Revising concepts for interfirm collaboration

Inhaltsangabe:Abstract:Technical advances and strategic reconsiderations in the Business-to-Business (B2B) market have led companies to meet new challenges with innovative forms of collaboration. Since 1999, industrial organizations have separately attempted to enable common interfirm trade with the help of online trading platforms and e-marketplaces. In most industries, the use of these platforms has been reduced to low numbers of intra-industry transactions between first-movers and strategic visionaries. Despite their damped optimism, companies' readiness has progressed along with the market potential. Tackling the initial weaknesses, an integrative B2B trading network that is based on true interoperability and openness is now well-positioned to exploit this increased potential. At the example of Eastman Chemical Corporation, this paper analyzes the possibilities of creating a completely revised interfirm collaboration network.Inhaltsverzeichnis:Table of Contents:Index of figuresIIIIndex of tablesIVList of abbreviationsV1.Introduction11.1Statement of purpose11.2Research focus and goal21.3Outline22.The case of Eastman Chemical Company32.1Company background32.2Overview of corporate e-business portfolio32.3Backbone of current IT infrastructure42.4Strategic focus in the chemical industry63.Comparison and extension of collaboration forms73.1Organizational responses to current challenges73.2B2B collaboration models83.2.1Traditional view of collaboration83.2.2Selected non-equity interfirm relations93.2.3Selected equity interfirm relations93.2.4Strategic outsourcing of non-core activities103.2.5From portals and catalogues to e-marketplaces113.3Review of collaboration models144.Creating a framework for dynamic collaboration174.1Current challenges and unsolved problems174.2Meta-market framework requirements184.2.1Ensuring security and privacy184.2.2Adapting and standardizing online laws194.2.3Enhancing trust204.