (cp. Hong (2015), pp. 330–332; Le et al. (2004), pp. 302–304; Mishra and Agarwal (2010), pp. 261–262; Rao et al. (2007), pp. 1041–1042).

One study finds a statistically significant positive relationship between the perceived value of the relationship to an EM and the willingness to continue the relationship to it (cp. Zahedi et al. (2010), p. 311). Another study cannot provide evidence for an effect of post-acquisition benefits on commitment, but it found indications for a relationship between the product prices on the EM and commitment (cp. Lancastre and Lages (2006), pp. 782–783).

It has been found that the perception of problems with sellers (psychological contract violations) in the past have a negative effect on the willingness to use an EM for purchasing activities (cp. Pavlou and Gefen (2005), pp. 389–391).

Source: own representation.

Source: own representation.